chapter 2-1 - project 6 project development 1.2 ... pedestrians and/or cyclists by the city and...
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Project Development 2.1‐1
SECTION 2 - CHAPTER 1
Project Development
ThissectionoftheTransportationManagementPlan(TMP)providesthebasisforhowtransportationfundingisspent,andprovidesguidanceonwhatprojectsorprogramstheCityshouldbefocusingontoprovidetransportationservicesforthebusinessesandresidentsofNorwalk.WhilethethirdsectionofthissectionoftheTMPmakesseveralspecificrecommendationsaboutcertainintersectionsandroadways,itisalsointendedtobeadocumentthatisreviewedandupdatedregularlyasprojectsarecompleted;newprojectsarebroughtbeforetheCity;andasnewopportunitiesordynamicscreatetheneedtochangehowprojectsarecompleted.ThischapterprovidesanoverviewofhowprojectsshouldbedevelopedandadvancedtotheCityforevaluationandconsideration.Later,processesforevaluatingtheneedforaprojectaswellasitseffectivenessarepresented.
1.1 Project Development
ProjectDevelopmentistheprocessthattakesatransportationimprovementfrominitialconceptthroughfinalconstruction.Thereareseveralgoalsforthisprocess: Toensurecontextsensitivitythoughanopen,consensus‐buildingdialogamong
projectproponents,reviewers,thepublic,andotherparties.
Tofosterthinkingbeyondtheroadwaypavementtoachievetheoptimumaccommodationforallmodes.
Toencourageearlyplanning,publicoutreach,andevaluationsothatprojectneeds,goalsandobjectives,issues,andimpactscanbeidentifiedbeforesignificantresourcesareexpended.
Toachieveconsistentexpectationsandunderstandingbetweenprojectproponentsandthoseentitieswhoevaluate,prioritize,andfundprojects.
Toensureallocationofresourcestoprojectsthataddresslocal,regional,andstatewideprioritiesandneeds.
2.1‐2 Project Development
Aclearandopenprocesscanflushoutissuesearlysothatopportunitiesforprojectdelaysandescalatingcostsareidentifiedanddealtwithearlyintheprocessandsothatthosepartiesinvolvedarenotdiscouraged.Additionally,itcanpreventfrustrationbyavoidingbuildingprojectsinawaythatdoesnotmeetexpectationsinaddressingtheperceivedneeds.Thisprojectdevelopmentframework,andtheprinciplesthatitembraces,will: Helpcarryoutprojectseffectively;
Ensuregoodprojectplanning,design,andimplementation;and,
Setthestageforlong‐termsuccess.
Effectivepartnershipsonprojectsareimportantthroughoutprojectdevelopmentandrequirestrongcommitmentandactionfromallinvolved,whethertheybeelectedofficials,localplanningandpublicworksprofessionals,citizens,orconsultants.Realpartnershipsrequireongoingrelationshipsoftrustandcollaboration.Theprojectdevelopmentprocessisoneofasetoftoolsneededtoachievecontext‐sensitivedesign.Theprocessisstructuredtoencouragepublicoutreachthroughoutplanning,design,environmentalreview,andconstructionsothatthoseaffectedbytransportationprojectsareingeneralagreementregardingtheproject’sneed,theselectedapproachtomeetthisneed,andtherefinementstotheprojectthatresultastheprocessevolves.Thisprojectdevelopmentprocessiscomplementedbytheinclusionoftheproject’scontextasabasicdesigncontrol.Flexibilityfordeterminingspecificdesignelementsthatsatisfytheprojectneed,andareresponsivetothecontextoftheproject,isessentialandmethodstoaccomplishthesegoalshavebeenpresentedthroughoutthisreport.
1.1.1 Project Development Process Overview
Theprojectdevelopmentprocessisinitiatedinresponsetoanidentifiedneedinthetransportationsystem,anditcoversarangeofactivitiesstartingwiththisidentificationtoafinishedsetofcontractplans,andfinallytoconstruction.Theidentifiedtransportationneedmightincludeoneormoreofthefollowing:acongestionproblem,asafetyconcern,facilityconditiondeterioration,aneedforbettermulti‐modalaccommodation,anenvironmentalenhancement,oraneconomicimprovementopportunity.Thedevelopmentofsolutionstoaddresstheseneedsofteninvolvesinputfromtransportationplanners,communityleaders,citizens,environmentalspecialists,landscapearchitects,naturalresourceagencies,localpublicworksofficials,permittingagencies,designengineers,financialmanagers,andagencyexecutives.Solutionsmight
Section 2 - Chapter 1
Project Development 2.1‐3
targetasinglemodeoftransportation,oraddresstherangeofroadusersincludingpedestrians,bicyclists,transitoperators,automobiledrivers,andtruckersmovingfreightandgoods.Itiscriticaltothesuccessofaprojecttoengagetherightteamofpeopleontheprojectfromthebeginning.Thesequenceofdecisionsmadethroughtheprojectdevelopmentprocessprogressivelynarrowstheprojectfocusand,ultimately,leadstoaprojectthataddressestheidentifiedneeds.Thereshouldbeampleopportunitiesforpublicparticipationthroughouttheprocess.Transportationdecision‐makingiscomplexandcanbeinfluencedbylegislativemandates,environmentalregulations,financiallimitations,agencyprogrammaticcommitments,andpartneringopportunities.Decision‐makersandreviewingagencies,whenconsultedearlyandoftenthroughouttheprojectdevelopmentprocess,canensurethatallparticipantsunderstandthepotentialimpactthesefactorscanhaveonprojectimplementation.Aseven‐stepprojectdevelopmentprocessisdefinedtomoveaprojectfromproblemidentificationtocompletion,asillustratedinExhibit2‐1‐1.Itshouldbenotedthatthisprocessisgearedtowardscapitalimprovementprojects,andthereforemaintenanceprojectsaswellastrafficcalmingprojectsmayfollowdifferentprocesses.WithinSection2oftheTMP,Chapter2discussesPoliciesandStrategiesthatthecityshouldundertake;Chapter3discusseshowtheCityshouldapproachTravelDemandManagement;,Chapter4discussestheCity’sapproachtoTrafficCalming,andChapter5presentshowTrafficImpactStudiesshouldbeconducted.
2.1‐4 Project Development
Exhibit 1‐1 Overview of Project Development
STEPI Project/Need/OpportunityIdentification
STEPII Planning/PreliminaryDesign
STEPIII ProgramInitiation,Prioritization,andProgramming
STEPIV Environmental,Design,andROWProcess
STEPV Procurement
STEPVI Construction
STEPVII ProjectAssessment
Thesesevenstepsaredescribedindetailinthesubsequentsectionsofthischapter.
1.2 Step I: Problem/Need/Opportunity Identification
Projectsbeginwiththeidentificationofaproblem,need,oropportunity.Theseprojectsreachacrossallmodesoftransportation(bus,rail,bike,pedestrian,auto,etc.)tomakemodalconnectionsandimprovementsconsistentwithsoundlanduseplanning.AnewprojectproposalcanresultthroughplanninginitiativesfromtheCityofNorwalkortheState,aswellasarisefromcommunity,legislative,orcitizeninput.
Section 2 - Chapter 1
Project Development 2.1‐5
Asproblems,needs,oropportunitiesforimprovementsarisetheycanbesimpleandstraightforward,orcomplexinnaturewithoutanobvioussolutionatthestart.Asafirststepintheprojectdevelopmentprocess,theproponentwouldleadaneffortto: Definetheproblem,need,oropportunitybasedonobjectivecriteria;
Establishpreliminaryprojectgoalsandobjectives;and,
Definethescopeofplanningandpublicoutreachneeded.
1.2.1 Goals
Throughpublicoutreach,discussionswithCitystaff,andstakeholderinterviews,asetofgoalswillbeestablished.ThegoalsreflecttheCityofNorwalk’sprioritiesforthemulti‐modaltransportationnetworkandwillenabletheCitytoprioritizetransportationimprovementsbasedonadata‐drivenneedsassessmentforeachpotentialproject.ThegoalsfortheCityshouldbeasfollows:
1.2.1.1 Goal 1: Safety
Goal1aimstoquantifyexistingsafetydeficiencieswiththeobjectiveofimprovingtheCityofNorwalk’stransportationsysteminawaytominimizecrashesandothersafetyrelatedincidents.
1.2.1.2 Goal 2: Vehicular Access and Mobility
Goal3aimstoimprovetheCityofNorwalk’sroadwaysystemtherebyreducingcongestionwithintheCitywiththeobjectivesoffacilitatingcommercialmovementandaccesstoactivitycentersandredevelopmentareas,minimizinguseofresidentialstreetsascut‐throughandtruckroutes,andimprovingoverallmobilityfordrivers.
1.2.1.3 Goal 3: Pedestrian and Bicycle Access and Mobility
Goal3aimstoenhancethepedestrianandbicycleexperienceintheCityofNorwalkwiththeobjectivesofprovidingafriendly,safeandconvenientenvironmenttobetteraccommodateexistingpedestrianandbicyclistsaswellastoencouragemorepeoplewithintheCitytoutilizethesealternatemodes.
1.2.1.4 Goal 4: Degree of Support
Goal4aimstoallowforpublicinputindecisionsconcerningtheCityofNorwalk’stransportationsystemwiththeobjectiveofprovidingatransparentforumthatconsidersawidevarietyofsuggestionsandconcerns.
2.1‐6 Project Development
1.2.2 Transportation Evaluation Criteria
Transportationevaluationcriteria(TEC)aretypicallyusedtoassesswhetherproposedtransportationprojectsshouldbesupportedwithfunding.CriteriafortheCityofNorwalkweredevelopedaftertheoverallgoalsdescribedabovewereestablished.AspartofthedevelopmentoftheTMP,unifiedweightswereassignedtoeachgoalandapointsystem(orlevelofeffectiveness/importance)wasdevelopedforeachcriteriontoreflecttheCity’spriorities.
1.2.2.1 Goal 1: Safety
CrashRatio(RA/RC)‐Safetyisoftenevaluatedbylookingatthehistoryofcrashestoindicatewheresafetyissuesmayexist.Intersectionsorroadwaysthathavethegreatestnumberofcrashespervehiculartrafficvolumemayindicatethatapre‐existingconditionexiststhatisaffectingthesafetyoftheroadway.Locationswiththehighestcrashratesshouldbeprioritizedforimprovements.
NumberofFatalCrashes–Althoughnumberofcrashesisimportanttoassessalocation’ssafetylevel,theseverityofthecrashcanalsoinformofficialsofanunsafelocation.Ifafatalityoccurredataparticularlocation,itwarrantstheneedofathoroughevaluationandprioritizationforimprovements.
