Linking Community Visioning and Highway Capacity Planning (2012) / Chapter Skim
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Pages 16-22
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From page 16... ...
To help the transportation practitioner determine whether to engage in a visioning process, this chapter presents a set of factors and the basis for assessing those factors, for agency managers to consider. The factors are designed to help answer the following questions when a transportation agency must decide whether to provide support for, participate in, or lead a visioning process.
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From page 17... ...
The benefits of visioning accrue to the agency but also to stakeholders by furthering environmental or economic goals, enhancing leadership or organizational capacity, and creating lasting value for communities with appropriate transportation solutions. Visioning processes may also result in less than desirable outcomes, including the diffusion of decision-making authority, extended project timetables, risks to public standing, or potential conflicts with standing agency priorities or plans.
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From page 18... ...
As such, these decision factors do not represent a predetermined business case for involvement in visioning but instead focus on considerations for transportation agency managers. Summary of Decision Factors Improving Project Delivery Visioning processes may enable agencies to advance planning and development processes on predictable schedules, with greater public acceptance or committed financial support.
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From page 19... ...
Additionally, information-sharing partnerships with resource agencies can result in environmentally sensitive project design that, in turn, reduces mitigation costs while improving the local or regional environment. A review of national visioning examples completed for this project found a commonly cited benefit was the sense that projects sponsored by local governments after participating in a regional visioning process were better suited to communities or more consistent with established goals.
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From page 20... ...
This outcome arguably has positive effects for the community, and positive outcomes for public perception of the agency involved. Open processes also may bring solutions to the table that the agency thought unacceptable, were not previously considered, or were not feasible without financial or political support from partnerships established within the visioning process.
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From page 21... ...
To a certain extent, the involvement of an agency and the characteristics of visioning present opportunities or strategies that may help avoid negative and ensure positive outcomes. To assist managers in assessing decision factors, Table 3.2 presents decision factors with key questions and potential strategies to help avoid negative outcomes and ensure positive outcomes.
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From page 22... ...
• Focus on developing guidance, not directives. Addressing corollary issues • What is the status of interagency working relationships?
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