ITD Communication Portal

Procedures Manual

  

About the Manual

The Idaho Transportation Department (ITD) believes in the importance of an informed public and the value of input from all citizens. This input is especially important when regarding decisions affecting the development of short-term and long-range plans, the expansion and maintenance of Idaho’s highways system, and accessibility to a variety of transportation modes. An open exchange of information and communication among transportation users and government officials leads to better decisions and wise use of limited resources.

The purpose of the Public Involvement Procedures Manual is to inform and educate ITD staff (and/or ITD’s designated representatives) about the key issues in public involvement/public participation, summarize key requirements (particularly during the planning and project development/delivery processes), and outline potential techniques to encourage stakeholder participation. This manual establishes a proactive public involvement process that provides timely information to the public, timely public notice, full public access to key decisions, and supports early and continuing involvement of the public.

Engaging the public in the transportation decision-making process can pose significant challenges. Many people either do not understand or are skeptical about their ability to influence the decision-making process. People may want to participate, but are unable to make the time in their already busy schedules. The challenge for ITD is to capture the public’s interest in the transportation decision-making process. The key is to convince the public that their active involvement and participation provides them an opportunity to have meaningful input into decisions affecting them and their communities.

ITD’s public involvement philosophy can be summed up in three key themes: early, often, and with everyone.

EARLY

The purpose of early involvement is to both educate and receive public input on a developing a plan or project. Through early scoping and planning, ITD can develop a public involvement process that will ensure controversy does not stop projects/plans or erode public trust. The time and effort spent involving stakeholders early in the process is returned in public confidence and support.

OFTEN

Public involvement during project planning and development encompasses more than information meetings or public hearings. Opportunities to involve stakeholders by sharing and collecting information can range from one-on-one meetings to attending local city council meetings and should continue throughout the life of a project.

WITH EVERYONE

Take every opportunity you have to reach out to key stakeholders on your project (agency and non-agency).

After all, we are building a transportation system for them to meet their needs. Successful public involvement often involves customizing your public outreach process to effectively engage all of the key stakeholders. Objectives, activities, the level of support and the timing of public involvement are individualized to address unique characteristics and needs of an affected community. Collaboration among the project manager, team members, public involvement consultants and/or the public involvement coordinator produces the best results.

Remember that transportation decisions affect all people. Whether they drive a car, ride a bus, use a bike, or walk, purchase products at the store; transportation systems impact daily life. By encouraging our stakeholders and the public to get involved and express their concerns and wishes at ITD public involvement meetings, they can make a difference for a better tomorrow.

Idaho’s Public Involvement Goals

ITD’s fundamental purpose of public involvement is to assure that the decisions regarding proposed plans and projects are made only after the public is aware of and has the opportunity to comment on the proposal. The objectives of a public involvement program are many, including to:

  • Promote, discuss, and exchange information between ITD planners and the public.
  • Provide a broad, community-wide forum and opportunity to inform and solicit feedback and support interested residents, stakeholders, elected officials, appointed officials, and other community leaders.
  • Broaden the dissemination of project information and awareness to the community and other interests.
  • Describe what happens in the study process, future tasks to come, present conditions and deficiencies, and future projections.
  • Allow public groups the opportunity to interact with ITD planners and staff during each step of the planning cycle.
  • Identify potential community benefits and impacts.
  • Contribute to ITDs visibility, credibility, and transparency.
  • Adhere to governmental requirements.
  • Operate within existing State and Department framework.
  • Solicit, receive feedback and guidance that may influence this study, and to be sensitive to the public’s viewpoint.
  • Educate people about the planning process and any project as a result of the planning.

Transportation decision‐makers (including the Idaho Transportation Board, the Director, Executive Management, Districts and staff) must consider concerns of the public that may be affected by a proposed project. To better guide staff, ITD has established four goals for ITD’s public involvement process when developing the statewide transportation plan. These goals are:

GOAL 1: EDUCATE AND PRESENT INFORMATION

ITD’s goal is to educate and present information to the public to enable the public to make educated and informed decisions. There are a variety of means that ITD uses to educate citizens from sending out literature to conducting meetings. Visualization is an important part of how ITD presents information. ITD uses graphics, maps, and pictures, just to name a few.

