58 research outputs found
U.S. Army troop movements and cargo sailings required: European Theater of Operations.
No full textSection headings include: strength estimates; planned deployment of US Army forces by end of quarter (CPD, WDGS, 1 December 1944); major units/present in theater/under orders or committed to theater; Army cargo requirements; cargo sailings required; breakdown of requirements by destination; summary of sailings required; probable cargo sailings; and cargo available/measurement tons
UPPER GREAT LAKES TRANSPORTATION IMPACT FORECASTING SYSTEM
Full text linkCommunity/Rural/Urban Development,
Field Data Acquisition Technologies for Iowa Transportation Agencies, HR-366 August 1994
Full text linkThis report describes the results of the research project investigating the use of
advanced field data acquisition technologies for lowa transponation agencies. The
objectives of the research project were to (1) research and evaluate current data
acquisition technologies for field data collection, manipulation, and reporting; (2)
identify the current field data collection approach and the interest level in applying
current technologies within Iowa transportation agencies; and (3) summarize findings, prioritize technology needs, and provide recommendations regarding suitable applications for future development. A steering committee consisting oretate, city, and county transportation officials provided guidance during this project. Technologies considered in this study included (1) data storage (bar coding, radio frequency identification, touch buttons, magnetic stripes, and video logging); (2) data recognition (voice recognition and optical character recognition); (3) field referencing systems (global positioning systems [GPS] and geographic information systems [GIs]); (4) data transmission (radio frequency data communications and electronic data interchange); and (5) portable computers (pen-based computers). The literature review revealed that many of these technologies could have useful applications in the transponation industry.
A survey was developed to explain current data collection methods and identify the
interest in using advanced field data collection technologies. Surveys were sent out to
county and city engineers and state representatives responsible for certain programs
(e.g., maintenance management and construction management). Results showed that
almost all field data are collected using manual approaches and are hand-carried to
the office where they are either entered into a computer or manually stored. A lack of
standardization was apparent for the type of software applications used by each
agency--even the types of forms used to manually collect data differed by agency.
Furthermore, interest in using advanced field data collection technologies depended
upon the technology, program (e.g.. pavement or sign management), and agency type
(e.g., state, city, or county). The state and larger cities and counties seemed to be
interested in using several of the technologies, whereas smaller agencies appeared to
have very little interest in using advanced techniques to capture data. A more
thorough analysis of the survey results is provided in the report. Recommendations are made to enhance the use of advanced field data acquisition technologies in Iowa transportation agencies: (1) Appoint a statewide task group to coordinate the effort to automate field data collection and reporting within the Iowa transportation agencies. Subgroups representing the cities, counties, and state should be formed with oversight provided by the statewide task group. (2) Educate employees so that they become familiar with the various field data acquisition technologies
The Effect of Climate Change on Transportation Flows and Inland Waterways Due to Climate-Induced Shifts in Crop Production Patterns
Full text linkThis study was funded by the the University Transportation Center for Mobility, Texas Transportation InstituteGrain Transportation, Climate change and agriculture, Climate change and transportation, Land use change, Supply of grain, Demand for grain, Crop production patterns, Inland waterways, Mississippi River Basin, Climate change adaptation, Welfare distribution, Corn transportation, Soybeans transportation, Crop Production/Industries, Demand and Price Analysis, Environmental Economics and Policy, International Relations/Trade, Land Economics/Use, C61, L91, L92, Q15, Q17, Q54, R14, R41, R13,
The Potential Economic Benefits of Integrated and Sustainable Ocean Observation Systems: The Southeast Atlantic Region
Full text linkThe South East Atlantic Coastal Ocean Observing System (SEACOOS) collects, manages and disseminates coastal oceanic and atmospheric observation information along the Atlantic coast of the southeastern United States. This paper estimates the benefits of SEACOOS information in eleven benefit categories. Following a methodology used in similar studies of other U.S. coastal regions, we evaluate the impacts of conservative changes in economic activity in each sector. The annual economic benefit of SEACOOS information is 's), an estimate that falls between annual benefits of 381 million for the Gulf of Mexico.
