Expedited Planning and Environmental Review of Highway Projects (2012) / Chapter Skim
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Pages 20-40
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From page 20... ...
21 C h a p t e r 2 This chapter documents the general types of constraints addressed by the strategies described in Chapter 3. As described in Chapter 1, the evaluation portion of this study used a constraint-based model to analyze the effectiveness of the strategies identified in the case studies.
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22 Table 2.1. Constraint 1: Effects and Mitigation Strategies Severity Low Medium High Effects • One issue is requested to be reviewed with new data or analysis that was not anticipated • Limited to one type of issue or resource • Technical analyses might be broadening analysis outside the scope needed for the project analysis (e.g., cumulative effects are being considered that are unforeseeable)
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23 44 Multiple data sets exist across different agencies for the same resource(s)
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24 to identify potentially conflicting assumptions earlier, when they are more easily addressed. Dispute-Resolution Process A formal approach for resolving disagreements with resource agencies may be helpful if disputes between agencies regarding data or analysis cannot be readily resolved among the working parties.
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25 Application of Strategies Facilitation to Align Expectations Up Front Early facilitation allows for issues, concerns, and values to be clearly identified before conflict arises. These issues can then be addressed before reaching agreement becomes difficult.
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26 44 Decisions with significant influence on future work made without written agreements or commitments from agencies with future decision-making authority or strong influence over the project. • Lagging 44 Changing project scope (may indicate decision was premature)
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27 Facilitation to Align Expectations Up Front Early facilitation allows for issues, concerns, and values to be clearly identified before conflict arises. These issues can then be addressed before agreements become difficult.
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28 Application of Strategies Strategic Oversight and Readiness Assessment This technique is designed to assess staffing requirements from multiple agencies and to install a single, cohesive system of project management protocols for finances, schedule, and oversight. Aligning staff from multiple agencies and providing a common system of project management can streamline internal communication and coordination.
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29 likelihood of affecting resources protected by Section 106. The traditional approach of individually submitting most DOT projects and activities to SHPO for review and comment is generally inefficient.
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30 Constraint 7: Inordinate Focus on Single Issue Projects can become paralyzed if an inordinate amount of focus is placed on one resource or issue. This focus can be driven by an influential stakeholder with a particular interest or by an agency or stakeholder with a deep commitment to the resource.
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31 to inapplicable or less important topics that can occur when resource agencies are only sporadically engaged. Consolidated Decision Council A decision council can provide direction, focus a project team on the relevant issues to be addressed, and enable participants in the process to keep each other within a reasonable set of decisions.
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32 amenities and benefits sought by the community. Modifying a design to achieve context sensitivity may be cost prohibitive or require compromises, but serious consideration of this strategy will likely attract more public engagement and support.
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33 Planning and Environmental Linkages Leveraging planning work during the NEPA process helps project leaders to identify potential issues earlier, when they can be proactively addressed and are less likely to cause unexpected work and delay. Planning-Level Environmental Screening Criteria Planning-level environmental screening criteria allow transportation agencies to identify potential issues early on and avoid surprises during later phases of project development when they are more likely to cause delay.
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34 that may help to prevent or address the constraint at each degree of severity. Application of Strategies Strategic Oversight and Readiness Assessment This strategy focuses on developing a management plan for staff resources across all agencies before the project begins.
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35 Application of Strategies Real-Time Collaborative Interagency Reviews Concurrent reviews among multiple agencies, as well as realtime drafting and revising, can expedite agreement on environmental documentation. Allowing resource agencies and cooperating agencies to review documentation at the same time as DOT management and FHWA or FTA staff can substantially shorten the review–revision cycle for NEPA documentation and facilitate reconciliation of conflicting comments.
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36 Indications that this constraint may occur or has already occurred include • Leading 44 Local media outlets have a history of criticizing similar projects; or 44 Prior planning or design efforts have resulted in public controversy. • Lagging 44 Information released at public meetings or directly to the press is misrepresented or unused by local media coverage; 44 Opinion editorials about the project are largely critical and/or poorly informed; or 44 Media coverage prompts concerns from stakeholder groups.
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37 Application of Strategies Media Relations Manager A media relations manager can provide effective outreach to residents or businesses being displaced by a project by ensuring that information about the project, including the process and timeline for relocations, is accurately covered by the local news media. This will help to avoid confusion and delay from inaccurate coverage.
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38 Table 2.14. Constraint 14: Effects and Mitigation Strategies Severity Low Medium High Effects • One or two stalled decisions add less than a week to decision making • Single decision maker is slow to come to decision • Leadership or a champion is available, but having challenges engaging or committing • Infrequent issue (only once or twice in a project)
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39 44 Preexisting agreements or plans exist that conflict with the project; 44 Significant changes to demographics or property ownership will occur in the project area; or 44 Similar projects have faced significant opposition in the region. • Lagging 44 Progress with public outreach or coordination with resource agencies is stalled because issues of concern remain unaddressed or unresolved; or 44 Stakeholders have mobilized opposition to project or elements of the project.
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40 Constraint 16: Unusually Large Scale of and/or Complex project or program DOTs are occasionally faced with a project or program of projects that is larger and more complex than what they are accustomed to. These projects or programs may entail many separate components that form a major infrastructure improvement or distinct projects of a similar nature that are being addressed programmatically.
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41 or stalled debate. A dispute-resolution process can help to unlock these debates, whether they occur between co-lead agencies or with resource agencies.
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