SLOSSSListInclusion–AlocationincludedintheSLOSSSlistindicatesitpresentssafetydeficiencies.TheSLOSSSlistismaintainedbyConnDOTforlocationsunderStatejurisdiction.LocationsundertheCityofNorwalkjurisdictionmayalsobeevaluated,however,byusingthesamemethodology.IfalocationhasaCrashRatiogreaterthan1andanumberofcrashesgreaterthan15,thenthislocationshouldbetreatedasifitwasincludedintheSLOSSSlist.
Pedestrian/BicycleCrashes–Pedestriansandbicyclistsaremorevulnerablethanpeopleprotectedbyvehicles.Thus,locationswiththesetypeofcrasheswillbeprioritizedforimprovements.
VehicularSpeeds–Oneoffactorsthatcontributetowardsunsafeconditionsisspeeding.Locationswherespeedsareconsistentlyabovethespeedlimitcreateapotentiallyunsafeenvironmentfordrivers,pedestriansandbicyclists.
1.2.2.2 Goal 2: Pedestrian and Bicycle Access and Mobility
ConditionofPedestrianFacilities–Adequate,convenientandwell‐maintainedfacilitiesareessentialtoprovideasafeandcomfortablepedestrianenvironment.Locationswithinadequateorlackingpedestrianfacilitieswillbeprioritizedforimprovements.
ExistingPedestrianVolumes–Pedestrianvolumesisagoodindicationoftheneedforpedestrianfacilitiesataparticularlocation.Locationswithhighpedestrianvolumeswillbeprioritizedforimprovements.Ifappropriate,locationsthat
Section 2 - Chapter 1
Project Development 2.1‐7
currentlyhavelowpedestrianvolumes,butwouldlikelyseeanincreaseiffacilitieswereprovided,mayconsiderusingprojectedfuturevolumes.
ConditionofBicycleFacilities–Adequate,convenientandwell‐maintainedfacilitiesareessentialtoprovideasafeandcomfortablebicyclingenvironment.Locationswithinadequateorlackingbicyclefacilitieswillbeprioritizedforimprovements.
ExistingBicycleVolumes–Bicyclevolumesisagoodindicationoftheneedforbicyclefacilitiesataparticularlocation.Locationswithhighcyclistvolumeswillbeprioritizedforimprovements.Ifappropriate,projectedfuturevolumesmaybeusedasinsomesituationslowbicyclevolumesaretheresultofthelackinginbicyclefacilities.
DesignatedPedestrian/BicycleCorridor–TheCityofNorwalkhasrecentlycompletedthePedestrian&BikewayTransportationPlan1whichpresentsadetailedplanforcurrentconditionsofbike/pedestrianfacilities,prioritycorridors,schematicdesigns,andarecommendedimprovementPlanfortheCity.Theseprioritycorridorswereidentifiedaslocationsdeemedmostappropriateforusebypedestriansand/orcyclistsbytheCityandshouldbeconsideredwhendevelopingProjectNeedstatements.Thesefacilitieswillbeprioritizedforimprovements.Additionally,thereareanumberofotherstudiesandprojectsthatareon‐goinginandaroundtheCitythatshouldalsobeconsidered.AcompleteandupdatedlistingoftheseprojectsandplanscanbefoundontheCityofNorwalk’swebsite,andinclude:
o Norwalk’sConnectivityPlan
o CentralNorwalkTransportation&PedestrianMasterPlan
o CirculatorStudy
o OysterShellParkPlan
o TheConnecticutStatewideBicycleandPedestrianPlan
o SWRPABicycle&PedestrianStudies(includingtheMerrittParkwayTrailStudy,theNorwalkRiverValleyTrail,andtheConnecticutCoastalAccessGuide).
PrimaryAccesstoTransitService–Efficientuseoftransitservicesrequirethatadequate,convenientandsafeaccesstostationsandstopsbeprovided.Thus,pedestrianfacilitiesinparticular,butalsobicyclefacilities,thatconnectpeopletotransitwillbeprioritizedforimprovements.
PrimaryAccesstoActivityCenter–Facilitiesthatprovideaccesstoanactivitycentersuchasschools,libraries,churches,parksorrecreationareas,neighborhoodcentersandhospitals,amongothers,willbeprioritizedforimprovements.
1 Norwalk Pedestrian & Bikeway Transportation Plan, Fitzgerald & Halliday, Inc. (FHI), 2011
2.1‐8 Project Development
1.2.2.3 Goal 3: Vehicular Access and Mobility
ExistingTrafficVolume–Onecomponentofimprovingaccessandmobilityistotargetprojectsthatimprovetravelforthegreatestnumberofpeople.Trafficvolumesprovideanindicationofwhichfacilitiesreceivethegreatestusebasedonexistingtravelpatterns.Therefore,roadlinkswithhighertrafficvolumesindicateagreaterexistingtraveldemandandshouldreceivepriorityoverlinkswithlowertrafficvolumes.
HeavyTruckTraffic–Economicdevelopmentisakeycomponentofaccessandmobility.Thoseroadwaysorintersectionsthatcarryheavytrucktrafficareassumedtobecriticaltoeconomicdevelopmentandwillbeprioritizedoverfacilitiesthatdonotcarryheavytrucktraffic.Conversely,whentrucktraffictravelsalongresidentialstreets,itcreatesanundesirableenvironment.Inthiscase,residentialroadwaysorintersectionthatcarryheavytrucktrafficareassumedtopresentaneighborhoodissueandshouldreceivepriorityoverotherresidentialfacilitiesthatdonotsufferfromheavytrucktraffic.
Operations–Congestionisoneofthemaindeterrentsinallowingforgoodvehicularaccessandmobility.Unaccountablehoursofproductivityarelosttocongestioneveryday.Assuch,heavilycongestedlocationswillbeprioritizedforimprovements.Ifappropriate,theseimprovementsmayoccuratanearbyfacility(suchasaparallelroute)incaseofcut‐throughsituationsorinadequateuseofafacilitybasedonitsfunctionalclassification.
PavementCondition–Thequalityofthepavementconditionisamajorfactorinprovidinghigh‐qualityaccessandmobility.Therefore,roadwayswithlowerpavementconditionratingswillreceivehigherprioritythanlinkswithhigherratings.
PrimaryAccesstoCommercialAreas–TheCityofNorwalk’stransportationnetworknotonlyprovidesaccessforresidents,italsoplaysacriticalroleineconomicdevelopmentwithintheCity.Therefore,facilitiesthatareproximatetoPriorityDevelopmentzonesand/ortargetedcommercialareasmayserveasimportantaccessroutesforeconomicdevelopmentactivitiesandshouldreceivepriorityoverroadwaylinksthatarefurtherfromtheseareas.ConsultationwiththeCity’sRedevelopmentand/orPlanningandZoningStaffshouldbemadetodetermineiftheareafallswithinornearoneoftheCitieseconomicdevelopmentareas.
TransitCorridor–Transithastheabilityoftransportingamuchlargernumberofusersthananyothermodeoftransportation.Assuch,emphasisonfacilitiesthatservepublictransportationcanpotentiallybenefitmobilitytothegreatestextent.Transitcorridors,consequently,willbeprioritizedforimprovements.
Section 2 - Chapter 1
Project Development 2.1‐9
1.2.2.4 Goal 4: Degree of Support
DegreeofPublicSupport–AsemphasizedthroughoutthisChapter,publicinvolvementduringallstepsofthisprocessiscrucial.AprojectthatiswellreceivedbymostinterestedpartieshasahigherchanceofsuccessandislikelytobemorebeneficialtotheCity.Thus,projectswithahigherlevelofsupportwillbeprioritizedforimprovements.
PotentialFundingSources‐AvarietyoffundingalternativesexistsfortransportationimprovementsasidefromCitymoneys.Projectswithalternatefundingsources,eitherpartialorfull,havesomeadvantageoverthosethatwouldrequirefullCityfunding.
1.2.3 Project Need Form
ThisstepintheprojectdevelopmentprocessleadstocompletionofaProjectNeedForm(PNF).ThePNFprovidessufficientmaterialtoallowCitystafftounderstandthetransportationneed(s),andresultsinoneofthefollowingthreeoutcomes: Verificationoftheproblem,need,oropportunitytoenableittomoveforwardfor
considerationofdesignefforts;
Determinationoftheleveloffurtherprojectplanningwarranted;or,
Dismissalofaprojectfromfurtherconsideration.
AcopyoftheProjectNeedFormisprovidedinAppendixofthisreport.ElectronicversionsofthisformandinstructionsforcompletioncanbefoundontheCityofNorwalk’swebsite(www.norwalkct.org).Atthebeginningofthisprocess,theproponentshouldmeetwithappropriateCitystaff.Thisproactive,informalreviewandconsultationcanhelpensuretheprojectwilldevelopwithfewerproblemsinfuturephases.TheProjectNeedFormisimportanttodefinethecondition,deficiency,orsituationthatindicatestheneedforaction—theprojectneed.Thestatementshouldbesupportedbyfacts,statistics,orevenbyplansorphotographstotheextentthatinformationisavailable.Itiscriticalthattheproponentunderstandthatproject“need”isnotaproject“description”(suchas“replaceabridge”or“reconstructaroad”).Thatapproach“decides”theprojectoutcometooearlyintheprocess.AgoalofthePNFistostate,ingeneralterms,thedeficienciesorneedsrelatedtothetransportationfacility(suchas“thebridgeisstructurallydeficient”or“thepavementisinpoorcondition”).TheProjectNeedFormshoulddocumenttheproblemsandexplainwhycorrectiveactionisneeded.Exampleofaneedcouldbe:
2.1‐10 Project Development
Theintersectionishazardous.Thehigh‐crashrateattheintersectionillustratesthisproblem.
Thereissignificantcongestionattheintersection.Duringpeakperiods,trafficfromthesidestreethasdifficultyexitingontothemainstreetandlongqueuesdevelop.
Thereisnoformalaccommodationforbicyclesorpedestriansbetweentheelementaryschoolandthelargeresidentialneighborhoodtothenorthwhereasignificantportionofthestudentbodylive.
Thepurposeofaprojectisdrivenbytheseneeds.Asexamples,thepurposemightbetoimprovesafety,toenhancemobility,toenhancecommercialdevelopment,toimprovestructuralcapacity,toenhancepedestrianandbicyclemovement,etc.,orsomecombinationofthese.TheTransportationEvaluationCriteriadiscussedabovearepartoftheProjectNeedForm,andwillallowtheCitytoobjectivelydevelopapreliminaryprojectprioritylist.