Estimation and Analysis of Expenses of In-Lieu-Fee Projects that Mitigate Damage to Streams from Land Disturbance in North Carolina
Full text linkAs North Carolina’s economy has grown, the need to mitigate adverse impacts of land disturbance on aquatic ecosystems has also grown. When land disturbance adversely affects streams, a developer or the state’s Department of Transportation can satisfy mitigation requirements through payment of fees to the state’s Ecosystem Enhancement Program (EEP). EEP then manages a stream mitigation project on behalf of the responsible party. EEP has had regulatory authority to require stream mitigation for 10 years. The needs of EEP to reassess its mitigation fee and identify ways to reduce costs of the program have grown over the decade. The first objective of this study was to account for all EEP expenses of design-bid and design-bid-build projects. The second objective was to analyze the determinants of contractual expenses with a cost function. EEP has spent or committed to spend 242.12. Given its mandate to cover expenses for stream mitigation, EEP must raise mitigation fees, especially those for urban projects, make changes to reduce project expenses, or do both. As the length of a restored or enhanced stream increases, the expenses per foot decrease. The decrease is more pronounced in undeveloped, rural areas. Thus, EEP could produce mitigation for less expense by financing fewer projects with longer reaches or by financing more projects in undeveloped, rural areas. Other states with in-lieu-fee programs for compensatory mitigation might also use these results to reduce contractual expenses.Environmental Economics and Policy,
Spatial Dynamic Modeling and Urban Land Use Transformation:
Full text linkAssessing the economic impacts of urban land use transformation has become complex and acrimonious. Although community planners are beginning to comprehend the economic trade-offs inherent in transforming the urban fringe, they find it increasingly difficult to analyze and assess the trade-offs expediently and in ways that can influence local decisionmaking. New and sophisticated spatial modeling techniques are now being applied to urban systems that can quickly assess the probable spatial outcomes of given communal policies. Applying an economic impact assessment to the probable spatial patterns can provide to planners the tools needed to quickly assess scenarios for policy formation that will ultimately help inform decision makers. This paper focuses on the theoretical underpinnings and practical application of an economic impact analysis submodel developed within the Land use Evolution and Impact Assessment Modeling (LEAM) environment. The conceptual framework of LEAM is described, followed by an application of the model to the assessment of the cost of urban sprawl in Kane County, Illinois. The results show the effectiveness of spatially explicit modeling from a theoretical and a practical point of view. The agent-based approach of spatial dynamic modeling with a high spatial resolution allows for discerning the macro-level implications of micro-level behaviors. These phenomena are highlighted in the economic submodel in the discussion of the implications of land use change decisions on individual and communal costs; low-density development patterns favoring individual behaviors at the expense of the broader community.
An Illustrated Guide for Monitoring and Protecting Bridge Waterways Against Scour - Project TR-515 - Final Report, March 2006
Full text linkThis report is a well illustrated and practical Guide intended to aid engineers and
engineering technicians in monitoring, maintaining, and protecting bridge
waterways so as to mitigate or prevent scour from adversely affecting the
structural performance of bridge abutments, piers, and approach road
embankments. Described and illustrated here are the scour processes affecting
the stability of these components of bridge waterways. Also described and
illustrated are methods for monitoring waterways, and the various methods for
repairing scour damage and protecting bridge waterways against scour.
The Guide focuses on smaller bridges, especially those in Iowa. Scour processes
at small bridges are complicated by the close proximity of abutments, piers, and
waterway banks, such that scour processes interact in ways difficult to predict
and for which reliable design relationships do not exist. Additionally, blockage
by woody debris or by ice, along with changes in approach channel alignment,
can have greater effects on pier and abutment scour for smaller bridges. These
considerations tend to cause greater reliance on monitoring for smaller bridges.
