Executive Order 13274
Integrated Planning Work Group

Introduction

Choice of Case Studies

Six case studies were chosen due to the depth and breadth of the integrated planning process being used in the States. Each case study meets a basic definition of an integrated planning process, based on both the substantive and process-oriented integration of resource and other agencies into transportation planning. The primary characteristics of the six case studies are that they:

• Incorporate resource consideration in the planning process
• Provide a catalyst for early inter agency consultation and conflict resolution
• Have a transferable technical approach or process
• Integrate resource agencies with data, staff time, and stakeholder interactions

The reports focus on the “who” and “how” of integrating environmental, cultural, and other resource concerns early in transportation planning by highlighting the following three areas.

Data and Tools: Most of the processes described in this information resource make use of a geographic information system (GIS) to overlay transportation plans with resource, habitat, and land use information. The data included in the GIS and the tools the agencies use vary in their complexity and in how they are used. Some processes use GIS as a part of public outreach; others operationalize the information through visioning tools to be used by an interagency group; others use the data internally. Each case study contains a section highlighting the innovative uses of data and tools in the State.

Interactive Process: In addition to using tools that graphically show the interaction between transportation and other systems, most of the case study States have a way to bring resource agencies, other transportation agencies, and land use planning agencies into the transportation planning process. In the case study locations, this occurs at regular meetings, in established interagency groups, through targeted outreach, or in special staff positions at resource agencies funded by State departments of transportation (DOTs) or metropolitan planning organizations (MPOs).

Leadership Role: Innovative institutional mechanisms are often most successful when grounded on strong and effective leadership, particularly across multiple agencies. This allows participating agencies to define clear priorities and goals while maintaining interaction on multiple points of interest. Many of the processes described in this information resource required strong leadership to ensure the formulation of early and sustained legal commitments, such as memoranda of understanding (MOUs) or concurrence points that must be agreed to before moving forward with projects.