Recently, FHWA put on a webinar entitled "Transportation Planning 101: The Role of Resource and Regulatory Agencies in Transportation Planning." The purpose of the webinar was to describe how statewide and metropolitan transportation planning works. The presentation was a good basic overview of transportation planning from the perspective of the Federal Highway Administration (FHWA).
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
This document discusses project management (PM) and its relevance for students at the School of Public Policy (SPP). It defines PM as the allocation and utilization of resources to achieve objectives within a specified time period. The document outlines key PM knowledge areas like integration, scope, time, cost, quality, human resources, and communications management. It argues that PM skills are valuable for SPP students due to the interdisciplinary nature of fields like sustainability and green technology. Mastering PM prepares students to participate in and analyze interdisciplinary project teams.
The document provides information about a 5-day training course titled "Project Management for Results" taking place from February 22-26, 2010 in Arlington, VA. The training will cover key project management methodologies and techniques based on the Project Management Body of Knowledge. Attendees can earn up to 35 PDUs and learn how to define and plan projects, track project progress, manage budgets and scope, and close out projects successfully. The course agenda outlines the daily sessions and topics to be covered such as developing project estimates, creating work breakdown structures, and risk management.
This 5-day training event provides 35 PDUs and 30 CPE credits and teaches the latest project management methodologies according to the PMBOK to help participants define and plan major projects, track and manage projects with greater accuracy, define project goals and successfully complete project requirements, remain within project scope, and manage and report project data and enhance performance. The training covers topics such as project initiation, organization, infrastructure, estimation, scheduling, budgeting, resource management, and project plan optimization. Attendees include project managers, program managers, PMPs, procurement managers, and IT specialists.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It explains the goals of the SBIR program as defined by Congress and lists the government agencies that participate. The document outlines NASA's strategic management approach to the SBIR program and process.
This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
This document discusses project management (PM) and its relevance for students at the School of Public Policy (SPP). It defines PM as the allocation and utilization of resources to achieve objectives within a specified time period. The document outlines key PM knowledge areas like integration, scope, time, cost, quality, human resources, and communications management. It argues that PM skills are valuable for SPP students due to the interdisciplinary nature of fields like sustainability and green technology. Mastering PM prepares students to participate in and analyze interdisciplinary project teams.
The document provides information about a 5-day training course titled "Project Management for Results" taking place from February 22-26, 2010 in Arlington, VA. The training will cover key project management methodologies and techniques based on the Project Management Body of Knowledge. Attendees can earn up to 35 PDUs and learn how to define and plan projects, track project progress, manage budgets and scope, and close out projects successfully. The course agenda outlines the daily sessions and topics to be covered such as developing project estimates, creating work breakdown structures, and risk management.
This 5-day training event provides 35 PDUs and 30 CPE credits and teaches the latest project management methodologies according to the PMBOK to help participants define and plan major projects, track and manage projects with greater accuracy, define project goals and successfully complete project requirements, remain within project scope, and manage and report project data and enhance performance. The training covers topics such as project initiation, organization, infrastructure, estimation, scheduling, budgeting, resource management, and project plan optimization. Attendees include project managers, program managers, PMPs, procurement managers, and IT specialists.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It explains the goals of the SBIR program as defined by Congress and lists the government agencies that participate. The document outlines NASA's strategic management approach to the SBIR program and process.
This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
The document summarizes a five-day training course on project management. The course will teach project managers methods for defining and planning projects, tracking project progress, managing budgets and schedules, and successfully executing and closing out projects. Each day covers key phases of project management according to the Project Management Body of Knowledge and focuses on techniques like developing work breakdown structures and project charters, estimating costs, creating schedules and budgets, and monitoring project performance.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
This document discusses performance monitoring and evaluation. It outlines 12 components of a functional M&E system including structure and organization, human capacity, partnerships, plans, advocacy, routine monitoring, periodic surveys, databases, supervision, evaluation, and using information. Monitoring tracks performance against targets while evaluation assesses completed projects and answers specific questions. Impact evaluations assess program effectiveness and attribution by comparing outcomes to a counterfactual scenario.
Strivent Service Offerings Differentiators Web 2 9John Streit
The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
Large engineering and construction programs require the owner and his program manager to undertake more expansive stakeholder programs than what might be traditionally experienced even on the largest single construction projects. This more expansive approach is driven by the growth in scale and complexity often represented by these programs but also by the fact that different constituencies and stakeholder groups may have different views and interests as it relates to the various projects comprising the program.
For example, the decision to minimize certain construction impacts by constructing modules at a remote location may run counter to local job creation objectives of another constituency or regional labor organization.
In undertaking stakeholder management in large programs it is necessary for the program manager to undertake a structured process and equally important, ensure that the roles, responsibilities and efforts on individual projects meet program standards and objectives and are well coordinated.
This paper describes a six step process and a typical apportionment of responsibilities between the owner/program manager and the project contractors.
This presentation talks about the basics of transportation planning. The transportation jargons that are used like ROW, Carriage way etc. It also talks about the Road hierarchy, Intersections, Road Capacity and Level of Service.
San Francisco Transportation Plan Overview - Fall 2010SanFranciscoTA
The San Francisco County Transportation Authority is updating the city's 25-year transportation plan to address changing conditions and priorities. The plan will establish goals for all modes of transportation through 2035. It will identify transportation needs and recommend projects to improve mobility, environmental quality, and economic competitiveness while creating a more livable city. Public input is being gathered to develop the draft and final plans over the next two years.