1.2.3.1 Identify Project Constituents and Public Outreach Plan
Whendefiningtheprojectneed,theproponentshouldalsothinkaboutpublicsupportoftheproject.Toachievethis,theProjectNeedFormincludesadegreepublicsupportsection.Todemonstratethedegreeofsupport,theProponentshouldincludewiththeProjectNeedForm: Identificationlikelyinterestedpartiesandstakeholders;
Documentationofpublicoutreachandfeedbacktodate(ifany);and
Outlineofapublicparticipationprocessformovingforward.
Itisimportantthattheproponentbefairandobjectiveinselectingwhomightbeinterestedinaparticularproject.Simplyidentifying“supporters”and“likeminded”individuals,whileexcludingpotential“detractors”and“alternativeminded”individuals,doesnotservetoadvancetheprojectcooperatively.Ifunsure,theproponentshouldworkwiththeCitystafftoidentifyandseekassistanceinreachingouttoallpossiblyaffectedparties.
1.2.3.2 Project Need Form Review
OncetheProjectNeedFormisprepared,itissubmittedtotheCitystaffforinitialreview.TheintentoftheProjectNeedFormreviewprocessistoallowtheproponenttoproposeaprojectatitsmostbasicleveltotheCity.Throughthisprocess,Citystaffcanprovideguidanceforprojectscopingandplanningconsiderations,inadditiontosuggestionsforlikelystepsneededforprojectapprovals.Thisguidancecanbeveryvaluable,especiallyifgivenbeforetheproponentinvestssignificanttimeandresourcesintheprojectdesign.
Section 2 - Chapter 1
Project Development 2.1‐11
Throughthisreview,theproponentmaybeaskedtoanswerquestionsthatarisefromthePNFreview,toprovidefurtherdocumentationonthealternativesconsidered,and/ortocomplete(additional)publicoutreach.AftertheProjectNeedFormhasbeenreviewedandevaluatedbytheCity,theprojectwouldbeinsertedonthepreliminaryprioritylistbasedonthepointsscoredonthePNFpertheTransportationEvaluationCriteriadiscussedpreviously.Iftheprojectplaceshighenoughonthelist,itwouldthenbecomeeligibletomoveintoPlanning/PreliminaryDesign(StepII).Someprojectsthatarestraightforward,oraresupportedbypriorplanningstudies,areexpectedtomovedirectlytoProjectInitiation(StepIII).
Step I Outcomes
ThefollowingarepotentialoutcomesfromStepIofthedevelopmentprocess: AgreementbytheprojectproponentandtheCityontheproblemandproject
definition(extentandmagnitude)toenableittomoveforwardintoplanning/design(nofurtherdocumentationrequired);
Determinationthatthereisaproblem,need,oropportunitytoaddressbutfurtherprojectplanningiswarrantedtobetterdefinetheprojectneed(resubmissionofPNF);
Adviceonalternativestoconsiderintheplanning/preliminarydesignprocess;
Placementoftheprojectinthepreliminaryprioritylist;or
Arecommendationthattheprojectneedisnotgreatenoughtoadvancetoimplementation/designeffortsand(initscurrentform)shouldbedismissedfromfurtherconsideration.
1.3 Step II: Planning/Preliminary Design
Inthisphase,theproponentadvancestheprojectdesignataminimumtotheextentthatissues,impacts,andpotentialapprovalsrequiredcanbeidentified.TheProjectNeedFormanditsreviewwillhelptooutlinethescopeofissuestobeconsideredinthisphase.Thelevelofplanninganddesignneedwillvarywidelybasedonthecomplexityoftheproject(fromstreamlinedtomoreinvolvedandcomplex).Amoreinvolvedalternativesanalysisisintegratedaspartofthisprocessforallnewfacilities.Itisalsorequiredforimprovementorexpansionprojectswherethefeasibilityofachievingthedesiredenhancementswithacceptableimpactsandreasonableinvestmentisunclearattheoutset.DuringthereviewoftheProjectNeedForm,thenecessarylevelofeffortandresponsibilitiesforplanningwillbedetermined.TypicalplanningrequirementsfordifferentprojecttypesareillustratedinExhibit1‐2.
2.1‐12 Project Development
Forastraightforwardproject(examplesmightincludeasidewalkproject,roadwayresurfacing,oratrafficsignalequipmentupgrade),theproponentcanseekapprovaltoproceeddirectlytoProjectInitiationfromtheProjectNeedForm.Inthiscase,theproponentdefinestheactionsproposedtoaddresstheprojectneed(s),describesthealternativesconsidered(ifnecessary),anddocumentsanyanticipatedimpactsaspartoftheProjectNeedForm.(Thismayalsobethebestapproachwheredetailedplanningfortheprojecthasalreadyoccurredandisdocumented).Formorecomplexprojects(asexamples,ifthereareseveralalternativestoconsider,iftherearecontextualconstraintswhichaddcomplexitytothesolution,orifthereiskeenpublicinterest),theproponentshouldadvancetheproposedprojectfurthertoprovidetheCitywithsufficientinformationforthenextstepintheprocess,ProjectInitiation.
Section 2 - Chapter 1
Project Development 2.1‐13
Exhibit 1‐2 Likely Planning Approaches for Different Types of Projects
Likely Planning Approach
Project Need
Form
Project Planning Focused on a Clear and Feasible Solution and
Minor Variants
Full Alternatives
Analysis System Preservation Roadways, Sidewalks, and Multiuse Paths Resurfacing Reconstruction/Reconfiguration within Existing Pavement
Bridges Rehabilitation Replacement System Improvement or Expansion New Roadway or Multiuse Path Widened Roadway, Sidewalk or Addition or Multiuse Path Widening
Intersection, Roundabout, or Traffic Signal Modification
New Interchange or Interchange Reconfiguration Median, Roadside Safety, or Signage Improvements Traffic Calming, Streetscape, Lighting, or Transit Enhancements
New or Widened Bridge New or Expanded TDM/Park-and-Ride Lot New or Expanded Traffic Management System Required Suggested for projects categories indicated and required for more complex projects with each category
1.3.1 Project Planning Report/Preliminary Design
ProjectsthatrequirefurtherplanningwillresultinthepreparationofaProjectPlanningReport.Manytraditionalplanningstudiessuchascorridorstudies,functionaldesignreports,andlocationstudiescanserveasaprojectplanningreportifdoneinafashionthatisconsistentwiththeprinciplesofthisTransportationDesignGuideandcompletedwithpublicparticipation.AgeneralizedoutlineforthebasicprojectplanningprocessisprovidedinExhibit1‐3.Itisexpectedthatthisoutlinewillbetailoredforeachproject.Theprocessdescribedisnotintendedtobeoverlyprescriptiveorburdensome.Rather,theprojectproponentisencouragedtotailoractivitiesappropriatetotheextent,complexity,andtypeofprojecttoensurethatallprojectbenefits,impacts,andcostsareobjectivelyestimated.Aspartofthisprocess,theproponentshouldalsoconductapublicparticipationprogram,provideinformationregardingtheproject’sconsistencywithstateandregionalpolicies,
2.1‐14 Project Development
anddecide,basedonalltheinformationgatheredintheplanningprocessaswellaspublicinput,whethertocontinuetheprojectdevelopmentprocessandsubmitaProjectInitiationForm(PIF)underStepIII.Regularcheck‐inmeetingswiththeCityarehelpfulthoughthisprocess.Thedetailedstepsintheplanningprocess,asoutlinedinExhibit1‐3,arefurtherdescribedinthefollowingpages.Exhibit 1‐3 Overview of Project Planning Tasks
Part A: Define Existing Context, Confirm Project Need(s) Establish Goals and Objectives
Inventory and Data Collection/Site Walk Definition of the Community Context Definition of Transportation and Land Use Functions Project Goals and Objectives
Part B: Initial Public Outreach
Early Local Issues Meeting Environmental Agencies Coordination Individual Outreach Meetings
Part C: Project Definition
Development of Alternatives (if necessary) Establishment of Basic Design Controls Define Future Conditions (if necessary) Screening of Alternatives Project benefits Project Impacts Consistency with appropriate policies and plans Cost
Part D: Project Review and Refinement
Project Presentation Meeting Resource Agencies Coordination Alternative Refinement Concept Engineering Plans Evaluation Matrices
Part E: Final Recommendations
Project Definition Description of the proposed project and project alternatives considered
Project Benefits and Impacts Project Consistency with City Policies and Plans Public Participation Process Documentation of planning public participation process
Final Recommendations
Section 2 - Chapter 1
Project Development 2.1‐15
1.3.1.1 Part A: Define Existing Context, Confirm Project Need(s), Establish Goals and Objectives
Thefirststepistoconfirmprojectneedthroughaninventoryofexistingconditions.Oncetheprojectneedisconfirmed,theproponentshouldclearlyarticulatethegoalsandobjectivesfortheproject.Thelevelofalternativesanalysisanddetailnecessaryisdirectlyrelatedtothecomplexorstraightforwardnatureoftheproject.
Inventory and Data Collection/Site Walk
Asitevisitshouldbethefirststepinprojectplanning/preliminarydesignasitprovidesanopportunitytoviewtheprojectareainmoredetail.Ifappropriate,localprojectconstituentsandtechnicalspecialistsfamiliarwiththefeaturesorconcernsrelatedtotheprojectshouldbeinvitedtoprovideadditionalperspectives.Informationshouldbecompiledorcollectedtoprovidetherangeofdataappropriatefortheproject.Keyitemstoinvestigateduringasitevisitaredescribedbelow: Contextresources(environmental,cultural,historic,andman‐madeconstraints)are
mappedfortheprojectarea.
Traveldemands(forallmodes)andcrashdataarenecessarytoidentifyanycapacityand/orsafetyproblems,orpotentialsafetyproblems.SomeorallofthesedatamayalreadyhavebeencollectedtocompletetheProjectNeedsForm.
Pavementandstructuresufficiencyandinventoryinformationishelpfulindeterminingtheextentoftreatmentnecessaryforthesefeatures.Apavementmanagementsystemevaluationandratingisrecommended,alongwithphotodocumentationofthesite.Onceagain,someorallofthesedatamayalreadyhavebeencollectedtocompletetheProjectNeedsForm.
Anaccessaudittosurveyaccessibilityelementssuchas:curbramplocations,slopes,andobstacles;locationofcrosswalks;audiblesignals;transportationsignage;sidewalkwidth,slope,andobstacles;connectivity;anddriveway/sidewalkintersections.
Hydraulicanalysistohelptodeterminehydraulicadequacyofthestructureortheeffectonthefloodplainwherebridgesorstructuresareinvolved.
