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2011 Research Advisory Committee July 27, 2011 Jeff Heilman, Parametrix , Inc.

Expediting Planning and Environmental Review of Transportation Projects. 2011 Research Advisory Committee July 27, 2011 Jeff Heilman, Parametrix , Inc. Outline. Research Intent and Methods Case Study Approach Causes of Delay (Constraints) Expediting Strategies Expediting Assessment Tool

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2011 Research Advisory Committee July 27, 2011 Jeff Heilman, Parametrix , Inc.

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  1. Expediting Planning and Environmental Review of Transportation Projects 2011 Research Advisory CommitteeJuly 27, 2011Jeff Heilman, Parametrix, Inc.

  2. Outline Research Intent and Methods Case Study Approach Causes of Delay (Constraints) Expediting Strategies Expediting Assessment Tool Questions/Discussion

  3. Intent of the Research Identify causes of project delay (phases from long range planning to NEPA and permitting) Look for successful strategies in transportation and other sectors Describe expediting strategies Make products useful to practitioners

  4. Research Approach • Literature search • Past research • Award programs • Various federal and state programs • Identify expedited transportation EISs • Identify other successful case studies • Interviews • Evaluate the expediting strategies

  5. Observations on Literature Review Expediting literature dominated by Transportation sector Content of existing literature: • Descriptions of causes and case studies • Gap: Less information on specific strategies • Gap: Lack of accessibility Can major projects actually be expedited?

  6. Case Studies • IdentifyConstraints • Select Project for Case Study • ID & DescribeExpeditingStrategies • 13 case studies • Geographic distribution • Mostly large projects and programs • Lessons Learned • Sources

  7. What do we mean by Constraints? • Constraints are factors that lead to delay • Conditions • Actions • Direct or indirect causes

  8. What are the Constraints to Expediting? • Avoiding policy decisions through continual analysis • Conflicting resource values • Difficulty agreeing on impacts or mitigation • Inability to maintain agreements • Ineffective internal communication

  9. What are the Constraints to Expediting? • Inefficient Section 106 consultation • Inordinate focus on singular issue • Insufficient public engagement or support • Issues arise late in process • Lengthy review/revision cycles • Negative or critical coverage from the media

  10. What are the Constraints to Expediting? Relocation process delays Revising past decisions Shortage of dedicated staff Slow decision making Stakeholder controversy and opposition Unusually large or complex project

  11. Defining the Constraints • Leading and lagging indicators • Example : Constraint 7: Inability to Maintain Agreements Leading indicators • Poorly defined decision-making structure and process • No clear champion or convener • Agreements not being clearly documented Each constraint linked to strategies

  12. The search for the Silver Bullet

  13. Expediting Strategies • Requires • Picking the right tool • Skillful implementation • Approach • Mix of • Well known • Relatively new • Unique applications Source: Scienceblog.com

  14. Expediting Strategies 24 Strategies Organized in Six Groups • Improve internal coordination and communication • Streamline decision-making • Improve resource agency involvement and collaboration • Improve public involvement and support • Demonstrate real commitment to the project • Coordinate work across phases of delivery

  15. Constraints by Stage of Delivery

  16. Strategy Factsheets • Strategy Definition • Phase and decision points applied • Effectiveness, Risks, Benefits • Examples or Citations • Applicability

  17. Strategy Examples Category: Improve internal coordination and communication Strategy #20: Risk assessment Category: Streamline decision-making Strategy #2: Decision Council Category: Demonstrate Real Commitment Strategy #24: Upfront Environmental Commitment

  18. Strategies:Improve Internal Coordination and Communication

  19. Strategy #20: Risk Assessment Purpose • Identify/ manage risks that can delay project or raise costs What it is • Risk definition: Uncertain events with positive or negative effect on project objectives (scope, schedule, budget, quality) • Systematically identify, assess and predict risks • Develop risk responses; monitor and update • Take actions to reduce the probability or impact of a risk Schedule Effects • Increases schedule predictability; reduces surprises