This design report summarizes the plans for a new interchange on Interstate 90 (Exit 31A) located between the existing exits 31 and 32 in Oneida County, New York. A traffic impact study was conducted and found increased traffic congestion on local roads warranting the new interchange to improve transportation. The proposed interchange design includes connecting Judd Road and Westmoreland Road to I-90. A new toll plaza will also be constructed. Sustainability and accessibility standards will be met. Cost estimates and a construction schedule have been developed.
The document discusses approaches for designing roadways in a context sensitive manner to improve safety and accommodate all users. It focuses on determining a suitable target speed for a particular roadway section based on the surrounding context. The goal is to reduce speed differentials between vehicles, pedestrians, bicyclists and other modes to improve safety. It provides references and guidance from organizations like ITE and AASHTO.
Transportation: Inspiring a Sustainability Action AgendaBarry Wellar
The slides in this presentation are for of a keynote address at the 2011 Sustainable Community Summit, Ottawa, Canada. My assignment is “To promote and guide discussion into the barriers and solutions associated with achieving the transportation element of a sustainable community.” As context for the discussion of barriers and solutions to achieving sustainable transport, I begin by explaining why I use “Inspire” in the title. I then list a dozen of my reports in which I examined various issues associated with sustainable transport, and another set of reports in which I previously discussed barriers and solutions to achieving sustainable transport in the City of Ottawa. The final context remark is to remind/inform attendees, and viewers of this presentation, of the ten reports from the project, Methodologies for Identifying and Ranking Sustainable Transport Practices in Urban Regions, which was undertaken for Transport Canada in 2008-2009. Emphasis then turns to two conditions which must be met in order to achieve the transportation component of a sustainable community. First, simultaneously reduce the number of trips made by private motor vehicles, and increase the number of trips made by walking, cycling, and transit. And second, actions are explicitly designed and methodologically implemented to increase transportation system flexibility. The presentation is concluded by a number of slides illustrating how the sustainability of a transportation system is determined by the combinations of transportation system outputs that are demanded by citizens, businesses, and government agencies, and the modes of transportation used by citizens, businesses, and governments to achieve those outputs. In the open forum to follow the presentation, Summit attendees will be asked for words of wisdom, guidance, and motivation to INSPIRE a sustainable transportation transformation across Ottawa, Ontario, and beyond.
The document discusses how the ITE/CNU Guide for Walkable Streets can support Elgin, Illinois' plans to create more walkable and transit-oriented development. It outlines Elgin's vision for downtown and mixed-use centers, and how the guide differs from conventional traffic engineering approaches by being context-sensitive and emphasizing networks over arterials. Two challenges to implementing walkable streets in Elgin are discussed: the city's conventional network design that limits intersections, and standards requiring long blocks on arterial roads. Adopting the ITE/CNU guide's recommendations could help Elgin overcome these challenges.
This document contains a list of locations in the United States that have implemented roundabouts in series with short or one block or less separation between the roundabouts. The locations include Windermere, FL, Honore Ave in Sarasota, FL, Avon, CO, University of Nebraska in Lincoln, NE, Sedona, AZ, CHEEKTOWAGA, NEW YORK, Brighton, MI, MALTA, NEW YORK, State Highway 145/USH 41/USH 45 Corridor in Richfield, WI, and I-94 and Pabst Farms Corridor in Oconomowoc, WI.
1. The document discusses sustainable development planning for large regeneration projects. It emphasizes community leadership, long-term thinking, and considering impacts beyond project boundaries.
2. A sustainability checklist is presented as a tool for evaluating projects against criteria like climate change, resources, and placemaking.
3. Case studies are described that used the checklist and focused on conservation of historic features, use of native plants, and protecting local biodiversity like the black redstart species.
Lessons 19-22 for Grad Course on CSS (from UTCM Report #08-14-03 "Making Mobility Improvements a Community Asset: Transportation Improvements Using Context-Sensitive Solutions")
Urban transportation systems redesigning main streetJulianne Crawford
Serving both Houston’s Medical District and Rice University, the section of Main Street between Cambridge Street and University Boulevard has a high demand for drivers; however, the street is not equipped to handle such a high capacity, and is constantly afflicted by traffic and delay during rush hour times. There are three major concerns that we will seek to address: (1) Traffic backed into the intersections during rush hour necessitates the stationing of traffic guards to override the traffic signals and moderate traffic flow; (2) The frequency with which cars exit from the 6 parking garages exacerbates the already heavy congestion as they attempt to merge into oncoming traffic; and (3) Un-synced and, what we felt were, unnecessary lights prevent traffic from moving through this area smoothly and efficiently.
Our primary goals and considerations when re-designing Main Street were as follows: (1) Redesign and/or re-work the existing system of intersections and parking garage exits to maintain a smooth flow of traffic using only traffic signals and no outside moderation, even during rush hour times when traffic flow is particularly high; (2) Prioritize and ensure that cars, pedestrians crossing the street, and buses moving through this area can all travel to their final destinations with minimum delay; and (3) Remain mindful of the limited space within which redesigning Main Street must occur, and the fact that this section of Main Street does face peak times of need during which more stress will be placed on the system. In the remainder of this report, we will address how we came to our proposed re-design alternatives to meet each of these goals.
See what a kid think that how we are destroying our beautiful world...this is time to take action....
Plz help to Save this beautiful home..
