ODOT’s Public Involvement Process and CSD/CSS

Why Public Involvement? 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

Legal Requirements …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 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 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

CEQ Regulations 23 CFR 450.212 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

FHWA Regulations 23 CFR 771.105 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

FHWA Regulations 23 CFR 771.111 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Ohio Law Ohio Revised Code (ORC) 5511.01 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… Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

When is PI Conducted? 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

Benefits of PI 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

Creates Value… 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

ODOT’s Renewed PI Process 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

PI and ODOT’s PDP 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

PI and ODOT’s PDP 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

Stakeholders 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 First let’s talk about the definition of a “Stakeholder”. We often use this term loosely, although is really is broad in its definition. Simply, it is anyone or any organization that may be affected by the ultimate project or the process to achieve the project. For example, taking the right-of way from a private property owner would be an impact by the ultimate project. Conducting an EIS process on a project that may need a local City Council endorsement may impact the local elected officials. Having begun a contentious process may affect their ability to be re-elected, or get other issues/project endorsed, due to the process and timing of the process for a project. It would not necessarily be the specific project alternative that is impacting the elected officials. Some examples of stakeholder categories are listed here. Question: Can anyone think of a stakeholder on a a project you have been involved with that would not fall into one of these categories? Question: Who are one of the most difficult stakeholders to reach? Users of the system. A longer list of types of stakeholder groups is listed in your notebooks. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Stakeholders 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 Just to review what we have talked about so far in involving the stakeholder in a CSD process: Stakeholders need to be an integral part of the team -- they will help you define the problems and develop ideas for solutions. They need to be involved early enough in the process before the problem is fully defined. Your client will likely have a problem definition to begin with, but if you are sincere in involving stakeholders, you need to know what they perceive to be the problem. In design the stakeholder involvement component of your process, you will need to consider the scope and complexity of the project, the comfort-level of your client, and how much the client is comfortable spending on this part of the project. Many times you may find you start out with a slim level of effort and it increases over time as the client, and the stakeholder’s for that matter, see the value. The stakeholder’s will praise the client if the process is going well. The roles of all team members and the stakeholders must be clearly defined. If stakeholders are going to actually make decisions on things, or if they are going to advise the project team with recommendations, these roles need to be very clearly explained in your very first get together. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Public Involvement Plan 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 Developing and sticking to a plan will allow you to close the credibility gap between an agency and its stakeholders and help avoid the ‘if you did not do what I asked you to do, why did you bother including me in the process’ feeling at the end of a project. We don’t have the same level of public involvement on every project. It has a context based on the size and complexity of the project. Need to focus on techniques. Providing written correspondence in an area with low literacy rates is not the best technique to effectively communicate. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

Public Notification 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 Involvement 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

Communication Strategies 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

Public Meetings 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 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

Open House Public Meetings 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Managing the PI Process 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 Important points in managing a structured decision process. Managing the decision process requires a few key things….. Read the slide. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Effective Decision-Making 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

Defining Roles in the Decision-making Process Manages Expectations Inform & Advise Decide Decision-Making Flow Chart Southwestern Warren County Transportation Study Advisory Committee Key Influencers - Leader Interviews Other Stakeholders General Public Commissioners County Engineer MPO ODOT FHWA Study Team Study & Recommend Letting everyone know where they fit in the process goes a long way in setting stakeholder expectations. It needs to be made very clear early in the process that it is not a level 4 decision. It is a level 3 with clear line of responsibility. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Successful Public Involvement 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Successful Public Involvement 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

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

Other PI Considerations 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

PI Standards 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

CE Documentation 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

EA/EIS Documentation 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 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

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

CSS/CSD Definition Involves a collaborative, interdisciplinary approach in which stakeholders, citizens and agencies are part of the planning and design team To briefly review the definition of CSD, you may recall that ____(Tim) mentioned one of the important differentiators of CSD from other design processes is the inclusion of all stakeholders. Question: what is the difference between inter-disciplinary and multi-disciplinary? (focus on the connections and relationships between disciplines) What we often have to get past is a perception that the public involvement process is a ‘sham’, generally relating to misconceived notions of how and who makes the decisions. How would your stakeholders, the general public, assess the credibility of the state DOT on a 1 to 10 scale (1 is low, 10 is high). You would expect them to vary by location and by project. Low assessments can often relate back to not managing stakeholder expectations well. CSD provides stakeholders with meaningful opportunities to contribute in defining the project and the solutions. It also allows stakeholders and all the different disciplines to work together. This includes decision scientists, landscape architects, urban designers, economists, and traffic engineers, as well as civil and structural engineers. Through this approach the stakeholders become educated about how a design is achieved, the elements that are included, and where they can affect change, or influence the outcome. Question on agencies - some doe’t knothey want to be involved may be an education issue with the agencies. . Three focus critical elements - trust, expectations, credibility Toger example of credibilty - establish expectations and trust. 4 levels of decision-making. Level 1 Roger make it with no input from anyone level 2 roger make decision and then get input Level 3 - Rogers decision seek input first. Level 4 - Roger wash hands you decide at let me know. What level does the Maine DOT make - Level 1 and 2. Where should you be? - level 3. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

CSS/CSD The above terms mean the same thing 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 Different organizations have developed different terminology. The term Context sensitive design has been used from the beginning of the initiative, and is well understood. Maryland uses the term Thinking Beyond the Pavement to express the view that the solution goes well beyond the roadway, but considers other things. Scenic America refers to Place Sensitive Design. Finally, context sensitive solutions expresses the concept that a solution may not indeed involve a designed infrastructure improvement, but could be something else. CSS has gained widespread acceptance now; but CSD has long been used and is recognizable. The acronym CSD/CSS has been adopted to express the common values and approach. Questions: where did the term ‘thinking beyond the pavement’ come from? Where did ‘place sensitive design’ come from? Can come up with solution that does not involve design. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