Right‐of‐wayinformationhelpstoidentifypropertyownersandpropertylines.
Utilityinformationisusefulindetermininganyspecialneedsrequiredforutilityrelocation(s).
Adetailedsurveyoftheprojectareahelpstoidentifythelocationofvariousfeaturesandresourcespotentiallyaffectedbytheproposedimprovement(althoughitisnotnecessaryatthispointintheprojectdevelopmentprocess).
2.1‐16 Project Development
Definition of Community Context
Itisimportantfortheprojectproponenttounderstandtheplanningcontext,landuses,andcharacteroftheprojectlocationandsurroundingcommunity.Localknowledgeorasitevisitisimportantinunderstandingsurroundinglandusesandcommunitycharacter.AUSGStopographicbasemap,GISmappinginformation,andorthographicphotoscanbeusedtoidentifyanddocumentvariousaspectsofthearea.Theseguidescanshowsurroundinglandusesandlandcover(openfields,forestandforesttypeifknown,agriculturalland,town,village,city,orcommercialcorridors);visuallydistinctareassuchasbuildings,landforms,valleys,hilltops,notches,waterbodies,rivers,streams,andwatercourses;prominentviewsandvistasalongtheroad;publicfacilitiesorplaces;recreationalfacilities;trees;andtherelationshiptointersectingroadsandactivitycenters.SomeofthisinformationmayalsobeavailablefromthepreviouslycompletedPNF.
Definition of Transportation and Land Use Functions
Itisimportantfortheprojectproponenttounderstandthemulti‐modalaspectsoftheprojectlocation.Duringthesitevisit,theprojectproponentmustbecognizantofbicycleandpedestrianmovements,orthepotentialforthesemovements,andpublictransportationavailability.Theproponentshouldalsobeawareoftheproximityofconnectionpointsforothermodesoffreightandpassengertransportation.Anytransportationsolutionmustconformwithlocalandregionalplans.Pertinentsectionsofthelocalandregionallanduseandtransportationplansshouldbereviewedaspartofthisprocess.Thisincludestransportationandlanduse,localandregionalpoliciesastheyrelatetotheprojectlocation,theroadwayinvolved,andtheneighborhood.Designatedgrowthareas,historicdistricts,designatedscenicroadsandareas,uniquenaturalareas,andareasdesignatedforfutureaccessmanagementbyofficialcitymapsshouldbeacknowledgedinthevicinityoftheprojectlocation.Itisimportantthatfutureplannedlandusesbeunderstoodandthecity’sgoalsforgrowth,protectionofnaturalandhistoricresources,andfuturetransportationfacilitiesbeacknowledged.
Project Goals and Objectives
Frominformationobtainedduringdatacollectionandtheinputreceivedfrominterestedparties,theprojectproponentwilldefinegoalsandobjectivesfortheprojectconsistentwiththeplansandpoliciesoftheCity.Theneedsfortheprojectmustconclusivelyshowthattheprojectisjustified.Thelanguageshouldbeclearandunderstandabletothelayperson.
1.3.1.2 Part B: Initial Public Outreach
Publicoutreachandinputinaprojectshouldbeginearlyinprojectplanningandbeforethereisarecommendedcourseofaction.Thisprocessstartswithanearlyinformationalmeetingandcontinuesatstrategicmilestonesduringtheplanningprocess.Effortshouldbemadetoreachabroadspectrumofinterestedpartiesatthisearlyprojectstage.
Section 2 - Chapter 1
Project Development 2.1‐17
PlanningforlargerormorecomplexprojectsmightalsobewellservedbytheestablishmentofanadvisoryTaskForceorSteeringCommitteeattheoutset.Thelevelofpublicoutreachatthisstageshouldbecommensurabletothecomplexityoftheproject.GeneralpublicoutreachguidelinesandtoolsaredescribedinSection2‐1.9ofthischapter.
Local Issues Meeting
A“LocalIssuesMeeting”shouldbeheldearlyintheplanningprocess,aimedprimarilyatgatheringlocalcomments.Thismeetingisnotaforumtopresentproposalsordevelopsolutions.(Forlargerprojects,morethanoneLocalIssuesMeetingmayberequired.)Thismeetingshouldalsoservetofosteraworkingrelationshipwithlocalcommunitymembers.Thisisaccomplishedbylisteningtoissuesandideasandmakingeveryattempttoincorporatesoundandcosteffectivesuggestionsintotheanalysisofalternatives.CommentsfromtheLocalIssuesMeetingneedtobedocumentedandmadeavailabletoallwhowerepresent,ortothosewhorequestthem.TheminutesoftheLocalIssuesMeetingshouldbeincludedintheprojectreportandkeptatanaccessiblecentrallocationattheCityoffices.FollowingtheLocalIssuesMeeting,theprojectproponentmustevaluatethecommentsreceivedandensurethatappropriatedetailsareintegratedintotheproject.Oncetheissueshavebeenidentified,oneoftheprojectproponent’sbiggestchallengesistobalancetheseissueswithalloftheotherprojectissuesandworktoincorporatecommunityconcernsinprojectdecision‐makinganddesign,asappropriate.Itisimportanttogivedueconsiderationtoallcommentsexpressedthroughthepublicprocess.
Environmental Agencies Coordination
RegulatoryagenciesthathavearoleinprotectingtheCity’sresourcesandaresponsibilitytoissuepermitsfortransportationprojectsthataffecttheseresources,incoordinationwithregional,and/orstateresourcestaff(ifapplicable),mayprovideavailableresearchinformationfortheLocalIssuesMeeting.Dependingonthecomplexityoftheprojectandresourcespresentintheprojectarea,theseagenciesshouldbeinvitedtothemeetingandgivenanopportunitytopresentissuesorconcerns,eitherinwritingbeforethemeetingorinpersonatthemeeting.Theagency’spreliminarycommentsregardingwhetherresourcesarepresentintheproblemareaandtheirextentandpotentialsignificanceisvaluableinsightatthisstageofprojectdevelopment.Theresourceagenciesshouldbegivenasmuchadvancenoticeofthemeetingaspossible.Ideally,environmentalissuesareidentifiedthroughthisprocessandpublicresponsetotheissuesissought,asappropriate,atthemeeting.However,theformalinter‐agencydiscussionandresolutionofregulatoryissuesoccursduringlaterstepsintheProjectDevelopmentProcess.
Helpful information on public outreach is provided in Section 1.9 of this chapter.
2.1‐18 Project Development
Individual Outreach Meetings
Theremaybekeyindividuals,localofficials,agencies,oradvocacygroupsthatmaynotbeattheLocalIssuesMeetingbutwhomaybeworthseekingoutforvaluableinput.Theseindividualsorgroupsareoftenidentifiedatthelocalmeetingbyalocalofficialorresidentsaying“youshouldreallyspeaktosoandso…”Theprojectteamshouldallowtimetoconductinformaloutreachmeetingstoroundoutitsunderstandingofprojectissues,opportunities,andconstraints.Anysignificantissuesthatdevelopoutoftheindividualmeetingsshouldberecountedtothecommunityastheprocessevolves.
1.3.1.3 Part C: Project Definition
Afterinitialpublicoutreach,thenextstepsaretorefineprojectgoalsandobjectives,reviewalternatives,anddefinetheproject.Thesestepsshouldreflectcommentsreceivedduringthepublicandagencyoutreachdescribedabove.
Development of Alternatives
Severalreasonablebuildalternativesmightneedtobeinvestigatedandconsidered.AlternativesshouldbedevelopedusingthedesignguidanceprovidedinthisTransportationManagementGuide.Insomecases,onlycursoryreviewofalternativesmayberequired.Ifoneormorebuildscenariosaredeveloped,theyshouldincludethefollowinginformation: Alternativetypicalroadwaysectionsaddressingtheneedsofallusers.
Multi‐modalaccommodationandoperationalassumptionsregardingallocationofright‐of‐way,trafficcontrols,andenhancements.
Accessibilityissues,especiallyslopeorcross‐slopeconcernsthatmaybedifficulttoresolve.
Compatibilitywithadjacentlandusesanditsassociatedactivity.
Conceptualroadwayorprojectalignment(existingandproposed),approximatelimitsofimpact,andapproximateboundariesofresources.Ascaleof100feetperinchisusefulfortheseconcepts.Forsmallerproblemareassuchasurbanlocations,intersections,andbridges,asmallerscale(40or50feettotheinch)shouldbeused.(Profilesheetswouldonlybedevelopedfortheareaswithproposedgradechanges.)
Criticalcross‐sections,definedaspointswherestructuresandresourcesareavoidedorimpactedbythetypicalsection.Structuresaredefinedasbuildings,bridges,walls,andculverts(48inchesorlarger).
Costestimates
Section 2 - Chapter 1
Project Development 2.1‐19
Theprojectproponentmusttakecaretoexaminemulti‐modalneedsandpossibilitiesforimprovementsduringthealternativedevelopmentprocess.Thesepossibilitiesaretobeaddressedandthefeasibilityandpotentialofeachoptiondiscussed.TransportationSystemsManagement,TravelDemandManagement,TrafficCalming,andIntelligentTransportationSystemsmayalsobereasonablealternativestoevaluate.
Establishment of Basic Design Controls
Basicdesigncontrolsserveasthefoundationforestablishingthephysicalform,safetyandfunctionalityofthefacility.Somedesigncontrolsareinherentcharacteristicsofthefacility(forexample,itscontextandtheexistingtransportationdemandsplaceduponit).Otherbasicdesigncontrolsareselectedordeterminedbythedesigner,workingwiththeproponent,toaddressaproject’spurposeandneed(forexample,thelevelofserviceprovidedtopedestrians,bicyclists,anddrivers).Selectingappropriatevaluesorcharacteristicsforthesebasicdesigncontrolsisessentialtoachieveasafe,effective,contextsensitivedesign.Section1,Chapter2oftheTMPillustratesthebasicdesigncontrolsandtheirinfluenceonthephysicalcharacteristicsofaroadway: RoadwayContext,includingAreaType,RoadwayType,andAccessControl(Section
1,Chapter2.2)
RoadwayUsers(Section1,Chapter2.3)
TransportationDemand(Section1,Chapter2.4)
MeasuresofEffectiveness(Section1,Chapter2.5)
Speed(Section1,Chapter2.6)
SightDistance(Section1,Chapter2.7)
Thesebasicdesigncontrols,onceestablished,arecarriedforwardthroughprojectdesign.