Go Green, Go Public (ATPA)
Link And Place A Guide To Street Planning And Design By Prof Peter JonesEngineers Australia
This document discusses an approach called "Link and Place" for planning and designing streets that considers their dual functions as movement conduits (Links) and destinations (Places). It advocates balancing the needs of different street users through a matrix that assigns streets both a Link and Place level. This leads to tailored design solutions and allows streets to have varying priorities over time. The approach was applied successfully in Freiburg to improve conditions for pedestrians, cyclists and trams. It also helped reduce traffic flows in Trafalgar Square by lowering its Link priority relative to its high Place status. Stakeholder engagement is important to incorporate public concerns and foster ownership of schemes.
This document discusses elements of livable street design that promote walking and biking. It identifies common elements like sidewalks, bike lanes, trails, and crosswalks. Vehicle speed is noted as the most important factor for user comfort and safety, and roadway design determines vehicle speeds. The document explores considerations for livable street design like safety, comfort, accessibility, and convenience. It provides examples of livable street design elements from Peoria, Illinois.
The document discusses context sensitive solutions (CSS) for designing major urban thoroughfares to be more walkable. It proposes CSS principles for planning, outlines a design framework considering context zones and street types, and provides guidance on roadside, traveled way, and intersection design tailored to land use and community objectives. The recommendations are intended to help transportation professionals design streets that balance safety, mobility, and the surrounding community.
The document summarizes a five-day training course on project management. The course will teach project managers methods for defining and planning projects, tracking project progress, managing budgets and schedules, and successfully executing and closing out projects. Each day covers key phases of project management according to the Project Management Body of Knowledge and focuses on techniques like developing work breakdown structures and project charters, estimating costs, creating schedules and budgets, and monitoring project performance.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
This document discusses performance monitoring and evaluation. It outlines 12 components of a functional M&E system including structure and organization, human capacity, partnerships, plans, advocacy, routine monitoring, periodic surveys, databases, supervision, evaluation, and using information. Monitoring tracks performance against targets while evaluation assesses completed projects and answers specific questions. Impact evaluations assess program effectiveness and attribution by comparing outcomes to a counterfactual scenario.
Strivent Service Offerings Differentiators Web 2 9John Streit
The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
Large engineering and construction programs require the owner and his program manager to undertake more expansive stakeholder programs than what might be traditionally experienced even on the largest single construction projects. This more expansive approach is driven by the growth in scale and complexity often represented by these programs but also by the fact that different constituencies and stakeholder groups may have different views and interests as it relates to the various projects comprising the program.
For example, the decision to minimize certain construction impacts by constructing modules at a remote location may run counter to local job creation objectives of another constituency or regional labor organization.
In undertaking stakeholder management in large programs it is necessary for the program manager to undertake a structured process and equally important, ensure that the roles, responsibilities and efforts on individual projects meet program standards and objectives and are well coordinated.
This paper describes a six step process and a typical apportionment of responsibilities between the owner/program manager and the project contractors.
This presentation talks about the basics of transportation planning. The transportation jargons that are used like ROW, Carriage way etc. It also talks about the Road hierarchy, Intersections, Road Capacity and Level of Service.
San Francisco Transportation Plan Overview - Fall 2010SanFranciscoTA
The San Francisco County Transportation Authority is updating the city's 25-year transportation plan to address changing conditions and priorities. The plan will establish goals for all modes of transportation through 2035. It will identify transportation needs and recommend projects to improve mobility, environmental quality, and economic competitiveness while creating a more livable city. Public input is being gathered to develop the draft and final plans over the next two years.
This design report summarizes the plans for a new interchange on Interstate 90 (Exit 31A) located between the existing exits 31 and 32 in Oneida County, New York. A traffic impact study was conducted and found increased traffic congestion on local roads warranting the new interchange to improve transportation. The proposed interchange design includes connecting Judd Road and Westmoreland Road to I-90. A new toll plaza will also be constructed. Sustainability and accessibility standards will be met. Cost estimates and a construction schedule have been developed.
The document discusses approaches for designing roadways in a context sensitive manner to improve safety and accommodate all users. It focuses on determining a suitable target speed for a particular roadway section based on the surrounding context. The goal is to reduce speed differentials between vehicles, pedestrians, bicyclists and other modes to improve safety. It provides references and guidance from organizations like ITE and AASHTO.
Transportation: Inspiring a Sustainability Action AgendaBarry Wellar
The slides in this presentation are for of a keynote address at the 2011 Sustainable Community Summit, Ottawa, Canada. My assignment is “To promote and guide discussion into the barriers and solutions associated with achieving the transportation element of a sustainable community.” As context for the discussion of barriers and solutions to achieving sustainable transport, I begin by explaining why I use “Inspire” in the title. I then list a dozen of my reports in which I examined various issues associated with sustainable transport, and another set of reports in which I previously discussed barriers and solutions to achieving sustainable transport in the City of Ottawa. The final context remark is to remind/inform attendees, and viewers of this presentation, of the ten reports from the project, Methodologies for Identifying and Ranking Sustainable Transport Practices in Urban Regions, which was undertaken for Transport Canada in 2008-2009. Emphasis then turns to two conditions which must be met in order to achieve the transportation component of a sustainable community. First, simultaneously reduce the number of trips made by private motor vehicles, and increase the number of trips made by walking, cycling, and transit. And second, actions are explicitly designed and methodologically implemented to increase transportation system flexibility. The presentation is concluded by a number of slides illustrating how the sustainability of a transportation system is determined by the combinations of transportation system outputs that are demanded by citizens, businesses, and government agencies, and the modes of transportation used by citizens, businesses, and governments to achieve those outputs. In the open forum to follow the presentation, Summit attendees will be asked for words of wisdom, guidance, and motivation to INSPIRE a sustainable transportation transformation across Ottawa, Ontario, and beyond.