GOAL 2: SOLICIT PUBLIC INPUT

ITD solicits input from the public to identify mobility needs, desires, issues, and concerns. Furthermore, ITD continuously seeks opportunities for public involvement throughout the transportation planning processes, though specifically targeted at the beginning, at key decision points and when final plan drafts are issued. ITD staff closely monitors public input received throughout the year and provides the Idaho Transportation Board with updates for their consideration.

GOAL 3: FACILITATE INFORMATION FLOW BETWEEN THE PUBLIC AND DECISION‐MAKERS

ITD staff is responsible for compiling public issues, comments, and concerns into complete and concise documents for presentation to the Idaho Transportation Board and Executive Management. Staff also schedules and organizes meetings where the public can present concerns to the Idaho Transportation Board. The Idaho Transportation Board and ITD staff works closely with the Office of the Governor and the Idaho Legislature to facilitate the flow of information between the public and our decision‐makers. In addition, ITD District staff works hand‐in‐hand with local officials and metropolitan planning organizations.

GOAL 4: CONSIDER PUBLIC CONCERNS IN DECISION‐MAKING

The Idaho Transportation Board considers the public’s concerns that are presented to them by the staff as well as those presented to them by people at public meetings. ITD Planning staff also considers public concerns as it prepares draft planning documents.

More Art than Science

Public involvement provides the structure and opportunities for a diversity of stakeholders and interest groups to resolve conflicts and manage change in a collaborative manner. Critical to this collaborative process is realizing that:

PUBLIC INVOLVEMENT IS MORE ART THAN SCIENCE

Public involvement oftentimes has set parameters based on legal requirements. The law comes into play based on the funding source. There may be different public involvement requirements based on city, county, state, or metropolitan planning organizations. There are public involvement requirements if there is federal funding or significant impacts that invoke National Environmental Policy Act (NEPA). Even with the various requirements for public involvement, each plan and project is unique and will require different levels of public involvement. There is no one-size-fits-all approach to public involvement. As previously mentioned, a public involvement approach should be based on the needs and history of a community and its stakeholders. With a basic approach as your canvas, your public involvement plan should be crafted and developed with customized strategies and technique, resulting in a unique “work of art.”

EVERY PUBLIC INVOLVEMENT PROCESS WILL BE DIFFERENT AND REQUIRES A CUSTOM APPROACH

There simply is not a cookie cutter approach to public involvement. Key principles are found in virtually every effort: public education, addressing the past/present/future, identification of key stakeholders, listening, etc.

Different communities require different approaches. In one city, the key may be outreach to all of the local civic groups. In another, an open house and direct outreach through the local churches may be the key. In a third community, it may be an early-morning presence at the local truck stop and informal visits with residents over a cup of coffee. Furthermore, each district has its own public involvement style and process. What works in one district may or may not work in another.

Why is Public Participation & Involvement Important?

ITD uses public involvement to drive transportation decisions as well as to maintain transparency, accountability and credibility. Most importantly, ITD involves the public because it is the right thing to do for the users of the transportation system. ITD ensures that there is inclusive public involvement for decision-making at all levels of planning and project development. Our decisions must be for public benefit, to meet their needs and preferences. Public participation and involvement brings diverse viewpoints and values into the decision-making process by:

  • Informing stakeholders of potential projects
  • Obtaining relevant local information
  • Creating a venue for the public to express ideas, views, opinions, concerns, and values to improve and inform decision making
  • Allowing the public to influence project development
  • Increasing the public’s confidence in transportation agencies, through transparency, and improved accountability
  • Acknowledging diverse viewpoints and developing an understanding and agreement
STATE POLICIES & GUIDELINES

It is the policy of this department to develop its transportation plans in partnership with local governments, metropolitan planning organizations, elected officials, federal partners, Tribal Nations, those impacted by the plans and projects and those who use the transportation system, not because we are required to, but because it is the right thing to do. ITD has a series of policies that outline how ITD shall conduct its public involvement process in a manner to ensure accountability for its actions, continuous communication with stakeholders and constituents, consistency in approach, and integrity in its dealings. A complete list of ITD’s policies and state requirements can be found in Appendix A.