The Guide is intended to augment and support, as a source of information,
existing procedures for monitoring bridge waterways. It also may prompt some
adjustments of existing forms and reports used for bridge monitoring. In accord
with increasing emphasis on effective management of public facilities like
bridges, the Guide ventures to include an example report format for quantitative
risk assessment applied to bridge waterways. Quantitative risk assessment is
useful when many bridges have to be evaluated for scour risk and damage, and
priorities need to be determined for repair and protection work. Such risk
assessment aids comparison of bridges at risk.
It is expected that bridge inspectors will implement the Guide as a concise,
handy reference available back at the office. The Guide also likely may be
implemented as an educational primer for new inspectors who have yet to
become acquainted with waterway scour. Additionally, the Guide may be
implemented as a part of process to check whether existing bridge-inspection
forms or reports adequately encompass bridge-waterway scour
Area Analysis Intelligence Plan, Chief of Engineers, Department of the Army
Full text linkReorganization of the Army and creation of the Defense Intelligence Agency by Secretary of Defense Robert McNamara lead to the creation of the Area Intelligence Analysis Agency.
For 20 years before 1962, the concept of technical intelligence had evolved in the US Army. Originally the Army Technical Services were charged with producing intelligence about German and Japanese weapons and about organizations analogous to the Army Technical Services in the German and Japanese armed forces.
The Army Technical Services were bureaus within the Headquarters, Department of the Army, which supplied weapons, equipment, and services to the Army, managed the careers of officers in a particular branch (like the Quartermaster Corps, the Chemical Corps, and several medical-related branches in the Army Medical Department), trained specialists, and organized and trained special purpose military units. Each was headed by a general officer with a headquarters in Washington called the office of the chief (Like the Office of the Surgeon General). The Technical Services were:
Service Name / Title of Chief / Abbreviation for Headquarters
Chemical Corps / Chief Chemical Officer / OCCO
Corps of Engineers / Chief of Engineers / OCE
Army Medical Service / The Surgeon General* / OTSG
Ordnance Corp / Chief of Ordnance / OCO
Quartermaster Corps / Quartermaster General / OQMG
Signal Corps / Chief Signal Officer / OCSO
Transportation Corps / Chief of Transporation / OCT
*The Surgeon General, US Army, should not be confused with the Surgeon General of the United States who is the head of the Public Health Service.
After World War, Army intelligence efforts changed focus but remained interested in foreign weapons and equipment and technical services organizations in foreign armys. Since there was no national-level military intelligence agency, the Army Technical Services intelligence organizations were assigned to produce various kinds of strategic intelligence. For example, the Transportation Corps produced intelligence concerning railroads, inland waterways, and highways with assistance from its contractor Georgetown University. The Signal Corps produced intelligence on civilian communications and electrical networks with assistance from its contractor the Radio Corporation of America. The Board of Engineers for Rivers and Harbors of the Corps of Engineers produced intelligence about foreign ports. The Beach Erosion Board of the Corps of Engineers produced intelligence about potential landing beaches. The Corps of Engineers produced intelligence about terrain with assistance from its contractor the Military Geography Branch of the US Geological Survey. The Army Medical Services produced intelligence about public health and the public health systems in foreign countries.
McNamara decided to modernize and centralize the way the Army does business. The Army was required to devise plans for centralizing weapons acquisition, military personnel management, training, etc. This required the abolishment and or radical reorganization of the Army Technical Servces. The Army Medical Services and the Corps of Engineers survived with greatly reduced responsibilities. The McNamara reforms of the Army are described in detail in From Root to McNamara: Army Organization and Administration (1975)by James E. Hewes, Jr., an official history produced by the Army Center for Military History which is available at: http://www.history.army.mil/books/root/
Because the Army Technical Services were being abolished, their intelligence functions had to be reassigned. . It was decided to divide the intelligence responsibilities of the old Army Technical Services between two new Army intelligence Agencies: The Army Foreign Science and Technology Center (FSTC) which was responsible for the intelligence about weapons and equipment, and The Area Analysis Intelligence Agency (AAIA) which took over the other intelligence responsibilities of the old Army technical services.