The document discusses how the ITE/CNU Guide for Walkable Streets can support Elgin, Illinois' plans to create more walkable and transit-oriented development. It outlines Elgin's vision for downtown and mixed-use centers, and how the guide differs from conventional traffic engineering approaches by being context-sensitive and emphasizing networks over arterials. Two challenges to implementing walkable streets in Elgin are discussed: the city's conventional network design that limits intersections, and standards requiring long blocks on arterial roads. Adopting the ITE/CNU guide's recommendations could help Elgin overcome these challenges.
This document contains a list of locations in the United States that have implemented roundabouts in series with short or one block or less separation between the roundabouts. The locations include Windermere, FL, Honore Ave in Sarasota, FL, Avon, CO, University of Nebraska in Lincoln, NE, Sedona, AZ, CHEEKTOWAGA, NEW YORK, Brighton, MI, MALTA, NEW YORK, State Highway 145/USH 41/USH 45 Corridor in Richfield, WI, and I-94 and Pabst Farms Corridor in Oconomowoc, WI.
1. The document discusses sustainable development planning for large regeneration projects. It emphasizes community leadership, long-term thinking, and considering impacts beyond project boundaries.
2. A sustainability checklist is presented as a tool for evaluating projects against criteria like climate change, resources, and placemaking.
3. Case studies are described that used the checklist and focused on conservation of historic features, use of native plants, and protecting local biodiversity like the black redstart species.
Lessons 19-22 for Grad Course on CSS (from UTCM Report #08-14-03 "Making Mobility Improvements a Community Asset: Transportation Improvements Using Context-Sensitive Solutions")
Urban transportation systems redesigning main streetJulianne Crawford
Serving both Houston’s Medical District and Rice University, the section of Main Street between Cambridge Street and University Boulevard has a high demand for drivers; however, the street is not equipped to handle such a high capacity, and is constantly afflicted by traffic and delay during rush hour times. There are three major concerns that we will seek to address: (1) Traffic backed into the intersections during rush hour necessitates the stationing of traffic guards to override the traffic signals and moderate traffic flow; (2) The frequency with which cars exit from the 6 parking garages exacerbates the already heavy congestion as they attempt to merge into oncoming traffic; and (3) Un-synced and, what we felt were, unnecessary lights prevent traffic from moving through this area smoothly and efficiently.
Our primary goals and considerations when re-designing Main Street were as follows: (1) Redesign and/or re-work the existing system of intersections and parking garage exits to maintain a smooth flow of traffic using only traffic signals and no outside moderation, even during rush hour times when traffic flow is particularly high; (2) Prioritize and ensure that cars, pedestrians crossing the street, and buses moving through this area can all travel to their final destinations with minimum delay; and (3) Remain mindful of the limited space within which redesigning Main Street must occur, and the fact that this section of Main Street does face peak times of need during which more stress will be placed on the system. In the remainder of this report, we will address how we came to our proposed re-design alternatives to meet each of these goals.
See what a kid think that how we are destroying our beautiful world...this is time to take action....
Plz help to Save this beautiful home..
Go Green, Go Public (ATPA)
Link And Place A Guide To Street Planning And Design By Prof Peter JonesEngineers Australia
This document discusses an approach called "Link and Place" for planning and designing streets that considers their dual functions as movement conduits (Links) and destinations (Places). It advocates balancing the needs of different street users through a matrix that assigns streets both a Link and Place level. This leads to tailored design solutions and allows streets to have varying priorities over time. The approach was applied successfully in Freiburg to improve conditions for pedestrians, cyclists and trams. It also helped reduce traffic flows in Trafalgar Square by lowering its Link priority relative to its high Place status. Stakeholder engagement is important to incorporate public concerns and foster ownership of schemes.
This document discusses elements of livable street design that promote walking and biking. It identifies common elements like sidewalks, bike lanes, trails, and crosswalks. Vehicle speed is noted as the most important factor for user comfort and safety, and roadway design determines vehicle speeds. The document explores considerations for livable street design like safety, comfort, accessibility, and convenience. It provides examples of livable street design elements from Peoria, Illinois.
The document discusses context sensitive solutions (CSS) for designing major urban thoroughfares to be more walkable. It proposes CSS principles for planning, outlines a design framework considering context zones and street types, and provides guidance on roadside, traveled way, and intersection design tailored to land use and community objectives. The recommendations are intended to help transportation professionals design streets that balance safety, mobility, and the surrounding community.
This document provides an introduction to the guide "Moving Sustainably: Guide to Sustainable Urban Transport Plans". It outlines the challenges cities face related to urban transport and the need for Sustainable Urban Transport Plans (SUTPs) to address these challenges. It describes the two main components of a SUTP - the planning process and the plan itself. It also introduces the structure and contents of the guide, which is based on experiences from 12 cities in the BUSTRIP project.
This document outlines the benefits of using public transportation to reduce traffic jams and air pollution while saving money. It discusses how public transportation can help alleviate traffic by providing alternatives to driving, notes the economic benefits of affordable daily fares compared to fuel and vehicle costs, and explains how less traffic and pollution creates a more sustainable environment. The conclusion recommends public transportation as a solution and asks if the reader has any other questions.
