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ODOT’sPublic Involvement Process
and CSD/CSS
Directed by NEPA USDOT agencies required to develop and implement a
Public Involvement (PI) process Communities have a vested interest in shaping
transportation decisions Stakeholders and the public are part of the
decision-making process Address potential impacts to quality of life and day-
to-day activities
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Why Public Involvement?
…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 ProcessPresented 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 ProcessPresented 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 ProcessPresented by the Ohio Department of Transportation
Legal Requirements
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
CEQ Regulations
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
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
FHWA Regulations
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
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
FHWA Regulations
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
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…
Ohio Law
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
On Federal-Aid projects that require significant amounts of ROW
The layout or function of connecting roadways or the facility being improved is substantially changed
Substantial adverse impacts on abutting properties Significant social, economic, or environmental (SEE)
impacts in which FHWA determines a Public Hearing is in the best interest of the public
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
When is PI Conducted?
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 ProcessPresented by the Ohio Department of Transportation
Benefits of PI
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 ProcessPresented by the Ohio Department of Transportation
Creates Value…
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 SpringTraining – May 2014
ODOT’s Renewed PI Process
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Communication Early and often
Proactive engagement Obtain alternate viewpoints Balance public and project interests Reduce and/or resolve controversy
PI Focus Areas
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Path 1, Path 2, and Non-Complex Path 3 Path 1 and Path 2 do not require a PI Plan
As appropriate for Non-Complex Path 3 PI meetings typically not required Internal ODOT consultation may be needed Environmental, Real Estate, etc. Stakeholder consultation and PI activities are
project dependent Maintenance of Traffic concerns Minor local controversy
PI and ODOT’s PDP
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Complex Path 3, and Path 4 and Path 5 PI Plan required Adjusted as project progresses PI activities correspond with decision-making
milestones Stakeholder consultation
Separate Meetings May be Focus Groups, Workshops Public Meetings and/or Public Hearings
PI and ODOT’s PDP
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
PI activities continue after approval of the environmental document Provide status updates Manages controversy Specific PI Section 106, Noise, etc.
PI and ODOT’s PDP
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Those potentially affected by a project Directly or indirectly/positively or negatively Have a “stake” in the success or failure of a project
Individuals Non-profit public or private organizations Elected Officials Businesses Federal & State Agencies Sponsor Agency
Stakeholders
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Stakeholders are considered an asset to the Project Management Team
Consulted early in the process Ongoing involvement depends on the type and
complexity of project and the need for input Assemble stakeholder groups at the beginning
Define Roles and Responsibilities Define Membership Rules Develop Communication Protocols
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Stakeholders
Outlines decision-making process and strategic PI objectives
Issues relevant to a project’s success Identifies stakeholders Identifies means and methods of disseminating
information Identifies appropriate outreach efforts/activities Identifies decision makers Identifies staff, budget, and other pertinent resources
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Public Involvement Plan
Public Notificationvs.
Public Involvement
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
One-way communication Basic Easily understood
Travel Advisories Project updates Updates on planned projects
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Public Notification
Two-way communication Provides feedback Interactive Concerns, Ideas, Opinions are heard and
addressed
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Public Involvement
Provide a viable message Encourage participation Provide appropriate materials and information Means of distribution that reaches EVERYONE,
including the traditionally underserved Social Media Project Website News Outlets Newsletters Flyers/Mailers
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Communication Strategies
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 PDPMay 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
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
Open House Public Meetings
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Identify decision-makers Define when decision points will occur Define how recommendations for each decision will
be reached Determine how stakeholders and the public will be
consulted for each decision needed Determine how recommendations and comments
will be conveyed to decision-makers
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Managing the PI Process
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 talkabout how we approach decisions….