That decision was formalized in in a Reorganization Planning Directive, “Department of the Army Reorganization Planning Directive 381-2, Technical, Area Analysis, and Order of Battle That decision Intelligence Production, 18 May 1962” which is available at:
http://digitalcommons.unl.edu/usarmyresearch/169/
This file contains detailed instructions for disentangling the intelligence activities of the Army technical services to create the Army Area Intelligence Agency (AAIA), a special purpose military organization subordinate to the Army Map Service within the Corps of Engineers. The Medical Information and Intelligence Agency (MIIA) of the Army Medical Services was to be collocated with the AAIA and to work closely with it. The AAIA was to have about 720 workers , including personnel from contractors, and a budget of approximately $8 million dollars.
Enclosure 2 to Tab B (Page 32 of this PDF document), describes the mission of the AAIA as follows:
[AAIA] is responsible for planning, developing, and implementing a balanced intelligence program within the area of Army responsibility for the following fields of interest:
a. Transportation,
b. Military Geography,
c. Telecommunications, [and]
d. Military Resources.
Such a program contains an all source capability and will include initiating and guiding the collection of intelligence information, organizing and maintaining intelligence, and producing and disseminating intelligence in whatever form required for Army, joint, and national intelligence use in R&D, operational and logistical planning, training, and missile support. The Agency will receive and integrate health and sanitation data produced by the Medical Information and Intelligence Agency, Office of the Surgeon General.
The organization chart of the AAIA in Enclosure 2 to Tab D (on Page 51 of this PDF document) shows that the AAIA would have three department:
(1) A Transportation Department with four divisions: The Highways Division The Railroad Division The Ports Division The Inland Waterways Division
(2) A Military Industrial Department two divisions:
The Telecommunions Division The Miliary Resources Division
(3) An Environment Department with three divisons:
The Terrain Division The Urban Areas Division The Coast and Landing Beaches Division
A short time after AAIA was organized, it was nationalized when it was absorbed by the Defense Intelligence Agency (DIA). At that time the Medical Information and Intelligence Agency was also absorbed by DIA as well.
US Army Foreign Science and Technology Center Planning Document
Full text linkIn August 1962, the Army Foreign Science and Technology Center (FSTC) was created as a special-purpose military unit to produce technical intelligence. FSTC was subordinate to the commander of the newly created US Army Materiel Command (AMC). FSTC was created using personnel and resources of a number of Army technical intelligence agencies including: The Chemical Corps Intelligence Agency The Ordnance Technical Intelligence Agency The Signal Corps Intelligence Agency The Transportation Intelligence Agency The Quartermaster Intelligence Agency Organizations subordinate to the Corps of Engineers.
As well as from the Technical Intelligence Field Agency, ACSI
Background
On May 18, 1962, the Army Chief of Staff had issued Reorganization Planning Directive, 381-2, “Technical, Area Analysis, and Order of Battle Intelligence Production,” directing the creation of a technical intelligence agency which became the Army Foreign Intelligence and Technology Center among other things.
Apparently this document was prepared in the interim between May 1962 and August 1962. It was entitled, “Foreign Science and Technology Division, Materiel Development and Logistics and Command (MDLC).” Obviously, the names of FSTC and AMC were changed before the plans were finalized.
This document outlined the mission, structure, and resources of the new agency. It explained in detail the functions of each subdivision and where the resources of each subdivision were to be obtained. In the time between when the document was completed and FSTC was created, a number of changes were made. For example, a Missile and Space Weapons branch with resources obtained largely from the Missile Intelligence Office of the Army Ordnance Command was anticipated. The intelligence functions of the Army Ordnance Missile Command were, in fact, left in place when FSTC was created. The intelligence resources of the Army Ordnance Missile Command later evolved into a separate Missile and Space Intelligence Center
- …