Define Future Conditions
Projectsthataredevelopedshouldserveausefulfunctionforsometimeintothefuture.Projectsthatinvolvesignificantcapitalinvestmentaregenerallyassumedtohavea20‐yearlifewhileprojectsoflesserinvestmentaregenerallyassumedtohaveafive‐yearorten‐yearlife.Thisassumptionrequirestheplannertoanticipatewhatisgoingtohappentotransportationdemandsinthefuturewithandwithouttheprojecttoassesstheproject’seffectivenessatmeetingneeds.Section1,Chapter3(Subsection3.4),presentsimportantconsiderationsinforecastingtransportationdemandforprojects.
Screening of Alternatives
Ifseveralalternativesarebeingconsidered,theyshouldbefullydescribedwithconciseandillustrativegraphicsorplans.Totheextentthatprojectdesignelements(i.e.,sidewalks,bikelanes,travellanes,bridgetypes,etc.)areknown,theyshouldbedescribed.
Visual depictions of project alternatives are useful to convey the full extent of the project.
2.1‐20 Project Development
Alternativesshouldbedevelopedtocomparablelevelsandtheproject’seffectsshouldbedescribedtothemaximumextentknownatthispointintheprocess.Theanalysisthatiscompiledandsummarizedshouldcharacterize: Benefits
Impacts
Consistencywithcityplansandpolicies
Costs
Thecostofaprojectisasignificantportionofthetransportation‐relateddecisionmakingprocessandshouldbejustifiedbyimprovementsinsafety,publicneedand/orassetmanagement,balancedwithenvironmentalandothercontextualconstraints.Therefore,thecostestimateproceduremustbeunbiasedandcomprehensive(toincludeallengineeringandpermitting,right‐of‐way,utilityrelocationcosts,mitigationcosts,andconstructioncosts).Itmustplaceallreasonablealternativesonthesamelevelforfairnessintheselectionprocess.Analternativewithtoohighofanestimatemightbeeliminated,whileanalternativewithalowestimatecouldbeselectedduetomisrepresentation.Atthisstage,itisalsoappropriatetostartthinkingaboutprojectfunding.Thisincludesanexplorationoffundingsources,theirrequirementsandrestrictions,obligationsforlocalshareofprojectcosts,otherpartneringopportunities,etc.
1.3.1.4 Part D: Project Review and Refinement
Oncealternativeshavebeenconsideredandtheprojectbetterdefined,theproponentneedstoensurecontinuedpublicandagencyinvolvementintheprojectreviewandrefinementprocess,asoutlinedbelow.
Project Presentation Meeting
Theprojectproponentshouldholdapublicmeetingandinvitetheconstituentsaspreviouslydefinedtooverviewthealternativesconsidered,theproposedproject,andtosolicitinput.Iftheprojectasdefinedisunacceptable,theprojectproponentshouldattempttoresolveanyconflicts.Failingthis,theprojectproponentshoulddevelopnewalternatives,andscheduleanewProjectPresentationMeeting.Thisprocessshouldcontinueuntilapreferredalternativeisdetermined.Duringthesemeetings,itishelpfultoprovidehandoutmaterialsthatpresenttheprojectanditsalternativessothattheparticipantshaveareferencetoreview.Avisualdepictionofeachbuildalternativeisbeneficial.Thevisualrepresentationshouldbepreparedsothatalaypersoncanunderstandthealternativebeingpresented.An
Section 2 - Chapter 1
Project Development 2.1‐21
exampleofhowaprojectmightbepresentedisprovidedinExhibit1‐5.Theprojectproponentshouldfacilitateadiscussionofhoweachalternativeaddressestheneedsoftheprojectaswellasitsdrawbacks. Exhibit 1‐5 Example of Visual Representation of a Project Alternative
Plan View
Cross-sectional View
Source: King Street Corridor Study, Northampton, MA 2003
MinutesoftheProjectPresentationMeetingneedtobedocumentedandmadeavailable.Theseminutesareimportanttodocumentpubliccommentsthatmaybevaluableinput
2.1‐22 Project Development
tothedesignprocessandtoensurethattherearenomisunderstandingsconcerningoverallpublicconsensusontheprojectasdefined.Theminutesshouldbesenttoallattendees,cityofficials,andotheragenciesthathaveprojectjurisdictionorspecialexpertise,andmadeavailabletothepublicatanaccessiblemunicipallocation.Therecipientsoftheminutesshouldhaveasettimeperiodfromthepostmarkeddatetocontestthemandaddclarifications.
Resource Agencies Coordination
Forprojectswithanticipatedimpactstosensitivenaturalandmanmaderesources,thisisanappropriatetimeintheprocesstoassessfuturerequirementsforprojectdevelopmentwithaffectedregulatoryagencies.Theproponentshouldsolicitcommentsfromresourceagenciesregardingtheirviewsonthevariousalternativesunderconsideration,therequiredenvironmentalpermits,andtheprocessmovingforward.
Alternative Refinement
Inputreceivedfromthepublicortheaffectedenvironmentalresourceagenciesmayrequirerefinementtothepreferredalternative(s).Theserefinementsmayinvolveminorchangestopreviouslydevelopedconceptsorthedevelopmentofaconceptualengineeringplanforthepreferredactioningreaterdetail.(Itisimperativethattheagenciesbeinformedofanyprojectchangesthattakeplaceduringthe“ProjectPlanning”and“ProjectDesign”phasesofthedevelopmentprocess.)Theinformationdevelopedduringthistaskshouldbeasaccurateaspossibleatthisstageofprojectdevelopmentasitmaybethebasisforearlyenvironmentaldocumentationoraspartofanapplicationforprojectfunding.
1.3.1.5 Part E: Final Recommendations
Inthislastcomponent,theproponentdocumentstheprocess,publicoutreach,anddecisionsmade,asdescribedbelow.
Draft Report
Followingpublic,local,andenvironmentalagencyreviewofthealternativesandproposedproject,theplanningreportcanbecompletedandmadereadyforreview.Theplanningreportdocumentstheneedfortheproject,existingandfutureconditions,alternativesconsidered,publicoutreachoutcome,andthesolutionrecommended.Itisimportantthat,ataminimum,thereportsummarizethe: ProjectDefinition:
Descriptionoftheproposedprojectandprojectalternativesconsidered
ProjectBenefitsandImpacts
ProjectConsistencywithCityPoliciesandPlans
Section 2 - Chapter 1
Project Development 2.1‐23
PublicOutreachProcess:
Documentationofpublicoutreachduringplanningprocess
FinalRecommendations
Theprojectproponentmay,attheirowndiscretion,distributethedraftreporttotheappropriatelocalofficials,staff,orkeyprojectconstituentsforreview.Theprojectproponentmayalsoelecttohavefinalpublicreviewoftheplanningrecommendationsbyholdinganadditionalpublicmeetingorbynotifyingpastprojectparticipantsoftheavailabilityofthedraftplanningreportatanaccessiblemunicipallocationforreview.
Final Planning Report
Uponreceiptofcommentsandpublicinput(ifsoughtonthedraftreport),theprojectproponentwillfinalizethereport.
1.3.2 Detailed Alternatives Analysis
Amorecomplexsetofneedsmaywarrantamoredetailedplanningandconceptualengineeringreviewofalternatives,theirimpactsandbenefits,andimplementationissues.Thisisparticularlytruewhenitisunclearwhatactionsare“feasible”toaddresstheidentifiedneeds.Inthiscase,theproponentshoulddevelopbaseinformation,documentresources,andcompletetransportationplanninganalysisandconceptualengineeringofthealternativesinmoredepthtoverify“projectfeasibility”andthepreferredaction.Thislevelofalternativesanalysisisappropriateforallnewfacilitiesandforimprovementorexpansionprojectswherethefeasibilityofachievingthedesiredenhancementswithacceptableimpactsandreasonableinvestmentisunclearattheoutset.Thekeyobjectivesofthiseffortaretoassessalternativestodeterminetheirengineeringfeasibility,environmentalimpactsandpermitability,economicviability,andpublicacceptance.
1.3.3 Review of Planning Efforts
Uponcompletionoftheprojectplanning/preliminarydesigneffort,theprojectproponenthasessentiallytwooptionsbasedonitsoutcome:delayordroptheprojectfromconsideration,orsubmititwithaProjectInitiationFormandPriorityWorksheettoadesignatedDPWStaffPlanReviewTeam(orsimilarbodydevelopedforthisprocess)forreview,asdiscussedinthenextsection.Theintentofthisprocessistoallowtheproponenttopresentaprojectforreviewandpreliminaryfundingconsideration.
2.1‐24 Project Development
Throughthisreview,theDPWStaffPlanReviewTeamcanprovideinsightonprojectdesignconsiderationsinadditiontolikelystepsneededforprojectapprovals.Withthisapproach,valuableguidancecanbeprovidedpriortotheproponentinvestingsignificanttimeandresourcesinprojectdesign.Ideally,atthisstage,theprojectwillbewelldocumented,locallyreviewedandendorsed,andproceedtoStepIII:ProjectInitiation,asoutlinedinthefollowingsection.
Step II Outcomes
Thedecisionsthatareexpectedatthispointintheprojectdevelopmentprocessare: Consensusonprojectdefinition(orprojects,wheremultipleprojectsresultfromthe
planningprocess)anddecisiontosubmitaProjectInitiationFormtoenableittomoveforwardintoenvironmentaldocumentationand/ordesign;or
Arecommendationthattheprojectbedismissedfromfurtherconsiderationordelayed.(ThiswouldreflectacasewheretheinterestintheprojectmayhavewanedthroughtheProjectPlanningReportreviewif,inthesponsor’sanalysis,theissuesidentifiedcounterbalancetheexpectedbenefits,thusreducingtheproject’slikelihoodforafavorableoutcomeinthesubsequentreviewandprogrammingphase.)
1.4 Step III: Project Initiation, Prioritization, and Programming
IfaprojectistobeconstructedwithCityfunds,theprojectneedstobeapproved,prioritized,andprogrammedbyCityStaffandtheDPWStaffPlanReviewTeam.Thethirdstepintheprocessformallybeginsthereview,evaluation,prioritization,andprogrammingoftheproject.ThisstepisillustratedinExhibit1‐6.Theprogrammingoftransportationimprovementscanbeacomplexandsometimeslengthyprocessinvolvinglocal,state,andfederalagencyapprovals,dependingonthescopeoftheproject.Publicsupportfortheprojectiscriticalandcansignificantlyaltertheimplementationprocessandschedule.