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Effective Decision-Making
Inform & Advise
Decide
Decision-Making Flow ChartSouthwestern Warren County Transportation Study
Advisory CommitteeAdvisory Committee
Key Influencers- Leader Interviews
Key Influencers- Leader Interviews
Other StakeholdersOther Stakeholders
General PublicGeneral Public
CommissionersCounty Engineer
MPOODOTFHWA
CommissionersCounty Engineer
MPOODOTFHWA
Study TeamStudy Team
Study & Recommend
Defining Roles in the Decision-making Process Manages Expectations
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
There is no single correct action, set of actions, activities or techniques that will always guarantee
successful Public Involvement Communicate early and often
Be flexible Every project is unique – be ready to adapt
Carefully identify potential stakeholders
Develop trust and credibility
Successful Public Involvement
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Solicit opinions and ideas from stakeholders and the public
Share and exchange information Ensure all state and Federal PI regulations are met Cooperatively discuss, consult, coordinate and
negotiate issues and areas of disagreement
Successful Public Involvement
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
SEND THE RIGHT MESSAGE
Successful Public Involvement
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
DO NOT INVITE CONTROVERSY
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Successful Public Involvement
Section 106 Noise Abatement/Air Quality for Conformity Environmental Justice Community Impacts Streams/Wetlands – Relocations and Fills Section 4(f)
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Other PI Considerations
Convey the need for a project in a manner that is easily understood
Provide reasonable access to technical and policy information used in project development
Provide adequate notice of PI activities and for all public review and comment opportunities
Consider and provide adequate response to public input received during planning and development
PI Standards
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
PI Plan (if required) Stakeholder Meeting Minutes Property Owner Notification Letters Notification/Advertisement of PI activities Press Releases and/or News Articles Summary of all PI activities Comments received, along with response provided
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
CE Documentation
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
EA/EIS Documentation
Context Sensitive Solutions (CSS)
Context Sensitive Design (CSD)
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Involves a collaborative, interdisciplinary approach in which stakeholders, citizens and agencies are part of the planning and design team
CSS/CSD Definition
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Thinking Beyond the Pavement Place Sensitive Design
The above terms mean the same thingA Context Sensitive Outcome is soughtA Context Sensitive Process is followed
CSS/CSD
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
CT, KY, MN, UT, MD, & FHWA Federal Lands Staff awareness training Project management training Technical training Management and re-organization initiatives Development of PI tools and techniques Changes in design policy Applications to project development Outreach to other state DOT's
FHWA’s Pilot State Program
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Considers Purpose & Need of a transportation project, and then addresses equally:
Safety Mobility Preservation Aesthetics Cultural Resources Community values
A collaborative, interdisciplinary approach in which citizens and agencies are part of the design team
Context Sensitive Approach
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Address the transportation need Safe, Financially Feasible, Implementable
An asset to the community that is accepted by stakeholders and adds value to the community
Compatible with the natural and built environments Implemented with minimal impacts and is
aesthetically appropriate
CSS/CSD Principles
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Culture Change CSD/CSS is a customer focused initiative Work processes and procedures
Policies (funding, approaches) Emphasis on Project Management Technical skill set improvements Information and asset management
Organizational Needs for Successful Implementation of CSD/CSS
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
A new process used for a specific project
A change from ODOT’s PDP
A “fancy” way to conduct PI
CSS/CSD is NOT…
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Review of Literature Phone/personal interviews Visits to Pilot States Synthesis of documents and
studies Collection of Case Studies Development of ‘Best
Practices’ Guide and CD
NCHRP Report 480 Documents ‘Best Practices’ for CSD/CSS
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
A Framework for AchievingContext Sensitive Solutions
Positional Basedvs.
Interest Based
Effective Decision-Making
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Starts with the solution Parties propose solutions to one another until they
hit upon one that is somewhat acceptable to both of them
Positional Based
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Starts with developing and preserving the relationship
Parties educate each other about their needs and then jointly problem solve
“The Orange”
Interest Based Decision-Making
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
INTERESTSProcedural Psychological
Substantive
Triangle of Satisfaction
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 aneffective decision-making process
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
No Flexibility Directive No Participation May have a basis in law or regulation
Level One Decisions
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Stop signs are red Interstates are fully controlled access Drive on the right hand side of the road
Level One Examples
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Minimal flexibility Directive May have a basis in adopted policy or standard
Level Two Decisions
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
12-foot lanes Right on red Minimum interchange spacing
Level Two Examples
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
There is flexibility Collaborative effort May have a basis in guidance or best practice
Level Three Decisions
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Project Definition and Scope Range of Alternatives Preferred Alternative Maintenance of Traffic Construction Scheduling
Level Three Examples
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Ultimate in flexibility
Collaborative effort
Joint Ownership
Level Four Decisions
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Color of noise walls PI techniques Others?