Grade separators are transportation infrastructure that allow different transportation axes like roads, railways, and footpaths to cross without disrupting traffic flow. They work by aligning intersections at different heights using bridges, tunnels, or a combination. Common types include overpasses, underpasses, stack interchanges, cloverleaf interchanges, and single-point urban interchanges. While grade separators improve traffic flow, they are also very expensive to construct and can be unpopular due to their large size and impact on surrounding areas.
This document discusses public transportation and its impacts. It is introduced that public transportation includes various modes like air, road, rail, and water transport that are available for use by the general public and run on scheduled timetables. Some benefits of public transportation are that it saves time and money, protects the environment, improves health, and saves land use. However, there are also some inconveniences like crime, loss of personal space, and time issues. The document envisions future improvements and technologies for public transportation.
This document provides an overview of principles and tools for sustainable economic programming. It discusses:
1. The key principles of programming including defining objectives, strategies to meet objectives, and indicators to measure progress.
2. The programming logic including analyzing the current situation, developing strategies and priorities, and outlining implementation arrangements.
3. Programming tools for analysis like SWOT and problem trees, and for structuring programs like the logical framework approach. The logical framework includes objectives, assumptions, indicators, and helps ensure objectives are consistent and progress can be measured.
This document provides an overview of programming concepts and tools used for sustainable economic development planning. It discusses principles of programming such as defining objectives, strategies, and indicators. Two key tools are analyzed in depth: SWOT analysis to identify strengths, weaknesses, opportunities, and threats, and logical framework analysis to structure the hierarchy of objectives, assumptions, indicators, and activities. The document uses examples to demonstrate how these tools can be applied at both the program and project levels of development planning.
This document provides an overview of monitoring and evaluation (M&E), including basic definitions, key concepts, and how to establish an effective M&E system. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, essential components of an M&E system including indicators and baselines, and the purpose and benefits of M&E. The document also covers monitoring tools and templates, who conducts and uses M&E information, and different types of monitoring like process, effect, and monitoring significant change.
The document provides an overview of the Detroit Executive Service Corp's strategic planning retreat and process, which helps non-profit organizations develop strategic plans to address operational challenges and plan for the future, and includes discussing why strategic plans are important, the strategic planning model and workflow, conducting internal and external audits, identifying key strategic issues and objectives, and developing action plans.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
4.2 enabling independence through care at home joint improvement teamPublicSectorConference
This document discusses home care re-ablement, an approach to home care that aims to maximize independence and quality of life for service users. It outlines several key benefits of this approach, including improved outcomes for service users, reduced ongoing care needs, and cost savings. Several studies and initiatives are cited that demonstrate positive results from implementing home care re-ablement, including reduced care hours needed and sustained independence for many service users over time. The document provides an overview of the process for redesigning home care services based on a re-ablement model.
These slides provide the basis for a workshop that teaches the key points of the Strategic and Implementation Planning Model created by Ethan Sanders and me.
The document discusses project management best practices. It recommends:
1) Following standard procedures like planning, requirements management, and change control to improve chances of success.
2) Building a best practices library of methods from past projects and using tools to store and reuse artifacts and plans.
3) Referring to standards like PMBOK as guides but tailoring procedures based on each project's needs.
The document provides updates on the Governance of Forests Initiative (GFI) including fundraising efforts, development of tools and analysis, collaboration with other organizations, and REDD+ research and advocacy work. Key areas discussed include seeking funding from German and Norwegian development agencies, creating guidance manuals and indicators for forest governance assessments, partnering with the FAO and World Bank on benefit sharing and safeguards, and engaging with the UNFCCC, UNREDD, and FCPF on REDD+ policy.
1. Project Cycle Management (PCM) is an approach adopted by the European Commission in 1992 to design and manage projects based on the Logical Framework Approach.
2. The project cycle includes identification, formulation, preparation and appraisal, commitment, implementation, and evaluation and audit phases.
3. During the identification and formulation phase, project ideas are developed and feasibility is assessed to determine if a formal proposal should be prepared.
This document provides guidance on developing a project management methodology using a traditional phased approach. It outlines 10 steps across the initiate and plan stages, including creating a project charter, developing a work breakdown structure, and establishing plans for scheduling, budgeting, risk management, change management, communications, and procurement. Templates are provided to complete each step and develop a formal project plan. The overall goal is to help users create a customized methodology for managing projects within their organization.
The document outlines the steps for conducting practical business process reengineering (BPR). It begins with pre-project preparation and project kick-off. Next are steps to design the current ("as-is") and future ("to-be") business models, study legal impacts, conduct a gap analysis, develop HR manuals and policies/procedures. The final steps are to plan and implement the future processes, and manage organizational change. Key activities include documenting processes, developing process maps, and analyzing gaps between current and future states to drive improvements.
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
This two-day training forum provides up to 12 CPE credits and focuses on improving organizational outcomes through performance management and program evaluation in social services. Attendees will learn how to connect performance measures to strategic goals, evaluate program efficiency and quality, and build an effective performance management system. The agenda covers topics such as developing outcome measures, strategy measures, and performance evaluation best practices. Speakers will provide case studies and guidance on implementing performance systems under the Obama administration.
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
This document provides an overview of e-services project planning and implementation essentials. It discusses key topics such as the definition of e-governance and e-services, requirements for successful e-services, and the major steps in the project lifecycle including strategic planning, analysis, and implementation. The strategic planning step involves defining objectives and priorities. Analysis includes requirements documentation, RFP preparation and evaluation. Implementation consists of system design, testing, training, and post-implementation monitoring. Key terminologies like SLA, QoS, and use cases are also defined.