1.4.1 Project Initiation Form
TheProjectNeedFormorProjectPlanningReportdetailthefinalrecommendationsfortheprojectresultingfromearlyprojectplanning.ThenextstepintheprojectdevelopmentprocessinvolvessummarizingthefindingsanddirectiondefinedinaProjectInitiationForm(PIF)usedbyCityStaffandtheDPWStaffPlanReviewTeamforprojectreview,evaluation,andpotentiallyprioritizationandprogramming.ThePIFwill
Section 2 - Chapter 1
Project Development 2.1‐25
becompletedbytheProponentandreviewedbyCityStaffandincludesthefollowinginformation: ProjectTypeandDescription,includinglocusmap
EvaluationoftheeffectivenessoftheProjectataddressingidentifiedneeds/issuesfromtheProjectNeedForm
AssessmentofthereadinessleveloftheProject,relatingtoprojectplandevelopmentandoutreach
Evaluationofprojectdetails,includingconceptualcostestimate,airqualitybenefitsandimpactstoright‐of‐way,environmentalresources,cultural/historicalresources,andenvironmentaljustice
ProjectNeedFormorProjectPlanningReportasanattachment
TheProjectInitiationFormforuseinthisprocessisprovidedintheAppendixtothischapter.
2.1‐26 Project Development
Exhibit 1‐6 Step III: Project Initiation, Prioritization, and Programming
City Staff Preliminary Review of Project Initiation Form
DPW Staff Plan Review Team review of Project Initiation Form
City Staff Compiles Preliminary Transportation Improvement
Program
Comments to Proponent
DPW Staff Plan Review Team Approves and adds to a Draft of
the City-wide Transportation Improvement Program
Project Does Not Proceed
Public Comments on Draft Transportation Improvement
Program
Development of Project Management Plan
Programming in City Budget
Environmental, Design and ROW Process
DPW Staff Plan Review Team Approves Final Transportation
Improvement Program
Project Initiation Form
Section 2 - Chapter 1
Project Development 2.1‐27
1.4.2 Project Review and Evaluation
Atthisstage,theproposedprojectiswellenoughdefinedtobesubjectedtoaformalreview.Thisreviewfacilitatescomparisonoftheproject’sviabilitytootherprojectscompetingforlimitedfunds.ThePIFandprojectplanningdocumentsarereviewedbyCityStaffforcompletenessandtoidentifyissuesforconsiderationbytheDPWStaffReviewTeamduringtheirformalconsiderationoftheproject.TheDPWStaffReviewTeam,iscomprisedofstaffDPW,Planning,Citycounselors,andEngineeringandischairedbytheDPWCommissioner.TheDPWStaffReviewTeammustapprovealltransportationprojectstobeimplementedusingCityfunding.TheDPWStaffReviewTeammeetsmonthly,butonlyeverythreemonthsorsowouldbeaskedtoreviewProjectInitiationFormsandrecommendationspreparedbyCityStafftoverifyneeds,theeffectivenessoftheproposedprojectapproach,andtoprovidedirectiononnextsteps.ApreliminaryevaluationoftheprojectforfundingandprogrammingwithintheprioritiesoftheCityismadeduringthisstep(theprogrammingprocessisdiscussedinsubsequentsectionsofthisStep).Itisanticipatedthatadviceandguidanceforthenextstepsintheprojectdevelopmentprocesswillalsobeofferedatthisstage.Atthispoint,theDPWStaffReviewTeamcouldreachoneofthreeconclusions: Determinethatadditionalplanningisnecessarybeforeadecisioncanbereached
regardingthefutureoftheproject;
Determinethataprojectshouldmoveforwardintoprioritizationandpotentialdesignandprogramming;
Recommendthattheprojectbedismissedfromfurtherconsiderationduetolackofcurrentavailablefundsortheproject’slackofeffectivenessinaddressingidentifiedneeds.
ADPWStaffReviewTeampositiverecommendationdenotesthataprojectshouldbeconsideredeligibleforfunding.However,itdoesnotguaranteethattheprojectactuallyhasdedicatedfunding.
1.4.3 Project Prioritization
AfterapprovalbytheDPWStaffReviewTeam,projectsareforwardedtoCityStaffforreviewandassessmentforfuturetransportationresourceallocations.CityStaffalsoreviewprojectsthatarenotapprovedbytheDPWStaffReviewTeamandprovideadditionalcommentstotheProponentsothatfuturesubmissionscanbestreamlined.CityStaffmaintainalistofprojectsthatreceivedapprovalbytheDPWStaffReviewTeamduringafiscalyear.PriortotheCity’sannualbudgetdevelopmentprocess,projectsareprioritizedbasedonthetotalscoresfromtheProjectInitiationFormto
2.1‐28 Project Development
developaPreliminaryTransportationImprovementProgram.Anyprojectsthatwereonthepreviousfiscalyear’sTransportationImprovementProgramthatwerenotcompletedarere‐prioritizedonthecurrentDraftofTransportationImprovementProgram.
1.4.4 Project Programming
ThePreliminaryTransportationImprovementProgramdevelopedbyCityStaffisreviewedbytheDPWStaffReviewTeamforprojectprogrammingduringitsannualapprovalprocess.TheDPWStaffReviewTeamwillhavereviewedtheprojectspreviouslyandisthereforefamiliarwiththemeritsandissuesassociatedwitheach.TheDPWStaffReviewTeamvotesonapprovingeachprojectforinclusionintheDraftTransportationImprovementProgram,whichispresentedtothepublicforreview.Afterpublicreview,theDPWStaffReviewTeamvotesonapprovingeachprojectforinclusionintheFinalTransportationImprovementProgramwhichwillhavebeenamendedbasedonpublicinput.AtthistimetheDPWStaffReviewTeamestablishesaProjectManagementPlantodefinerolesandresponsibilitiesforthesubsequentfinaldesign,environmental,right‐of‐wayandconstructionstepsintheprocess.ThismayincludetheCitystaffadvancingthedesignthroughthenextsteps,hiringofoutsideconsultantstoadvancedesignefforts,and/orperhapsaskingproponentstofundadvancementofdesignelements.FundingforaprojectcanonlybeallocatedoncetheFinalTransportationImprovementProgramisapprovedandtheprojectisreadytomoveforward.
1.5 Step IV: Environmental, Design and ROW Process
StepIVbeginstheprocessofenvironmentalreview,projectdesign,andright‐of‐way(ROW)acquisition(ifnecessary)sothattheprojectcanbeconstructed.Thisprocessinvolvesfourdistinct,buttightlyintegrated,elements: PublicOutreach
EnvironmentalDocumentationandPermitting
ProjectDesign
Right‐of‐wayconfirmation/acquisition
Publicoutreachactivitiesandrequirementsareintegratedwithineachofthetechnicaltasks.Thiscontinualinvolvementwillhelptoensuretheproject’sultimatesuccess.Althoughthetechnicalrequirementsforenvironmental,design,andROWeffortsarepresentedsequentiallyinthisPlan,theseactivitiesareconductedconcurrentlyandina
Section 2 - Chapter 1
Project Development 2.1‐29
coordinatedprocesstoensurethattheultimateprojectisacceptable,constructible,permittable,andaddressesthecustomer’sneeds.Alltheseactivitiesarekeyedtothedesignprocessschedule.
1.5.1 Public Outreach Plan and Requirements for the Environmental, Design, and Right‐of‐Way Process
Continuedpublicoutreachinthedesignandenvironmentalprocessisessentialtomaintainpublicsupportfortheprojectandtoseekmeaningfulinputonthedesignelements.Thispublicoutreachisoftenintheformofrequiredpublichearings,butcanalsoincludelessformaldialogueswiththoseinterestedinandaffectedbyaproposedproject.Atthispointintime,apublichearing,oropportunityforapublichearing,isrequiredforallhighwayprojectsaspartofaprocessthatalsoencouragesavarietyofcitizeninvolvementtechniquessuchasinformalpublicmeetings,briefings,workshops,orcharrettes.Publichearingsarerecognizedformalmeetingsheldatparticulartimesduringtheprojectdevelopmentanddesignphases.APublicHearingisrequiredforanyprojectthat: Requiresadditionalright‐of‐way;
Substantiallychangesthelayoutorfunctionsofconnectingroadwaysorofthefacilitybeingimproved;
Hasasubstantialadverseimpactonabuttingproperty;or
Hasasignificantenvironmental,socialoreconomic,orothereffect.
Anadditionalpublichearingwillbeprovidedwhentherehasbeen: Asignificantchangeintheproposedproject(ordesigndetails);
Identificationofsignificantenvironmental,social,oreconomiceffectsnotconsideredatearlierPublicHearings;
Substantialunanticipateddevelopmentintheprojectarea;and,
Anunusuallylongtimelapse(forexample,morethantwoyears)sincethelastpublichearing.
TherearemanyopportunitiesforpublicmeetingsorhearingsontheprojectthroughouttheprojectdevelopmentprocessasdescribedinSection2‐1.9ofthischapter.Allmeetingsshouldbeheldinaccessiblelocationswithmaterialsrelevanttothemeetingmadeavailableinalternativeformatsuponrequest.
2.1‐30 Project Development
1.5.2 Environmental Documentation and Permitting
Earlyinvolvementbytheprojectproponenttounderstandanddevelopaplanofactiontoaddresstheanticipatedenvironmentalconsequencesoftheprojectisessential.Thiseffortcanalsoshapeamoreenvironmentallyresponsiveandsustainabledesign.Thissectiondescribessomestandardprocedureswhichhelptoidentifyinitialprojectdesignparameters,initiateearlycoordinationwiththecommunitytoidentifyissuesspecifictotheproject,anddefineessentialinformationtoincorporateintothePreliminaryDesigntoinitiateearlyenvironmentalreviews.
1.5.2.1 Early Coordination
Earlycoordinationwithappropriateagenciesbytheprojectproponentshouldbeconducted.Someexamplesinclude: Localenvironmentalboardsandcommissionstoreviewtheprojectareaand
identifyanyspecificissuesorconcerns.
Localhistoricalcommission(s)byrequestingtheirreviewandcommentontheproposedscopeofworkand/oralocusplanshowingprojectlimits
CTDOT
Allcorrespondencefromtheearlycoordinationtasksshouldbedocumented,copiedtokeyprojectparticipants,andmadepartoftheproject’spermanentrecord.
1.5.2.2 Determine Other Applicable Federal, State and Local Environmental Laws and Requirements
Theproponent,ortheirdesignateddesigner,willberesponsibleforidentifyingandcomplyingwithallotherapplicablefederal,stateandlocalenvironmentallawsandrequirements.PreparingandprocessingthisenvironmentaldocumentationshouldoccurconcurrentwiththedevelopmentofthePreliminaryDesignplans.Theprojectproponentshoulddevelopachecklistoftheanticipatedenvironmentaldocumentationandpermitsandscheduleacoordinationmeetingwiththeappropriatepartiestoreviewtheseassumptionsandtheirrequirementsifnecessary.Projectdelayscanbeminimizedbyearlyandon‐goingcoordinationwithFederal,state,andlocalagencieswithjurisdictionbylaworspecialexpertise.
