CHARGE FROM EXECUTIVE SESSIONS:
Bring the improvements made in integrating planning and NEPA in Project Development (Project Analysis) to the Planning & Programming Process |
Strengths of
Existing Process |
Shortcomings of
Existing Process |
Strategies/Actions |
Priority |
Benefits |
Responsible Person(s) |
Action Date |
| Many good processes and activities are being pursued to facilitate collaboration and seamlessness |
- Many agencies and other parts of the agency are not aware of them
- Lack of understanding of other agencies'/departments' roles, responsibilities, processes and regulations/requirements
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Develop a "technical exchange" program using techniques such "brown bag" seminars
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No ability to affect land use decisions affecting transportation performances/Investments |
Identify and scope out the types of tools that can provide the means to present consequences of incremental land use decisions to the land use and transportation decision makers |
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| GDOT planning has a planning process in place that develops problem statements and initial alternatives and identifies viable projects for development/NEPA; screens out non-viable projects |
GDOT planning conducts smaller studies largely "in-house" with limited public and resource agency collaboration |
- Resources agencies to provide their goals/objectives and key issues to transportation planning/project development groups so these can be used/considered in planning level activities
- Identify and scope out the types of tools to screen projects in key resources areas at the planning level:
- Determine needs/uses
- Explore what others have done
- Identify available data bases/needed data bases
- Establish functionally
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Working group:
GDOT
FHWA
ARC |
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- Limited non-planning technical staff involvement in GDOT planning
- GDOT Planning needs to be involved in more transitional activities in subsequent project phases; avoid loss of institutional knowledge & support of planning decisions;
- Involvement of specialized services
- Capture decisions made in planning (better hand off to subsequent departments)
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- Develop a better transition of knowledge from planning phase — especially the "findings" study
- Develop a project/program knowledge management tool:
- Project history
- Findings
- Status — current PM, funding, process stage
- Location previous phase files/information
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For complex/sensitive projects, no measure of effectiveness/sustainability of GDOT planning process/decision |
- Planning groups develop project status/change tracking mechanism
- Continue support to ARC's Breaking Ground Report
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Multimodal solution are not always appropriately considered |
No Action |
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Changing politics affect project priorities, schedules and projects |
Develop project identification and selection process based on needs |
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| ARC is incorporating environmental and other factors into planning |
Resource agencies are not "at the table" |
Transportation agencies provide regular updates to resource agencies on status of major projects |
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Smaller MPOs do not have the resources for a more collaborative processes
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- Develop relationship with local groups (non-profit groups, local agencies, etc.) to participate in process
- Include MPO in GDOT/resource agencies coordination meetings
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| Reasonably robust public involvement program/plans |
Public comments not being advanced from one phase/agency to the next |
Develop clearinghouse for capturing/disseminating project files as it moves from one phase to next; Involve Office of Communications |
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Public involvement process has discontinuities from one phase to the next/does not appear seamless to public |
Use project file clearinghouse |
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Subsequent phases learning from earlier phases of the public involvement process (information/tools) |
Use clearinghouse |
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Insufficient education/awareness of meaning/purpose of planning-level public involvement activities |
Develop some materials/tools to explain/educate public on involvement role in planning level activities
Training on effectively using tools/materials |
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Not hearing from full spectrum of interest |
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