FHWA’s Pilot State Program 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 Each of the pilot state DOT's focused on different aspects of CSD. Some have really embraced CSD as a vehicle to transform their organizations towards a customer focus. Others might consider simply another tool in their inventory to call upon to help implement transportation projects. For some, CSD has become a way to expand the public involvement process on transportation projects. For some agencies, this is a big change in the way they’ve been doing business, both in the scope of their PI activities and the breadth of issues addressed on a transportation project. All Pilot states have emphasized the need for special skills in project management MnDOT has an intensive one-week training program that they put all of their project managers through. This may be one of the most intensive. Note that Federal Lands is listed as a “Pilot” user of CSD, they would tell you that they are the true pioneers for applying CSD. They used these principles while developing roadways through the National Parks, and on parkways such as the Blue Ridge Parkway. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Context Sensitive Approach 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 So what is context-sensitive design anyway? What sets it apart from the way most transportation projects are developed today? Well, it’s a more holistic approach to transportation facility development than any of us were taught in college. It requires considering not only the geometric and traffic service requirements of the design, but the broader purpose and need for the community. We’re not simply improving safety and mobility with this process, we are also addressing values that are also important to the community such as aesthetics, environmental quality, historic resources, economic development, etc.. Another important difference in this process is that it is inclusive of all stakeholders and provides them meaningful opportunities contribute in defining outcomes. A last thing I want to mention is that you will see some other disciplines represent on projects using the context sensitive design process in order to work with the community to address some of the other issues that I mentioned. This may include decision scientists, landscape architects, urban designers, and economists. This initiative came from the transportation industry - about transp. And meeting transp needs. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

CSS/CSD Principles 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 Fundamentally, diverse groups agree that transportation is important. In meeting that need, the project can be an asset to the community and be compatible with the natural and built environments. Primary guiding principles for CSD include: -Addressing the transportation need. -Developing a solution that will be an asset to the community -And, developing a solution that can minimize or avoid environmental impacts Does not mean that every project has to have an aesthetic treatment or landscaping plan. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Organizational Needs for Successful Implementation of CSD/CSS 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 Work in pilot states (note that CH2M HILL under separate contract was management consultant to the Utah DOT) demonstrates that organizational change in many cases was necessary to enable CSD/CSS. Observations primarily obtained from working with Connecticut DOT and Maryland SHA. Of primary importance is a supportive culture, I.e., one that recognizes the importance of an agency’s customers. It can be noted here that CSD/CSS is a top down initiative. Where it has been successfully implemented agency wide, it was the secretary or leader (in many cases such as Maryland and Kentucky, the governor ultimately led the charge) that directed change. We will talk about many of the organizational needs that pilot states identified. Among the greatest of these was a need to develop and train good project managers. PMs are managers of a large multidisciplinary team; facilitators, and above all else, good communicators. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

NCHRP Report 480 Documents ‘Best Practices’ for CSD/CSS 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 Project 480 documented the best practices in CSD/CSS based on pilot state activities and interviews, discussions with others. Much of the materials presented in this workshop come directly from NCHRP 480 Visits to pilot states - sat down and interviewed staff re: project development process. Wanted a concise document. ‘Meat and potatoes’ contained on the CD. (Note that participants should acquire a copy of this research, which includes both a full color printed report as well as a CD.) Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

A Framework for Achieving Context Sensitive Solutions This slide shows the CSD project development process that is documented in NCHRP Report 480. Please go to the back of your notebooks and pull out the 11x 17 matrix for the CSD process. Throughout the training, each presenter will be referring to this process and where their topics relates in this process. CSS is not icing on the cake or appeasing folks, its an approach to delivering projects on time and on budget. The framework has been developed around the ‘typical’ project development process. All projects, big or small, can be framed in a similar manner to what is depicted on this slide. Project develop process on Y axis. Critical success factors on X axis (C through G)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Design Aesthetics 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Design Aesthetics Principles 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

Project Needs 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? Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

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

Corridor Vision 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Community Involvement 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Aesthetic Design Elements 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

Color, Pattern, Texture, Relief 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Landscape 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-99-014) The Native Plants of Ohio (OSU Ext. Office’s Bulletin 865, 1998) Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Retaining and Noise Walls 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Bridges – Structural Layout 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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

Bridges – Methods and Materials 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Lighting - Placement and Type 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Lighting - Bridges 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Signage Placement 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 Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

IR-70/IR-75 Montgomery County, Ohio 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 Project in Dayton Design criteria established to aid in keeping proposed interchange within the existing interchange. Ramp design speed very sensitive to ROW required. Special architectural treatments with landscape plan. Jets in flight on the bridge piers. Retaining walls contain 1:1 scale of the retaining walls at benchwood drive. The images replicate the length of the flight. Question about driver distraction- nothing studied similar work done in Phoenix.(unintended consequences). The issue here is that it must be maintained. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Every Project Has a Context CSS/CSD Applies Everywhere Flexibility in Design and other publications often stress the importance of being context sensitive in scenic areas or historic roads and towns. CSS is not just about ‘pretty pictures’. Every project has a context -- the proper approach is to recognize the context and tailor the development of a solution to it. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

Key CSS/CSD Elements 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 Slide speaks for itself -- read The course will focus on these issues and elements of CSS. Each of these elements are important to successfully implementing projects in a difficult environment. Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation

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