1.5.2.3 Preliminary Submission Environmental Review
TheCitywillevaluatethedatacollectedduringthePreliminaryDesignprocessandtheplanssubmitted.Theywilldeterminewhethertheprojectcanbedesignedtodesireddesigncriteria,orifdesignchangesormitigationplanswillberequiredtoresolveenvironmentalissuesandcommunityconcerns.IftheproposedprojectisunderStatejurisdiction,thentheproponentwillfollowtheOSTAguidelinesandprocess.Similarly,
Before initiating design, the designer should take time to review all prior planning documents and public input received on the project.
Section 2 - Chapter 1
Project Development 2.1‐31
iftheproposedprojectisunderFHWAjurisdiction,thentheproponentwillfollowtheirprocess.
1.5.2.4 Define and Initiate Permit Process
Environmentalclearancesandpermitsshouldbesecuredasearlyoninthedesignprocessasispracticable.WhenusedinthisPlan,theterm"PermitProcess"referstoanyprocessorregulatoryprogramthatinvolvesobtainingapermitorsomeothertypeofsign‐offfromafederal,state,orlocalagency.IdentificationofapplicablepermitsiscompletedpriortothePreliminaryDesignSubmission.Initialcoordination,datagatheringcontinuesthroughoutthedesignprocess.Formalsubmissionofapplicationstoregulatoryagenciesshouldbedoneassoonastherequiredinformationisavailable,butnolaterthantheFinalDesignSubmission.Theprojectproponentisresponsibleforobtainingallrequiredpermits,butmayreceivesupportfromotherparties.
1.5.2.5 Complete Permit Processes
DuringtheperiodfromPreliminarybutnolaterthanFinalDesign,thedesignershouldcompleteandsubmitallnecessaryformsorapplicationstotheappropriateagenciesfortherequiredpermits.
1.5.3 Project Design
Therearegenerallythreemajorphasesofdesign,including: PreliminaryDesign
FinalDesign
Plans,Specifications,andEstimate(PS&E)
Astheprojectmovesintodesign,theprojectdefinedintheProjectPlanningphaseisdevelopedinmoredetailanddesigndocumentsfortheprojectareproduced.Itisimperativethatthedesignerisknowledgeableaboutthecontextoftheproject,abouttheissuesraisedduringplanning,andaboutthedesiresofthecommunity,theCity,andtheregulatoryagenciesconcerningprojectimplementationpriortoinitiatingthedesign.ThedesignprocessshouldcomplywithCityrequirementsand/orStateandFederalrequirementsifapplicable.
1.5.4 Right‐of‐Way
Layoutplans,descriptions,andordersoftakingarerequiredtoestablishhighwayrightofwayforallprojectswhichinvolvelandacquisitions.Allproposedlayoutsmustbeaccuratelycomputed.
2.1‐32 Project Development
Theprocessforacquiringrightofwayoreasementsneedstobeprogressedasthedesignprogresses.
1.5.4.1 Preliminary Right‐of‐Way Plans (Preliminary Design)
Whenlandacquisitionoreasementsareinvolved,thedesignershouldidentifyexistingandproposedlayout(locations)lines,easements,propertylines,cornermarkings,namesofpropertyowners,accesspoints,andthedimensionsandareasofestimatedtakingsandeasementsaspartofthePreliminaryDesign.
1.5.4.2 Preliminary Right‐of‐Way Plans (Final Design)
ThedesignerwillconfirmtheacquisitionsinthePreliminaryROWsubmittalareadequatefortheFinalDesign,orproviderevisedROWPlans.ROWacquisitioninformationshouldbepostedonthepreliminaryROWplanbythedesignerwhenthedesignerobtainstheinformation.
1.5.4.3 Final Right‐of‐Way Plans (PS&E Design)
AftertheLayoutorTakingdocumentsarerecorded,thepreliminaryROWplanwillbecomethefinalROWplan.
Finalize Layout Plans and Order of Taking
AssoonasfeasibleaftertheFinalDesignprojectapproval,LayoutPlansandtheOrderofTakingarefinalizedbythedesigner.
1.5.5 Completion of Environmental Permitting/Design/Right‐of‐Way Process
Theconditionsunderwhichtheprojectdesignandenvironmentalpermittingarecompleteandapprovediswhenalldocumentsnecessarytopublishthebiddocumentsarecomplete.Inadditiontoensuringcompletenessofthedesignandright‐of‐wayprocess,theproponentneedstoensurethatallnecessaryenvironmentalpermitsandclearancesarecomplete.
Step IV Outcomes
Adesignedandpermittedprojectreadyforconstruction.
1.6 Step V: Procurement
Onceadesigniscomplete,theprojectisorganizedwithinaconstructioncontract,andanopeninvitationtobiddersispublishedfollowingapplicableCity,State,andFederalprocurementprocedures.
Section 2 - Chapter 1
Project Development 2.1‐33
1.7 Step VI: Construction
Afteraconstructioncontractisawarded,theproponentandthecontractorwillneedtodevelopaconstructionmanagementplan.Thepermittingagencies,localauthorities,andaffectedmembersofthegeneralpublicneedtobeinformedoftheplan.Theseentitiesshouldalsobenotifiedaschangesinconstructionareasandactivitiesoccurthroughouttheproject.
1.7.1 Public Participation During Construction
Beforeconstructionactivitiesbegin,theproponentandconstructionmanagermustdeterminetheappropriatetypeofpublicnotificationandparticipationneeded.Differentprojectsresultindifferenttypesofdisruptiontotransportationandothernearbyactivities.Forsimpleprojects,includingresurfacing,aminimaldegreeofpublicparticipationmaybeneeded.Forthesetypesofprojects,theproponentshould,ataminimum,notifyabuttersoftheimpendingconstructionactivity.Forcomplexprojects,theproponentmayneedtoscheduleaconstructionmanagementplanmeetingwithabuttersandotherprojectparticipants(localboards,interestgroups,businessassociations,etc.).Atthismeeting,theproponentcandescribethetypesofconstructionactivityneeded,constructionphasing,anddurations.Issuesandconcernsassociatedwiththeconstructionperiodcanbeidentifiedandadjustmentsmadetotheconstructionmanagementprogramtominimizecommunityimpactsasaresult.
1.7.2 Construction Management and Monitoring
Carefulmanagementandmonitoringofconstructionactivitiesisnecessaryformostprojectstoensurethatqualitystandardsaremaintained,environmentalcommitmentshonored,andcommunityexpectationsaremet.
1.8 Step VII: Project Assessment
ProjectAssessmentcanbeusedasatooltofurtherimprovetheprojectdevelopmentanddeliveryprocesses.Althoughcompletionofthisprocesswilldependupontheproponent,threeimportantpiecesofinformationcanbegatheredthroughthisbrief,informalprocess.Theseinclude: Constituentinputintoprojectdevelopmentprocess:
Weretheproponent’sexpectationsforguidance,review,andfeedbackmet?
Wastheprojecttimelinereasonable?
Wasthepublicoutreachprogramfortheprojectappropriateandeffective?
2.1‐34 Project Development
Werecommunityconcernsabouttheprojectaddressedandcommunitycommentsincorporatedintotheplanninganddesignprocesses?
Wereappropriatedesigncontrolsselectedfordeterminingthedesignoutcome?
Wastheprojectconstructioneffectivelymanagedsothatcommunityimpactswereminimized?
Constituentreviewoftheprojectdesignelements
Wastheprojectneedaddressed?
Istheresultingprojectconsistentwithitscontext?
Whatspecificdesignelementsarejudgedtobesuccessfulandrecommendedforfutureprojects?
Whatspecificdesignelementsarejudgedtobeunsuccessfulandshouldbereconsidered,andwhy?
Follow‐upofPunchListitems
Arethereprojectelementsthatstillneedtobecompleted?
Hastheprojectresultedinanysituationsrequiringfollow‐uporadjustmenttomeettheoriginalornewly‐createdprojectneeds?
1.8.1 Public Outreach
Publicoutreachisanticipatedthroughouttheprojectdevelopmentprocesstoensurethattheprojectcontinuestomeetitsintendedpurpose,benefitsfrominputandfeedbackfrominterestedcitizens,localandregionalgroups,andelectedofficials,andmaintainsstrongsupport.Publicoutreachisintegratedintoeverystepoftheprojectdevelopmentprocessdefinedinthischapter.Thisactiveparticipationwillensurearoleforthepublictohelpshapetheprojectthatemergesfromtheprocess.Itisparticularlyimportanttoprovideopportunitiesforpublicoutreachearlyinprojectplanning.
1.8.1.1 Identify Project Constituents
Earlyintheprojectdevelopmentprocess,theproponentshouldconsiderthepublicsupportfortheprojectandtheconstituencythatitserves.Projectconstituentsaregroupsandindividualsthatareinvolvedin,haveaninterestin,orareaffectedbyaproposedproject.Theycaneitherbeformalparticipantsintheprocess,orcanberepresentedbyotherparticipantsintheprocess.Differenttypesofprojectsinvolvedifferentconstituents,anddifferentlevelsofplanningandreview.Projectconstituentsincludesomeorallofthefollowingentities: FederalHighwayAdministration(FHWA)
ConnecticutDepartmentofTransportation(CTDOT)
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MetropolitanPlanningOrganizations
RegionalPlanningAgencies(e.g.SouthwesternRegionalPlanningAgency–SWRPA)
RegionalTransitAuthorities(e.g.NorwalkTransitDistrict,MetroNorthRail)
TransportationProviders(e.gMerritt7Shuttle)
StateandFederalRegulatoryAgencies
NationalParkService
U.S.CoastGuard
OtherStateAuthorities
ElectedOfficials,PublicWorksDepartments,LocalBoards,andCommissions,includingConservationCommission
Facilityusers(commuters,residents,visitorsbyallmodes)
Neighborsandcitizengroups
RegionalIndependentLivingCenter(s)
Advocacyandinterestgroups(suchaslocalpedestrianorbicyclingcommittees,truckingassociations,preservationgroups,etc.)