  20. Strategy: Risk Assessment Cost Effects • Adds a line-item to project budgets • Substantial cost savings when risks are mitigated Risks • Does not cause any substantive new risks Other Benefits • Builds broader internal understanding and trust • Better predictability builds external relationships Applicability/Transferability • Transferable, on a program or large project basis • Models available: Caltrans, WSDOT

  21. Strategies:Streamlining Decision-making

  22. Strategy #2: Decision Council Purpose • To expedite and improve high-level decision making • Improve durability of those decisions • Reduce delaying conflict; improve resolution of conflicts What it is • Leadership level representatives from key agencies • Regular “decision meetings” with focused agendas • Clear organization, structure and process Schedule Effects • Faster high-level decisions • Demonstrated commitment can speed other decision-making and inter-agency coordination

  23. Strategy: Decision Council (continued) Cost Effects • Minimizing delay reduces costs • Opportunity costs for leadership members Risks • Reduces most risks; adds some risk if council doesn’t deliver • Forced decisions can increase risk of reopening Other Benefits • Can help build transparency • Can help build relationships and trust Applicability/Transferability • For larger, controversial or high priority projects • Highly transferable but customize to fit project and agencies • Independent facilitator may be critical

  24. Strategies:Demonstrate Real Commitment

  25. Strategy #24: Upfront Environmental Commitments Purpose: • to avoid delays from protracted debate on environmental impacts and mitigation What it is • Early and substantial commitment to environmental protection, restoration, mitigation Schedule Effects • Reduces negotiation and other process delays • Allows faster decision-making

  26. Strategy: Upfront Environmental Commitments (continued) Cost Effects • May increase direct mitigation costs • Reduces costs associated with process and delay Risks • Precedent of providing more mitigation than regs require • Violate avoidance, minimization requirements Other Benefits • Improved relationships; improved project image Applicability/Transferability • Highly transferable • Early funding commitments may not be allowed in some states

  27. Using the Information:Website and Expediting Assessment Tool

  28. Access to the Information Narrative Intro Index • Strategies • Constraints Expediting Assessment

  29. Expediting Assessment Tool This Expediting Assessment tool identifies the causes of project delay, and identifies specific strategies you can use to address these causes and expedite project and program delivery.

  30. Entering the Expediting Assessment

  31. 3.2 There is considerable concern or conflict regarding the project’s adverse effects.

  32. Select the type of output you want from your survey results • Constraints • Severity of Constraints • Strategies to address the constraints

  33. C-2 Conflicting resource values Medium Strategies to address the constraint Facilitation to align expectations upfront Interagency dispute resolution process Leveraging planning during NEPA Performance standards Planning level environmental screening criteria Regional environmental analysis framework

  34. Strategy Factsheet • Strategy Definition • Phase and decision points applied • Effectiveness, Risks, Benefits • Examples or Citations • Applicability

  35. Other Lessons and Observations • Expertise vital, but being open to new approaches just as important • Commit to and prioritize implementation • Many of the successful case studies: • Deliberately identified their key schedule risks • Implemented strategies to address those risks • Monitored progress and adjusted as needed

  36. Next Steps • TRB publish report summer 2011 • Integrate findings on TCAPP website summer 2011 • www.transportationforcommunities.com

  37. Contact Information Jeff Heilman, Principal Investigator • jheilman@parametrix.com • 503-341-6241 Steve Andrle, Chief Program Officer, SHRP 2 Capacity • sandrle@nas.edu • 202-334-2810 Links • SHRP 2 website: www.TRB.org/SHRP2 • SHRP 2 email list: www.TRB.org/SHRP2/News • SHRP 2 Capacity web page: www.TRB.org/SHRP2/Capacity • Transportation for Communities: Advancing Projects through Partnerships (TCAPP)http://www.transportationforcommunities.com/

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