FEDERAL GUIDELINES

Furthermore, ITD is required to involve the public and other stakeholders throughout the transportation process, including the development of transportation plans, programs, and projects. Federal statutes, legislation, and Executive Orders require early and continuous public participation, including fulfilling the following requirements. Federal guidelines for conducting public involvement can be found in Appendix B.

  • Executive Order 12898: Environmental Justice
  • Executive Order 13166 on Limited English Proficiency (LEP)
  • Executive Order 12372: Intergovernmental Review of Federal Programs
  • Executive Order 13166: Improving Access
  • Title VI of the Civil Rights Act of 1964 (23 CFR 200)
  • The Americans with Disabilities Act of 1990 (42 USC 12101; 49 CFR parts 27, 37, 38)
  • National Environmental Policy Act of 1969 (NEPA) (40 CFR 1508; 23 CFR 771)
  • Metropolitan Planning (23 USC 134)
  • Statewide Planning and Research (23 USC 135; 23 CFR 450.208-212)

Negotiated & Formal Rule Making

In the event that new laws are created, old rules are modified or eliminated; the government may use the Negotiated Rule Making process. The goal of negotiated rulemaking is to create a process that allows representatives of various agencies interests to come together and reach consensus on the text of a proposed rule.

Idaho 67-5220 outlines Negotiated rulemaking process, which includes that:

  • The process is designed to be flexible and fluid.
  • The agency sets and declares open, public comment periods (comment period is set at discretion of the agency).
  • The agency publishes notices of meetings/hearings in the Idaho Administrative Bulletin Notices.

Idaho 67-5222 outlines Formal rulemaking process, which includes that:

  • Mandatory minimum comment period of 21 days.
  • The Proposed Rulemaking Notice must be published by September for rule to be presented to the legislature.
  • A public hearing is required if requested by 25 stakeholders within 14 days of Proposed Rulemaking Notice published in Idaho Administrative Bulletin.

For more information on how ITD uses negotiated rulemaking, please contact ITD’s Governmental Affairs Specialist, 208-334-8810.

Knowing Your Stakeholders

Managing stakeholders is critical to the success of every plan and project, no matter the size or cost. A “stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a project” as defined by the Project Management Book of Knowledge (PMBOK). Stakeholder management is the process of managing the expectation of anyone that has an interest in a plan/project or will be effected by its deliverables or outputs. By successfully managing your stakeholders, you will be better able to limit scope creep, ensure that project requirements are aligned, as well as understand and mitigate potential risks. Always remember that stakeholders can be inside or outside of ITD. Furthermore, stakeholders can have a positive or negative impact on the plan or project. Communication requirements and contact needs for stakeholders are not all the same. Let’s look at the process to identify stakeholders.

The first step in planning and project development is the identification of stakeholders. In order to accomplish this, it is important to understand what a stakeholder is. Loosely defined, a stakeholder is a person or group of people who can affect or be affected by a given plan or project.

Stakeholders can be individuals working on a project, groups of people or organizations, or a specialized segment of a population. A stakeholder may be actively involved in a plan or project’s work, affected by the plan or project’s outcome, or in a position to affect the plan or project’s success. Stakeholders can be an internal part of a project’s organization, or external, such as customers or members of a community. Do not forget that there are internal stakeholders to consider too.

Stakeholder identification is the process used to identify all interested parties for a plan or project. It is important to understand that not all stakeholders will have the same influence or effect on a project, nor will they be affected in the same manner. There are many ways to identify stakeholders for a plan or project; however, it should be done in a methodical and logical way to ensure that stakeholders are not easily omitted. This may be done by looking at stakeholders organizationally, geographically, or by involvement with various project phases or outcomes.

The table below sites some examples of stakeholders that can fall into a variety of categories. This list may be helpful when considering who you should contact or engage during the planning or project development process.

