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ODOT’s Public Involvement Process and CSD/CSS.  Directed by NEPA USDOT agencies required to develop and implement a Public Involvement (PI) process 

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Presentation on theme: "ODOT’s Public Involvement Process and CSD/CSS.  Directed by NEPA USDOT agencies required to develop and implement a Public Involvement (PI) process "— Presentation transcript:

1 ODOT’s Public Involvement Process and CSD/CSS

2  Directed by NEPA USDOT agencies required to develop and implement a Public Involvement (PI) process  Communities have a vested interest in shaping transportation decisions Stakeholders and the public are part of the decision-making process  Address potential impacts to quality of life and day- to-day activities Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Why Public Involvement?

3  …opportunity for public involvement shall satisfy the requirements of the National Environmental Policy Act of 1969, and may consist of activities including public meetings or hearings, small group meetings with local officials, individual meetings, news releases, public notices, workshops, newsletters… Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Legal Requirements

4  Adequate notice given for public review and comment at key decision points  Consider and respond appropriately to public input  Consider the needs of those traditionally underserved by existing transportation systems EJ and Title VI  Conduct a periodic review to ensure that full and open access is provided to everyone Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Legal Requirements

5  State DOT’s develop procedures approved by FHWA  Such procedures must provide for: Coordination of PI activities Early and continuous opportunities during project development for the public to be involved in the identification of Social, Economic and Environmental (SEE) impacts, as well as impacts associated with the relocation of individuals, groups or institutions Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Legal Requirements

6 23 CFR  Provide complete information, timely public notice, full access to key decisions, and opportunities for early and continuing involvement  Timely information on transportation issues and the environmental process  Access to technical and policy information used in the development and planning of a project CEQ Regulations Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

7 23 CFR  Public involvement and a systematic interdisciplinary approach are essential parts of the development process for proposed actions  No person, because of handicap, age, race, color, sex or national origin, shall be excluded from participating in, denied benefits or be subject to discrimination under any Administration program or procedural activity FHWA Regulations Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

8 23 CFR  Early coordination with appropriate agencies and the public aids in determining the type of environmental document an action requires, the scope of the document, the level of analysis needed, and related environmental requirements  This involves the exchange of information from inception of a proposal for action to perpetration of the environmental document FHWA Regulations Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

9 Ohio Revised Code (ORC)  Before establishing any additional highways as part of the state highway system or making any significant changes in existing highways comprising the system, the Director of Transportation shall notify the general community of the project and offer an opportunity for appropriate public involvement… Ohio Law Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

10  On Federal-Aid projects that require significant amounts of ROW  The layout or function of connecting roadways or the facility being improved is substantially changed  Substantial adverse impacts on abutting properties  Significant social, economic, or environmental (SEE) impacts in which FHWA determines a Public Hearing is in the best interest of the public Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation When is PI Conducted?

11  Understand community needs, values, and desires  Provides early and continuous engagement with stakeholders and the public  Provides sufficient opportunities for public comments at key decision points  Considers Environmental Justice and Title VI needs Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Benefits of PI

12  By encouraging participation and input  By providing direction  By promoting inclusion and diversity  Through learning and collaboration  By building trust  By creating transparency Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Creates Value…

13  Integrated with PDP Dependent on project type  Reflects ODOT’s and FHWA’s PI focus  Revised PI Manual and Training Manual to be released this Spring Training – May 2014 ODOT’s Renewed PI Process Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

14  Communication Early and often  Proactive engagement  Obtain alternate viewpoints  Balance public and project interests  Reduce and/or resolve controversy PI Focus Areas Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

15  Path 1, Path 2, and Non-Complex Path 3 Path 1 and Path 2 do not require a PI Plan  As appropriate for Non-Complex Path 3 PI meetings typically not required Internal ODOT consultation may be needed  Environmental, Real Estate, etc. Stakeholder consultation and PI activities are project dependent  Maintenance of Traffic concerns  Minor local controversy PI and ODOT’s PDP Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

16  Complex Path 3, and Path 4 and Path 5 PI Plan required  Adjusted as project progresses  PI activities correspond with decision-making milestones Stakeholder consultation  Separate Meetings  May be Focus Groups, Workshops Public Meetings and/or Public Hearings PI and ODOT’s PDP Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