Level Four Examples
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Aesthetic Design Initiative created to improve the aesthetic appearance of transportation projects
Goal is to improve the “look” of the transportation system
Work with community members and local stakeholders to learn about their concerns
Plan projects with those concerns in mind
Design Aesthetics
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
The basic unit of design is the corridor Highways are seen as corridors (setting) more so
than by their individual parts (bridges, landscape)
Successful Design is when all the parts fit and are compatible with their surrounding (CSD)
Success relies on inter-disciplinary teams with broad range of expertise
ODOT’s Aesthetics Guidelines suggest techniques to assist the design team
Design Aesthetics Principles
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Evaluate needs from a contextual perspective Define Corridor Type Establish an Inter-disciplinary Project Team Community engagement
Corridor Vision
Developing a Corridor VisionThe Aesthetic Design Process
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Is facility visible to the traveler? Is facility a significant part of the visual scene? Who has significant views of the facility? What local or regional standards apply? Is the project part of something bigger? Will creating a vision for the corridor support
current and future projects?
Project Needs
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Gateway
Urban High Density
Urban Low Density
Corridor Types
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Suburban
Rural
Scenic
Corridor Types
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Unified design for a corridor requires a vision The vision integrates the visual and functional goals
of the project and inspires and unifies design decisions
Corridor Vision
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Goal is to include all affected and interested parties
CSS/CSD can be part of PI Plan
ODOT’s PI Manual provides guidance on how to incorporate PI into the PDP
Community Involvement
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Pattern and Color Texture and Relief Landscape Retaining Walls Noise Walls Bridges Lighting Signing
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Aesthetic Design Elements
Rural Corridors Colors follow ODOT Standards Urban color choices can be influenced by
the surroundings Patterns and Textures add visual
interest and provide surface variations and shading reducing the scale of an object
Random and natural work best against natural backgrounds
Geometric and figurative work best against man-made backgrounds
Color, Pattern, Texture, Relief
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Improves appearance of a transportation projectODOT Landscape Guidelines, L&D
Manual Volume, Vol. 1 Plant materials can satisfy both
aesthetic and maintenance criteriaRoadside Use of Native Plants
(FHWA ep-99-014)The Native Plants of Ohio (OSU
Ext. Office’s Bulletin 865, 1998)
Landscape
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
TechniquesContinuous, even or curvilinear finished top line along entire length – finished coping or sill treatment is preferredPattern, color, texture- relieve monotony and minimize irregularitiesLandscaping – helps blend walls into the environment
Both Pattern/Color/Texture and landscaping may be different on
the highway and community sides
Retaining and Noise Walls
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Layout can have a profound effect on overall appearance
Number of spans, location of abutments, and span lengths are decisions made early in the design process
Important to consider scale, proportion and balance as seen from predominant vantage points
Designer can adapt structure (within limitations) to accommodate aesthetic and other contextual considerations
Bridges – Structural Layout
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Certain structural elements can be varied to achieve different visual effects
Columns Piers Parapet Walls
Bridges – Structural Elements
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Consideration should be given to selecting from a range of design materials and methods to achieve a more desirable product
Steel Girders vs. Concrete Beams Continuous Girders vs. Simple spans Concrete Slab Bridges Haunched Girders
Bridges – Methods and Materials
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Consistency within a corridor is important Differences in fixtures, arms and poles will be
obvious and distracting Color poles/luminaries to be consistent with
design concept for corridor or blend into the environment
Decrease visual clutter for a smooth and coordinated appearance Eliminate pole arms Minimize variety and number
Lighting - Placement and Type
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Design lighting to complement the structures – not as an afterthought Material, color and finish of poles and hardware
should complement the structure Set poles in relation to major structural features Avoid exposed conduit
Lighting - Bridges
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Goal of providing information must be balanced with minimizing clutter and improving information delivery
Design considerations similar to lighting - consistency, clutter reduction, and complementing roadway and structural elements
Signage Placement
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Reconstruction of cloverleaf system interchange for improved
safety and capacityCSS Features
70 km/h ramp design speeds fit available R/W
Vertical alignment fits terrain and saves cost
Architectural treatments celebrate Dayton’s heritage
Lessons Learned Establish CSD Criteria
IR-70/IR-75 Montgomery County, Ohio
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Every Project Has a Context CSS/CSD Applies Everywhere
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Utilize and manage diverse technical resources Integrate environmental and engineering tasks Incorporate proactive PI Consider multiple alternatives Maintain open line of communications Comprehensive decision-making process Document all decisions
Key CSS/CSD Elements
Managing the Environmental & Project Development Process Presented by the Ohio Department of Transportation
Planning & Design Public Involvement Manual Aesthetics Guidelines Environmental Commitments Access Management Manual Location & Design Manual
Construction Environmental Commitments Innovative Contracting
Managing the Environmental & Project Development ProcessPresented by the Ohio Department of Transportation
Tools for Success