Expedited Planning and Environmental Review of Highway Projects (2012) / Chapter Skim
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Pages 6-19
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7C h a p t e r 1 The main objectives of this study were to identify, describe, and evaluate effective tools and techniques for expediting delivery of transportation projects and to present that information so that it would be accessible and useful to practitioners and decision makers. This study is intended to add to the growing body of research and understanding about expediting transportation project delivery, focusing in particular on the early planning and National Environmental Policy Act (NEPA)
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8project delivery. This review, including a web-based search, confirmed that the transportation sector appears to be much more interested than any other sector in studying this topic.
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9Streamlining the Nation's Building Regulatory Process project (3)
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10 developed to address "the need for responsibly scoped, concise, and clearly written purpose and need statements" (5)
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11 Applying a watershed or ecosystem-level approach to transportation planning enables practitioners to identify a watershed's most critical or high-quality resources, as opposed to focusing mitigation narrowly on the direct location of impact. In this way, applying a watershed approach allows practitioners to avoid or minimize potential adverse impacts.
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12 identified actions to implement the recommendations of the task force, including guidance and several handbooks (8)
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13 The database also provides the number of months between the NOI and ROD, which is assumed to be the best available measure of the duration of the NEPA process when an EIS is prepared. Working with FHWA, the research team used this database to identify recent projects (NOI published after January 2004)
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14 The statistical analysis also found that EIS completion times varied by the former FHWA region in which the project was located. Several studies have focused on identifying the causes of project delay, or at least variables associated with project delay.
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15 environmental streamlining. Constraints to collaboration and change include perceived (and in some cases real)
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16 studies and to build on, and fill gaps in, the existing body of knowledge about project expediting. The revised work plan was similar to the original but placed more emphasis on evaluating, rather than merely identifying, streamlining strategies and constraints.
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17 expedite the project. These initial phone conversations were informal and focused on determining key factors that helped the project succeed or assisted in expediting a particular phase or element of project delivery.
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18 research team thoroughly examined information available on websites associated with the selected cases. Using public records and personal knowledge of the cases, the team developed an initial interview contact list.
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19 constraint was investigated to identify the leading and lagging indicators of its presence and measures of severity. Indicators are the project characteristics, events, stakeholder comments, or problems encountered that indicate the constraint may be present.
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