17  PI activities continue after approval of the environmental document Provide status updates Manages controversy Specific PI  Section 106, Noise, etc. PI and ODOT’s PDP Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

18  Those potentially affected by a project Directly or indirectly/positively or negatively  Have a “stake” in the success or failure of a project Individuals Non-profit public or private organizations Elected Officials Businesses Federal & State Agencies Sponsor Agency Stakeholders Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

19  Stakeholders are considered an asset to the Project Management Team  Consulted early in the process  Ongoing involvement depends on the type and complexity of project and the need for input  Assemble stakeholder groups at the beginning Define Roles and Responsibilities Define Membership Rules Develop Communication Protocols Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Stakeholders

20  Outlines decision-making process and strategic PI objectives Issues relevant to a project’s success Identifies stakeholders Identifies means and methods of disseminating information Identifies appropriate outreach efforts/activities Identifies decision makers Identifies staff, budget, and other pertinent resources Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Public Involvement Plan

21 Public Notification vs. Public Involvement Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

22  One-way communication Basic Easily understood  Travel Advisories  Project updates  Updates on planned projects Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Public Notification

23  Two-way communication Provides feedback Interactive Concerns, Ideas, Opinions are heard and addressed Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Public Involvement

24  Provide a viable message  Encourage participation  Provide appropriate materials and information  Means of distribution that reaches EVERYONE, including the traditionally underserved Social Media Project Website News Outlets Newsletters Flyers/Mailers Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Communication Strategies

25  Most common PI activity Encompasses other PI activities  Opportunity to listen, learn, share Encourages personal interaction Removes barriers Allows for dissenting views/opinions to be heard Issues can be discussed  Conducted in the Planning Phase of the PDP May be needed in later phases Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Public Meetings

26  Requires diligent planning and coordination to ensure a successful meeting  Advertise at least two weeks prior to the event  Comments should be received up to 30 days from the event Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Public Meetings

27  Can be an opportunity for the public to speak and be heard by their peers (a.k.a. Open Mic): Must provide opportunity to speak for EA/EIS projects Strongly recommended for Path 4 and Path 5 Advertise if Open Mic will be provided All comments must be addressed either at the meeting or following the meeting Must keep detailed minutes Develop ground rules ahead of time Open House Public Meetings Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

28  Identify decision-makers  Define when decision points will occur  Define how recommendations for each decision will be reached  Determine how stakeholders and the public will be consulted for each decision needed  Determine how recommendations and comments will be conveyed to decision-makers Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Managing the PI Process

29  Communicate the decision process  Understand which decisions will be made  Who has decision-making authority  Four levels of decisions Before getting into these details, let’s talk about how we approach decisions…. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Effective Decision-Making

30 Inform & Advise Decide Decision-Making Flow Chart Southwestern Warren County Transportation Study Advisory Committee Key Influencers - Leader Interviews Key Influencers - Leader Interviews Other Stakeholders General Public Commissioners County Engineer MPO ODOT FHWA Commissioners County Engineer MPO ODOT FHWA Study Team Study & Recommend Defining Roles in the Decision-making Process Manages Expectations Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

31 There is no single correct action, set of actions, activities or techniques that will always guarantee successful Public Involvement  Communicate early and often  Be flexible Every project is unique – be ready to adapt  Carefully identify potential stakeholders  Develop trust and credibility Successful Public Involvement Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

32  Solicit opinions and ideas from stakeholders and the public  Share and exchange information  Ensure all state and Federal PI regulations are met  Cooperatively discuss, consult, coordinate and negotiate issues and areas of disagreement Successful Public Involvement Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

33 SEND THE RIGHT MESSAGE Successful Public Involvement Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

34 DO NOT INVITE CONTROVERSY Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Successful Public Involvement

35  Section 106  Noise Abatement/Air Quality for Conformity  Environmental Justice  Community Impacts  Streams/Wetlands – Relocations and Fills  Section 4(f) Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Other PI Considerations

36  Convey the need for a project in a manner that is easily understood  Provide reasonable access to technical and policy information used in project development  Provide adequate notice of PI activities and for all public review and comment opportunities  Consider and provide adequate response to public input received during planning and development PI Standards Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

37  PI Plan (if required)  Stakeholder Meeting Minutes  Property Owner Notification Letters  Notification/Advertisement of PI activities  Press Releases and/or News Articles  Summary of all PI activities  Comments received, along with response provided Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation CE Documentation