The document summarizes Golden Gate University's SF Remodel Project - Phase 7, which focuses on master planning and programming. The project scope involves assessing current and future facility needs, advising on infrastructure, and providing conceptual design direction. Key objectives include a facility needs analysis, infrastructure assessment, revising the institutional master plan, and conceptual programming for the university library and administrative/support areas. The MKThink process will measure current conditions, identify opportunities, develop strategies and plans, test prototypes, and implement projects according to scope, schedule and budget.
This document provides information about a two-day training forum on improving organizational outcomes through performance management and program evaluation for social services. The training will be held on June 18-19, 2009 in Washington, DC and will provide up to 12 CPE credits. Attendees will learn how to connect measures to strategic goals, evaluate efficiency and quality, and build a performance management system. The training will cover topics like developing outcome measures, strategy measures, and best practices in performance measurement and evaluation under the Obama administration.
Monitoring and evaluation are essential processes for controlling projects and programs by systematically collecting and analyzing information during implementation and assessing whether objectives are achieved, which allows managers to identify successes or issues and make timely adjustments to ensure effective and efficient realization of plans in response to needs. Both monitoring and evaluation compare actual performance to targets but monitoring is ongoing to facilitate corrective actions while evaluation periodically assesses overall impact, effectiveness, and efficiency. Proper monitoring and evaluation systems include clearly defining management structures, objectives, indicators, information needs, and responsibilities for ongoing review and assessment.
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
Similar to Transportation Planning 101: The Role of Resource and Regulatory Agencies in Transportation Planning (20)
This document provides a summary of Census Bureau business surveys, censuses, and programs by geography and NAICS sector. It shows which surveys collect data at the national, state, metro area, county, place, and ZIP code levels. It also indicates which surveys cover specific sectors such as manufacturing, retail trade, health care, and others. The tables allow users to determine what data is available for different geographies and industries.
The document provides data on housing units authorized by state and metropolitan area in the United States in 2018. The top three states were Texas (15% of total units), Florida (11%), and California (9%). The top three metropolitan areas were Dallas (63,893 units), Houston (57,288 units), and New York City (49,692 units). The data comes from the 2018 Annual Building Permits Survey conducted by the U.S. Census Bureau.
This traffic report for 900 E 11th St in Austin, TX was prepared for Best Texas BBQ on August 19, 2019 by Cubit. It provides 24-hour average daily traffic count estimates for 2019 from Kalibrate Technologies' TrafficMetrix data, but does not include the actual counts, which would cost an additional $50.
An example of a Demographic Data Report for a Neilsen designated market areas or DMAs. These reports contain basic demographics (i.e. population, race, income, etc.). They are print-ready PDF documents with colorful graphs that you can easily include in your presentations and final reports. This option is a typically good fit if you need demographics for a handful of DMAs.
Example Citations and Notes for Custom Data PullsKristen Carney
This document provides citations and notes for data from the 2007-2011 American Community Survey conducted by the U.S. Census Bureau. It includes citations for data on characteristics like sex, age, ethnicity, education, poverty, income, and employment status. Notes provide information on the survey methodology, data accuracy, and definitions of terms.
Making Sense of the Census
On August 2nd, Ryan Robinson, the chief demographer for the City of Austin gave this presentation to the Hacks and Hackers group.
The presentation includes an overview of the kinds of data the Census gives us, how the data sets differ and the limitations that causes, how the data is used differently by various organizations, as well as look at some of the great work done using Census data.
Detailed notes from this presentation can be found here: http://www.cubitplanning.com/blog/2011/08/demographics-of-austin-texas-2010/
Walkable neighborhoods have higher vacancy rates than their surrounding cities.
Read more here: http://www.cubitplanning.com/blog/2011/06/walkable-neighborhoods-housing-vacancy-rates-census-2010
The document compares vacancy rates in 20 walkable neighborhoods to the overall vacancy rates in their surrounding cities. It shows that for all cities surveyed, the walkable neighborhoods had lower vacancy rates than the city as a whole, with an average vacancy rate of 8.9% for walkable neighborhoods versus 13.6% for the cities overall.
Here are the last 1312 tweets sent by 203 urban planners between April 10th through April 13th during the American Planning Association's 2011 Conference. To get more information about urban planning trends, check out the blog post here: http://www.cubitplanning.com/blog/2011/04/urban-planning-trends-2011/
This document provides a concise cheatsheet on basic Twitter functions for conference attendees. It defines and provides examples of tweets, replies, retweets, direct messages, followers, following, and hashtags - the essential elements of interacting on the Twitter platform. The cheatsheet is intended to help novice Twitter users understand common Twitter terminology and practices.
The document provides information on several free tools for using Twitter more effectively, including tools to find people tweeting in your local area, schedule tweets, track retweets, measure traffic from Twitter, get more retweets by timing tweets effectively, and clean up your Twitter followers. It recommends stopping by the volunteer Twitter help table at the APA 2011 Conference for assistance with Twitter questions.
Census 2010 Redistricting Data for Phoenix Park in Maricopa County, ArizonaKristen Carney
This is a sample Census 2010 Redistricting Data Report for Phoenix Park in Maricopa County, Arizona. You can get this data in seconds via Cubit's web app. Try Cubit for free for 7 days here: http://www.cubitplanning.com
New TxDOT ENV Processes To Reduce Time to Deliver Projects by 50%Kristen Carney
This presentation was presented at the CTAEP February meeting and is titled "FHWA Every Day Counts Initiative and Related TxDOT Efforts". The presenter was Dianna Noble, Director of TxDOT’s Environmental Affairs Division.
