"... identifies strategies that have been successfully used to expedite the planning and environmental review of transportation and some nontransportation projects within the context of existing laws and regulations. The report also identifies 16 common constraints on project delivery and 24 strategies for addressing or avoiding the constraints. While the strategies and constraints are associated with planning and environmental review, many of the strategies are also applicable to design and construction. Results of SHRP 2 Report S2-C19-RR-1 have been incorporated into the Transportation for Communities-Advancing Projects through Partnerships (TCAPP) website."--Provided by publisher.

The Virginia Department of Transportation's (VDOT's) project development process (PDP) directs how construction projects are developed. The purpose of this study was to evaluate the manner in which operations is currently considered throughout the PDP and to identify opportunities to expand and enhance the consideration of operations such that the outcome is a more efficient and effective roadway system. The term operations refers to the safe, efficient, and effective movement of traffic on the highway system. Overall, the PDP is working well with regard to addressing traffic engineering issues. The project team process is valuable in reviewing and developing plans. Although there is some variety in the manner in which TE staff participates in the PDP across regions, there is consensus that the process is most effective when TE staff members are involved regularly and throughout the process. A blend of flexibility to account for the uniqueness of projects and project teams and consistency in the application of the basics of the PDP is important. Communication among all PDP team members is a critical component of the process. The resolution of recommendations brought by any team member needs be documented and disseminated to all team members. Checklists used to ensure that all issues have been addressed are not currently universally employed but are considered valuable in instances where team members are new to the process or the team desires the additional structure checklists provide. Clear procedures for dispute resolution are needed to improve the PDP process when consensus cannot be reached on recommendations. Recommendations are offered for improving the operations aspect of the PDP, including providing a description of role and responsibilities of the TE staff in the PDP, providing guidance as to who has responsibility and accountability for TE and safety-related items in the plans, reviewing the process for establishing a schedule and budget to make certain that adequate time is provided for project development and reviews with a focus on program management, and examining the opportunity to begin the PDP concurrent with the end of the planning process.

FTA and FHWA have initiated a series of joint Enhanced Planning Reviews (EPRs) to assess the impact of the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA) on the planning processes conducted by the transportation agencies serving metropolitan areas. The EPRs also are intended to determine the effects of planning on transportation investment processes. The EPR for the Washington, DC metropolitan area included federal site visits on December 12 and 13, 1994 and February 14 and 15, 1995. At the conclusion of the visit the federal team presented preliminary observations and recommendations to the local agencies taking part in the review. This final report describes the EPR in detail and provides summary conclusions as well as a complete set of observations and recommendations.

Describes highway project planning and design process to meet Federal requirements in consideration of social, economic, and environmental effects.