38  PI Plan  Stakeholder List and Stakeholder Meeting Minutes  Notification/Advertisement of PI Activities  Summary of Each PI Activity Advertisement Sign-in sheets, handouts Copies of comments Description of exhibits Summary of response Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation EA/EIS Documentation

39  Public Hearing Summary A discussion of availability of the Environmental document (2 weeks prior & 2 weeks after) A brief description of hearing proceedings A request to FHWA for the FONSI or ROD  For an EIS, a Public Hearing is conducted after approval of the Draft EIS Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation EA/EIS Documentation

40 Context Sensitive Solutions (CSS) Context Sensitive Design (CSD) Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

41 Involves a collaborative, interdisciplinary approach in which stakeholders, citizens and agencies are part of the planning and design team CSS/CSD Definition Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

42  Thinking Beyond the Pavement  Place Sensitive Design The above terms mean the same thing A Context Sensitive Outcome is sought A Context Sensitive Process is followed CSS/CSD Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

43  CT, KY, MN, UT, MD, & FHWA Federal Lands  Staff awareness training  Project management training  Technical training  Management and re-organization initiatives  Development of PI tools and techniques  Changes in design policy  Applications to project development  Outreach to other state DOT's FHWA’s Pilot State Program Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

44  Considers Purpose & Need of a transportation project, and then addresses equally: Safety Mobility Preservation Aesthetics Cultural Resources Community values  A collaborative, interdisciplinary approach in which citizens and agencies are part of the design team Context Sensitive Approach Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

45  Address the transportation need Safe, Financially Feasible, Implementable  An asset to the community that is accepted by stakeholders and adds value to the community  Compatible with the natural and built environments Implemented with minimal impacts and is aesthetically appropriate CSS/CSD Principles Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

46  Culture Change CSD/CSS is a customer focused initiative Work processes and procedures Policies (funding, approaches) Emphasis on Project Management Technical skill set improvements Information and asset management Organizational Needs for Successful Implementation of CSD/CSS Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

47  A new process used for a specific project  A change from ODOT’s PDP  A “fancy” way to conduct PI CSS/CSD is NOT… Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

48  Review of Literature  Phone/personal interviews  Visits to Pilot States  Synthesis of documents and studies  Collection of Case Studies  Development of ‘Best Practices’ Guide and CD NCHRP Report 480 Documents ‘Best Practices’ for CSD/CSS Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

49 A Framework for Achieving Context Sensitive Solutions

50 Positional Based vs. Interest Based Effective Decision-Making Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

51  Starts with the solution  Parties propose solutions to one another until they hit upon one that is somewhat acceptable to both of them Positional Based Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

52  Starts with developing and preserving the relationship  Parties educate each other about their needs and then jointly problem solve “The Orange” Interest Based Decision-Making Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

53 INTERESTS Procedural Psychological Substantive Triangle of Satisfaction Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

54 To jointly set goals, we must establish trust and credibility Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

55 To establish trust and credibility, we must manage expectations Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

56 To manage expectations, we must have an effective decision-making process Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

57  No Flexibility  Directive  No Participation  May have a basis in law or regulation Level One Decisions Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

58  Stop signs are red  Interstates are fully controlled access  Drive on the right hand side of the road Level One Examples Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

59  Minimal flexibility  Directive  May have a basis in adopted policy or standard Level Two Decisions Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

60  12-foot lanes  Right on red  Minimum interchange spacing Level Two Examples Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

61  There is flexibility  Collaborative effort  May have a basis in guidance or best practice Level Three Decisions Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

62  Project Definition and Scope  Range of Alternatives  Preferred Alternative  Maintenance of Traffic  Construction Scheduling Level Three Examples Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

63  Ultimate in flexibility  Collaborative effort  Joint Ownership Level Four Decisions Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

64  Color of noise walls  PI techniques  Others? Level Four Examples Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

65  Aesthetic Design Initiative created to improve the aesthetic appearance of transportation projects  Goal is to improve the “look” of the transportation system Work with community members and local stakeholders to learn about their concerns Plan projects with those concerns in mind Design Aesthetics Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

66  The basic unit of design is the corridor Highways are seen as corridors (setting) more so than by their individual parts (bridges, landscape) Successful Design is when all the parts fit and are compatible with their surrounding (CSD)  Success relies on inter-disciplinary teams with broad range of expertise  ODOT’s Aesthetics Guidelines suggest techniques to assist the design team Design Aesthetics Principles Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