You can check out my notes on the presentation here: http://www.cubitplanning.com/blog/2011/02/txdot-env-processes-to-reduce-time-to-deliver-projects-by-50/
For more great presentations like this one, check out Austin's Central Texas Association of Environmental Professionals: http://ctaep.wordpress.com/
How To Get People to Read Your Emails SoonerKristen Carney
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document provides population change data from the U.S. Census from 1910-2000 expressed as percentages. It shows population changes for the United States, regions of the country, and individual states. The population grew fastest in the West and South between 1910-1950, with growth rates between 13-64%. States like California, Florida, and Texas saw especially large increases, above 30% in several decades.
This presentation was put on by Susan Price from FireCat Studio and myself (Kristen from Cubit) last Friday as part of the Texas Chapter of the American Planning Association's Planning Services Track, Technology and Planning Session in San Antonio.
A synopsis of the session is as follows. Community planning has traditionally been a written report with few images. Is your local government organization effectively using internet to communicate with its citizenry? How do you find suitable services for providing the information and effectively move your plans to the internet? Citizens and public leaders are asking for more information and analysis. The traditional planning report cannot provide this data in a manageable format. There is a need to present this information in geospatial format, data base and provide web access. This session provides a discussion of web-based presentation of planning data and introduction to software that provides analysis of this data, with possible projections based on the data analysis.
Additional information is here: http://www.cubitplanning.com/blog/2010/10/local-government-social-media/
This map is an excellent example of a TIF zone that isn't contiguous (or all of the TIF areas aren't touching each other).
For more Texas Land Use Trends, check out this blog post: http://www.cubitplanning.com/blog/2010/10/texas-land-use-trends/
This document provides guidance about Limited English Proficiency (LEP) from the US Department of Transportation and the Federal Highway Administration.
This is an informational copy of the US Census 2010 Form.
You can check out a quick blog post about Census Long Forms versus Census Short Forms here: http://www.cubitplanning.com/blog/2010/09/census-2010-long-form/
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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Forrester’s Digital Transformation Framework
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Gartner’s Digital Transformation Framework
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2. Presenters
Mary E. Gray Theresa Hutchins
Federal Highway Administration Federal Highway Administration
Office of Project Development Office of Planning
and Environmental Review
2
3. Purpose of Webinar
Describe how statewide and
metropolitan transportation
planning works:
• The role that resource and
regulatory agencies play within
planning
• Identify opportunities for
successful engagement
3
4. Intended Audience
• U.S. Fish & Wildlife
• NOAA Fisheries
• BLM/ Forest Service
• U.S. Environmental
Protection Agency
• Tribes
• U.S. Army Corps of Engineers
• State Historic Preservation Offices
• State DOT(s)/ FHWA
4
5. Interactive Poll
How would you
rate your
familiarity with the
transportation
planning process?
5
6. What is Transportation Planning?
Transportation planning:
• Establishing a vision
• Demonstrating influence
or impact of demographics
• Assessing future
opportunities and
challenges
• Identifying short and long-
term options
6
9. Laws and Regulations
• 23 USC 134/135 :
Requires statewide and
metropolitan
transportation planning
• 23 CFR 450 :
Describes the general
transportation planning
process
9
10. SAFETEA-LU
• Emphasizes environmental, tribal, and land
management agency consultation
• Establishes funding levels for each year
• Includes natural and human
environmental considerations
• Emphasizes security
• Requires states to consult with
local officials
10
11. Planning Regulations Pertaining to Agency
Involvement and Collaboration
• Consultation with agencies during development
of long-range transportation plans
• Consideration of conservation plans, maps, and
inventories of natural
or historic resources
• Discussion of potential
environmental mitigation
activities
11
12. The Transportation Process
Visioning &
Goals Objectives
Monitoring & Performance
Regional Measures
Agencies
Tribal
Project States
Government
Development Need
& Operation
MPO
The User/
Special Interest
Identification
Public Groups
Program Federal Private
Development Government Sector
Alternatives
Legal
System
Plan Approval Analysis &
Evaluation
12
13. Key Participation Points in the Planning Process:
Vision & Goals
Visioning &
Goals Objectives
Monitoring & Performance
Measures
Project
Development Need
& Operation Identification
Program
Development Alternatives
Plan Approval Analysis &
Evaluation
13
14. Objectives and Performance Measures
Visioning &
Goals Objectives
Monitoring & Performance
Measures
Project
Development Need
& Operation Identification
Program
Development Alternatives
Plan Approval Analysis &
Evaluation
14
15. Problem Identification and Alternatives
Visioning &
Goals Objectives
Monitoring & Performance
Measures
Project
Development Need
& Operation Identification
Program
Development Alternatives
Plan Approval Analysis &
Evaluation
15
16. Selection, Analysis, Evaluation, and Decision-making
Visioning &
Goals Objectives
Monitoring & Performance
Measures
Project
Development Need
& Operation Identification
Program
Development Alternatives
Plan Approval Analysis &
Evaluation
16
17. Arkansas' Ecoregion-Based Approach to Wetlands
Mitigation
• Ecological
connectivity
• Prevention of
further
environmental
fragmentation
17
18. Plan Approval and Programming
Visioning &
Goals Objectives
Monitoring & Performance
Measures
Project
Development Need
& Operation Identification
Program
Development Alternatives
Plan Approval Analysis &
Evaluation
18
20. Project Development, Operation, and Monitoring
Visioning &
Goals Objectives
Measure &
& Performance
Monitoring
Measures
Project
Development Need
& Operation Identification
Program
Development Alternatives
Plan Approval Analysis &
Evaluation
20
21. Role of Federal Agencies in Transportation
Planning
• FHWA and FTA
• Approve the STIP
• Assist the State DOT with
planning oversight
• U.S. Environmental
Protection Agency
• Bureau of Indian Affairs
21
22. Role of State DOTs in Transportation Planning
• Prepare and maintain
Long-Range Statewide
Transportation Plan
• Develop Statewide
Transportation
Improvement Program
• Involve the public
• Other duties
22
23. Key Products of Statewide Transportation
Planning Process
Long-Range Statewide Transportation Plan (LRSTP)
• Policy statements
• Covers at least 20 years
• Developed in consultation with Tribes and local governments
• Public involvement
• Updated periodically
Statewide Transportation Improvement Program (STIP)
• 4-year list of priorities
• Fiscally constrained by year
• Updated at least every four years
• Approved by FHWA and FTA
23
24. Role of the Metropolitan Planning
Organization in Transportation Planning
• An MPO is a decision-
making body made up of
representatives from
local government and
transportation agencies
with authority and
responsibility in
metropolitan planning
areas.
