Effect of Public-Private Partnerships and Nontraditional Procurement Processes on Highway Planning, Environmental Review, and Collaborative Decision Making (2013) / Chapter Skim
Currently Skimming:
Pages 29-38
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 29... ...
29 Implementing projects on a P3 basis raises challenges for their sponsors and often requires fundamental change in the way that transportation agencies do business. This chapter discusses the challenges posed by the need to conduct a range of new technical analyses, the need for greater coordination between NEPA and the planning process with P3 procurements, and the need to manage new concerns and issues that the public may have in response to P3 procurements.
|
From page 30... ...
30 Agencies considering or implementing P3 projects also rely heavily on consultant support to establish a structural approach to P3 issues and to perform the required technical analyses. In addition to design consultants, public agencies sponsoring P3 projects are likely to engage the services of management consultants, financial advisors, traffic and revenue advisors, and legal advisors.
|
From page 31... ...
31 The Public–Private Transportation Act of 1995 Implementation Manual and Guidelines (Commonwealth of Virginia 2010) prescribes a formal process to identify, screen, prioritize, and select transportation projects for P3 development.
|
From page 32... ...
32 at which time project definitions are established, typically to the level of preliminary (30% or less) design.
|
From page 33... ...
33 in the STIP/TIP while the environmental process is under way. However, if changes in the definition of a project occur (e.g., the location or configuration of ramps and interchanges or the number of travel lanes in a given segment)
|
From page 34... ...
34 The cultivation of public opinion and support for transportation projects typically begins as projects are defined in the early concept and planning stages. The public involvement process involves a number of different ways in which public agencies seek to inform and secure feedback from the public to ensure a workable degree of consensus in relation to their mission and proposed activities, to improve their policies and plans, and to increase public appreciation and trust.
|
From page 35... ...
35 • To gain access to nontraditional finance sources, including commercial debt and private capital. • To enhance production resources for the delivery, operation, and maintenance of major projects when internal staff resources are already operating at capacity.
|
From page 36... ...
36 delivery of projects are germane to policy discussion. As one MPO official observes, MPOs are all about regional policies and vision.
|
From page 37... ...
37 involvement. Nonetheless, even when policies that support tolling as a financing element are in place, it appears that the consensus among both public officials and the private sector is that, from a public outreach perspective, it is advisable to wait until NEPA is near completion and tolling is deemed the desired form of paying for a substantial portion of the project before pursuing the project as a P3 opportunity.
|
From page 38... ...
38 been obtained to consider the possibility of tolls, a reevaluation would be necessary, and reevaluations should be avoided whenever possible." Through the NEPA process, the public and corridor stakeholders can be introduced to the projectspecific advantages tolling may offer for the facility. NEPA's open process allows and encourages people from all walks of life to ask questions, weigh the benefits and disadvantages, and perhaps alter their attitudes and opinions about a project.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.