67  Evaluate needs from a contextual perspective  Define Corridor Type  Establish an Inter-disciplinary Project Team  Community engagement Corridor Vision Developing a Corridor Vision The Aesthetic Design Process Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

68  Is facility visible to the traveler?  Is facility a significant part of the visual scene?  Who has significant views of the facility?  What local or regional standards apply?  Is the project part of something bigger?  Will creating a vision for the corridor support current and future projects? Project Needs Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

69 Gateway Urban High Density Urban Low Density Corridor Types Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

70 Suburban Rural Scenic Corridor Types Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

71  Unified design for a corridor requires a vision  The vision integrates the visual and functional goals of the project and inspires and unifies design decisions Corridor Vision Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

72  Goal is to include all affected and interested parties  CSS/CSD can be part of PI Plan  ODOT’s PI Manual provides guidance on how to incorporate PI into the PDP Community Involvement Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

73  Pattern and Color  Texture and Relief  Landscape  Retaining Walls  Noise Walls  Bridges  Lighting  Signing Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Aesthetic Design Elements

74  Rural Corridors Colors follow ODOT Standards  Urban color choices can be influenced by the surroundings  Patterns and Textures add visual interest and provide surface variations and shading reducing the scale of an object Random and natural work best against natural backgrounds Geometric and figurative work best against man-made backgrounds Color, Pattern, Texture, Relief Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

75  Improves appearance of a transportation project ODOT Landscape Guidelines, L&D Manual Volume, Vol. 1  Plant materials can satisfy both aesthetic and maintenance criteria Roadside Use of Native Plants (FHWA ep ) The Native Plants of Ohio (OSU Ext. Office’s Bulletin 865, 1998) Landscape Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

76 Techniques  Continuous, even or curvilinear finished top line along entire length – finished coping or sill treatment is preferred  Pattern, color, texture- relieve monotony and minimize irregularities  Landscaping – helps blend walls into the environment Both Pattern/Color/Texture and landscaping may be different on the highway and community sides Retaining and Noise Walls Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

77  Layout can have a profound effect on overall appearance  Number of spans, location of abutments, and span lengths are decisions made early in the design process  Important to consider scale, proportion and balance as seen from predominant vantage points  Designer can adapt structure (within limitations) to accommodate aesthetic and other contextual considerations Bridges – Structural Layout Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

78  Certain structural elements can be varied to achieve different visual effects Columns Piers Parapet Walls Bridges – Structural Elements Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

79  Consideration should be given to selecting from a range of design materials and methods to achieve a more desirable product Steel Girders vs. Concrete Beams Continuous Girders vs. Simple spans Concrete Slab Bridges Haunched Girders Bridges – Methods and Materials Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

80  Consistency within a corridor is important Differences in fixtures, arms and poles will be obvious and distracting Color poles/luminaries to be consistent with design concept for corridor or blend into the environment  Decrease visual clutter for a smooth and coordinated appearance Eliminate pole arms Minimize variety and number Lighting - Placement and Type Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

81  Design lighting to complement the structures – not as an afterthought Material, color and finish of poles and hardware should complement the structure Set poles in relation to major structural features Avoid exposed conduit Lighting - Bridges Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

82  Goal of providing information must be balanced with minimizing clutter and improving information delivery  Design considerations similar to lighting - consistency, clutter reduction, and complementing roadway and structural elements Signage Placement Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

83 Reconstruction of cloverleaf system interchange for improved safety and capacity CSS Features  70 km/h ramp design speeds fit available R/W  Vertical alignment fits terrain and saves cost  Architectural treatments celebrate Dayton’s heritage Lessons Learned  Establish CSD Criteria IR-70/IR-75 Montgomery County, Ohio Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

84 Every Project Has a Context CSS/CSD Applies Everywhere Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

85  Utilize and manage diverse technical resources  Integrate environmental and engineering tasks  Incorporate proactive PI  Consider multiple alternatives  Maintain open line of communications  Comprehensive decision-making process  Document all decisions Key CSS/CSD Elements Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

86  Planning & Design Public Involvement Manual Aesthetics Guidelines Environmental Commitments Access Management Manual Location & Design Manual  Construction Environmental Commitments Innovative Contracting Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation Tools for Success


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