Privateareabusinesses
Localemergencyresponders
Utilities(includingrailroads)
Regionalwatershedorrivermanagementcouncils
Ataminimum,theproponentshouldcontacttheappropriatelocalplanningandpublicworksstaff,planningcommissionchair,conservationcommissionchair,selectboardchair,andmajorlocalpropertyownersinthevicinityoftheprojectareatohelpdetermineinitialconcernsandissues.TheproponentshouldconferwithCityofficialstodeterminewhichpropertyownersmayhavelegitimateissuesthatshouldbeaddressedbytheproject.Thiseffortwillhelpidentifyimportantlocalgroupssuchasneighborhoodassociations,businessassociations,historicalsocieties,recreationandopenspacecommittees,transportationproviders,andotherswhoshouldbeinformedoftheproject.ItisbettertobeasinclusiveaspossibleearlyintheProjectDevelopmentProcesstoallowthepublictoparticipateandbeaffordedanopportunitytocontributetothedecision‐makingprocessfortheproject.(Itshouldalsobemadecleartoallthoseattendinghowcommentswillbetreatedandhowanyexpectedfollow‐upwillbehandled).Identifyingthelikelypartiesthatmayhaveinterestintheprojectatthebeginningoftheprojectdevelopmentprocesshelpstheprojectproponenttailorthepublicoutreachprogramappropriately.Theprojectproponentshoulddefineapublicparticipationplan
2.1‐36 Project Development
attheoutsetofeachstepoftheprojectdevelopmentprocess.ToolsavailableforthisoutreacharedescribedinSection1.9.3.
1.8.1.2 Public Outreach Approach
Thelevelofinterestandroleofthepublicvarieswidelybyprojecttypeandcomplexity.Differenttypesofprojectsarelikelytoelicitdifferentlevelsofcommunity,resourceagency,andlocalboardinterest.Theseprojecttypesaregroupedintosystempreservationprojects,andsystemimprovementorexpansionprojectswithguidanceprovidedontheappropriatelevelofpublicoutreach,asexplainedfurtherinthefollowingparagraphs.Theprojectproponentshouldcarefullyconsiderthebest‐suitedapproachtopublicoutreach,dependinguponthecomplexityoftheproject.Somegeneralapproachestoincreaseawarenessofaprojectandsolicitinputaredescribedbelow: NotificationofAbutters—Projectproponentsforallprojects,otherthanroutine
maintenance,should,ataminimum,notifyabuttersoftheconstructionprogramanticipatedanditspotentialimpactstopropertyand/oroperations.Thiscanbeinformallydonethroughneighborhoodflyersorposters,throughnewspapernotices,ormoreformallydonebycertifiedmail.
NotificationofUtilities—Projectproponentsshouldnotifyutilitiesoftheconstructionprogramanticipatedanditspotentialimpactstotheirservicesoroperations.Itisimportanttonotifyutilitiesevenforroutineresurfacingandrehabilitationprojectstocoordinateanyplannedutilitywork.Thisisespeciallytrueforanoverlay,sincepavementlifeisshortenedconsiderablyfollowingautilitycut.
CommunityNotification—Asprojectsbecomemorecomplex,disruptive,andoflongerduration,notificationshouldbemadetothecommunityasawholeusingthepublicoutreachtoolsdiscussedinthenextsection.Thiscommunitynotificationhelpstoincreaseknowledgeoftheprojectanditspotentialconstruction‐relatedimpacts.Beyondsimplenotification,theproponentshouldactivelyinvolveabutters,specificlocalinterestgroups,andutilitiestogetagoodcross‐sectionofpeopletoparticipate.
EarlyInvolvementofLocalBoardsandCommissions—Theproponentshouldconsiderinvolvinglocalboardsandcommissionsattheoutsetoftheproject.Thisinvolvementcanhelptheproponentidentifyissuestheprojectislikelytofaceandcanhelptheproponentgaugethetypeofadditionaloutreachactivitiesthatmaybemostappropriateiftheprojectproceeds.Outreachtolocalboardsandcommissionscanalsobehelpfulforcomplexmaintenanceandresurfacingprojects.ItissafertonotifyallCitydepartments/boardsofaproject’sscopebeforemuchdesignworkisstartedtominimizelaterconcernsorneedsforprojectchanges.
EarlyLocalIssuesMeeting—Anearlylocalissuesmeetingisimportantforprojectswheretransportationfacilitiesarebeingsubstantiallymodified,expanded,
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orreplaced.Itisrecommendedthatthismeetingbewidelyadvertised,asdiscussedbelow.Thismeetingprovidesaforumforprojectconstituentstomaketheirconcernsknownbeforeacourseofactionisdetermined.Forstraightforwardprojects,thisearlylocalmeeting,coupledwithlateropportunitiesforpublichearingsduringdesignandpermitting,maybesufficient.Formorecomplexprojects,severalearlylocalissuesmeetingsmaybenecessary.
PublicForumsorHearingsatSeveralStagesofPlanningandDesign—Asprojectcomplexitycontinuestoincrease,thepublicparticipationshouldincludeseveralopportunitiesforpublicinvolvementduringtheplanninganddesignphasesinadditiontotheearlylocalissuesmeetingdescribedabove.Targetedmailingscanbeusedtogenerateinterestandensurethatconcernedpartiesarecontacted.Keymilestoneswherepublicinvolvementisespeciallyimportantincludealternativesanalysisduringtheplanningprocess,atkeydesignmilestones,oriftheprojectelementschangesubstantiallyduetoincreasingrefinementofthedesign.Detailedmeetingminutesarerecommendedforeachsession.
ActiveCommunicationaboutProjectProgress—Inadditiontointeractivepublicforums,activecommunicationaboutprojectprogressishelpfulformaintainingconsensusandkeepingprojectconstituentsinformedabouttheprojectstatus.Severaladditionaltoolsforcommunicatingprojectprogressarehighlightedinthefollowingsection.
FormationofanAdvisoryTaskForce—Anadvisorytaskforceofprojectconstituentscanbeparticularlyhelpfulformaintaininginvolvementfromaconsistentgroupofindividuals,representingacross‐sectionofinterestsintheproject.Thisformalizedtypeofpublicoutreachisgenerallyreservedformorecomplexprojectswithawiderangeofalternatives,benefitsandpotentialimpacts.Inalmostallcases,formationofanadvisorytaskforcedoesnotreplacetheneedfortheotherpublicoutreachapproachesdescribedabove.Typically,taskforcesareadvisorybodiesthatofferinputtotheprocessandsuggestrecommendations.
1.8.1.3 Public Outreach Tools
Therearemanyaspectsofpublicoutreachassociatedwithtransportationprojectsincluding: Informingconstituentsofapotentialproject;
Activeparticipationofprojectconstituentsinplanninganddesign;
Formalizedpublicmeetingsandhearings;and
Communicationabouttheprogressofaproject
Withineachoftheseaspects,therearevariousoutreachtoolsavailablewhichservedifferentpurposesandtargetdifferentaudiences.Thesetoolsareapplicablethroughouttheprojectdevelopmentprocess.
2.1‐38 Project Development
Thefirststageinpublicoutreachistomakepeopleawareofapotentialproject.Legalnoticesaloneareineffectiveatinformingthecommunityaboutupcomingprojectmeetings.Theprojectproponentshouldconsideradditionalwaystocommunicatetheopportunitytoparticipateinthetransportationprojectdevelopmentprocess,suchas: Localnewspaperarticlesoreditorialletters
Noticestolocalboards,committees,andlocaladvocacygroups
Postersatcivicbuildingsorchurches,orinneighborhoods
Localcabletelevisioncommunityeventcalendars
Acommunitywebsitepostingorcommunity‐widemailing
Pressreleasestomediaoutlets
Acommunity‐widemeetingnoticeornewslettermailing(oremail)
Flyerstoprojectabutters
Notethattherearesomepublichearings,oropportunitiesforpublichearings,thatarerequiredtobeheldforlegalreasons.Forexample,theFHWArequiresPublicHearingsforFederal‐Aidhighwayprojectsaspartofaprocessthatalsoencouragesavarietyofcitizeninvolvementtechniquessuchasinformalpublicmeetings,briefings,andworkshops.Publichearingsarelegallyrecognizedformalmeetingsheldatparticularstagesoftheprojectdevelopmentprocess.Someenvironmentalorresourceagencypermitsorclearanceprocessesalsorequirepublichearings.Allpublicmeetingsandhearingsshouldbeheldinfacilitiesthatarefullyaccessibleforpeoplewithdisabilities,andnoticesaboutthesemeetingsshouldusetheInternationalSymbolofAccessibilitytoindicatethatthelocationisaccessible.Handoutmaterialsavailableinalternativeformats—Braille,largeprint,and/oraudiocassette—aswellasotheraccommodations(signlanguageinterpreters,CARTreporters,etc.)shouldbeindicatedinthemeetingnoticesalongwithspecificallyhowtorequesttheseaccommodations.Formalenvironmentalanddesignhearingsaresometimesineffectiveinelicitingcommunityconcernsandaddressingindividualissues.Otherwaystocommunicatewiththoseinterestedinoraffectedbyprojectsinclude: PublicMeetings—informalgatheringsofdesigners,officials,andlocalcitizensto
shareanddiscussproposedactions.Thesemeetingsprovideanopportunityforinformal,lessstructuredconversationsaboutaproject,thedesignelements,anditspotentialbenefitsandimpacts.
OpenHouses—mechanismsforinterestedpartiestogathermoredetailedinformationonaproject.Openhousesfacilitatethediscussionofparticulardetails
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Project Development 2.1‐39
ofinteresttoindividualsmoreeffectivelythantraditionalhearingsorpublicmeetings.
WorkshopsorCharrettes—smallergroupsthatfacilitateproblemsolvingarounddesignissuesforwhichseveraloptionsareavailableandthebestsolutionisunclear.
OtherCommunicationToolsthatareeffectiveinprovidinginformationtothepublicandsolicitingtheirinputinclude:
Newsletters—provideaforumformeetingnotificationandperiodicupdatesonprojectstatusanddecisions.Newsletterscaneitherbetraditionallymailedorelectronicallytransmitted.
Websites—allowfrequentupdatesofprojectstatus,enablinginterestedpartiestoreviewmaterialsontheirownschedule,andfacilitatecorrespondenceofquestionsandresponses.
ProjectInformationBoards—illustrateprojectdetailsandprovidecontactinformationattheprojectsitefacilitatinginvolvementinotherformsofoutreach.
Successfulpublicmeetingsrequiregoodadvancecommunicationsandcoordinationwithcommunityleaders,electedofficials,theRegionalPlanningAgencies,andCTDOTbeforehandinordertosettheagendaandestablishtheframeworkforappropriatefollow‐upandcontinuedcommunication.Theproponentshouldworkcloselywithlocalandregionalofficialsonmeetinglogistics,includinglocation,time,andformat.