24
25. Typical functions of an MPO
• Establish a setting for
regional decision-making
• Identify and evaluate
transportation improvement
options
• Prepare and maintain a
Metropolitan Transportation
Plan
• Develop a Transportation
Improvement Program
• Involve the public
25
26. Key Products of the Metropolitan
Transportation Planning Process
• Metropolitan Transportation
Plan (MTP)
• Transportation
Improvement
Program (TIP)
• Unified Planning Work Program
(UPWP)
26
27. Relationship between State DOT and MPO in
Transportation Planning
• Continuing, cooperative, and
comprehensive process
• Plans and programs must be
consistent
• Providing a forum to discuss issues
and plan transportation
improvements
• State DOTs have primary oversight
for MPO planning processes
27
28. Integrated Planning
Land Use
System
Transportation
System
Water Resources
System
Other Natural,
Cultural Resource
Systems
Integrated
Approach
Opportunities to support multiple community
goals and improve quality of life 28
30. Interactive Poll
Have you been
involved in
helping your DOT
or MPO create a
transportation
plan?
30
31. Role of the Resource and Regulatory
Agencies in Transportation Planning
• Provide data and expertise on the
natural and human environment
• Collaboration and information
exchange, leading to:
- Better stewardship of the
environment
- Improved project delivery
• Required by law and regulation
31
32. When should information be provided?
• Early in the planning
process
• At key decision points
• Whenever your
expertise is needed
• Through out project
development process
32
33. Benefits to Resource Agencies from this
Involvement
• Early involvement can be
efficient and increase flexibility
• Early consultation can help
avoid and minimize
environmental impacts and
improve advance mitigation
• Balance needs among agencies
33
34. Important information to Provide
• Resource maps
• Species recovery plans
• State Wildlife action plans
• Environmental Justice
population data
• Identification of Tribal
Resources
• Historic Properties Inventories
• Expertise to interpret and use
data
34
35. Tools & Methods for Integrating Planning and
the Environment
• Education and training
• Formalize interagency
coordination
• Fund resource agency
positions
• Data and information sharing
• Analysis and decision support
tools
• Joint scenario planning
35
36. Data and Information Sharing Example
North Carolina’s
Conservation Planning Tool
36
38. Long-Range Transportation Plan
Participation Example
What Moves You Arizona
Participation Plan:
• Transparency
• Involvement Opportunities
• Meaningful Engagement
• Effective Communication
• Education
• Continuous Evaluation
38
39. What Types of Agreements are Helpful?
• MOA
• MOU
• Advance Mitigation Site
Concurrence
• Agency Collaborations
39
40. Documentation
There are three potential levels of
process/decision documentation:
• Identification of issues or
concerns that will need to be
studied during NEPA
• Passing data or analyses
from planning to NEPA
• Documenting decisions
made in planning for
NEPA
40
41. Role of Other Stakeholders
• General public
• Elected officials
• Advocacy groups
• Tribal governments
• Private sector
41
42. Role of Tribes
• Consultation applies to
MPOs and State DOTs
• Maintain Sovereignty
• Tribal lands and
Traditional Tribal
Lands
42
43. Local preservation commissions, historical
societies, other NGOs
• Inform planners of historic
places and preservation
priorities
• Avoid and minimize
transportation impacts to
historic districts
• Promote heritage tourism
and preservation efforts
43
46. Federal Resource Agency Liaisons
Agency Contact Phone Email
U.S. Environmental
James G. Gavin (202) 564-7161 Gavin.JamesG@epa.gov
Protection Agency
U.S. Fish & Wildlife
Catherine Liller (303) 236-4318 Catherine_Liller@fws.gov
Service
U.S. Army Corps of
Michael Lamprecht (202) 761-4599 Michael.J.Lamprecht@usace.army.mil
Engineers
Advisory Council on
Carol Legard (202) 606-8522 clegard@achp.gov
Historic Preservation
Advisory Council on
Valerie Hauser (202) 606-8530 vhauser@achp.gov
Historic Preservation
USDA Forest Service Paul T. Anderson (703) 605-4617 ptanderson@fs.fed.us
47. Thank you
Mary E. Gray Spencer Stevens
Federal Highway Administration Federal Highway Administration
Office of Project Development Office of Planning
and Environmental Review
(360) 753-9487 (202) 366-0149
mary.gray@dot.gov spencer.stevens@dot.gov
47