Potential Stakeholder Consideration List

ITD’s Internal Agency

  • Project Managers, Sponsors and Team Members
  • ITD HQ Sections
  • ITD Districts

Other Dept. Partners

  • Local Highway Technical Assistance Council (LHTAC)
  • Metropolitan Planning Organizations (MPOs)
  • Tribal Nations and Tribal Employment Rights Offices (TEROs)
  • Other Departments of Transportation

Federal
Agencies

  • Federal Highway Administration (FHWA)
  • Federal Transit Administration (FTA)
  • Environmental Protection Agency (EPA)
  • Department of Lands
  • Department of Energy and INL
  • United States Postal Services
  • Idaho’s Congressional Officers

Other State Agencies

  • Idaho Department of Agriculture
  • Idaho Department of Commerce
  • Idaho Department of Environmental Quality
  • Idaho Department of Fish and Game
  • Idaho Department of Labor
  • Idaho Department of Lands
  • Idaho Legislators
  • Idaho State Police
  • Idaho Department of Water Resources
  • Office of the Governor

Local
Organizations

  • City, County, Highway Districts Agencies
  • Regional Planning Organizations (RPOs)
  • Chambers of Commerce
  • Local Land Owners, Property Owners
  • Police, Fire and Emergency Services

Special
Population

  • Minority Populations
  • Low-Income Populations
  • Elderly and Disabled Populations
  • Persons with Limited English Proficiency (LEP)
  • Any other specially identified group identified under Title VI or Environmental Justice

Specialized
Groups

  • Professional organizations
  • Bicycle/Pedestrian Alliances
  • Freight and Trucking Organizations
  • Providers of Public Transportation Services
  • Public/Private Schools, Colleges and Universities
  • Outfitters, Guides, Tourism Groups
  • Media Outlets – Radio, Television, Newspaper, Internet, etc.
  • Idaho Rural Partnership
  • Consultants and Associated General Contractors (AGC)

General
Public

  • Any individual or group affected/impacted by the plan or project
  • Any individual or group in a position to support or prevent project success

Another way of determining stakeholders is to identify those who are directly impacted by the project and those who may be indirectly affected. Directly affected stakeholders will usually have greater influence and impact on planning and project development than those indirectly affected. Those indirectly affected may include an adjacent organization or members of the local community.

An outcome of identifying stakeholders should be a plan or project Stakeholder Register (see example below). This register can be created simply in Microsoft Excel and tracked for the life of the plan or project. The register is where the project team captures the names, contact information, titles, organizations, and other pertinent information of all stakeholders. This is a necessary tool during that will provide significant value for the project team to communicate with stakeholders in an organized manner.

Planning for and executing appropriate strategies to involve and communicate with the public-at-large and with individual stakeholders throughout the life cycle of transportation impacts is critical in ITD’s effort to maintain transparency with the public. To effectively manage public outreach plans and activities, staff need information and recommended tools to analyze the depth and breadth of outreach needs so they can decide how best to meet them. The Public Outreach Planner (POP) is that resource and a tool.

The POP is intended to assist ITD staff in assessing the range of outreach needs, identifying tools that may be used in meeting those needs, and providing an estimate of the potential costs associated with their implementation. POP Levels and their recommendations are not mandated and staff are not held to any requirements. The POP is a resource designed to help ITD staff make educated decisions about public outreach.

Through a series of customized multiple-choice questions, the POP guides project teams to a POP Level of 1 through 5. Each level provides recommended budget estimates, staffing needs and appropriate tools and techniques for various types of transportation impacts. Through the POP, project teams can not only determine what public involvement methods and tools are the best fit for their project and budget, but they can learn more about how to effectively design, develop and execute them.

Every transportation impact has its own unique community and stakeholders that need to be communicated with in a way that produces constructive public involvement and builds understanding about the need for transportation funding. The POP prompts users to reflect on their targeted public and make determinations about what communication techniques will be the most effective.

More information on how to use the POP, including steps to complete the POP, can be found in Appendix F.

Environmental Justice Populations

There are some very important stakeholders that we need to consider that may not regularly attend meetings, hearings or outreach opportunities. These special groups may need extra special outreach processes to engage them. Title VI of the 1964 Civil Rights Act and President’s Executive Order (EO) 12898 Environmental Justice (EJ) identify specific population groups that are a special focus in transportation planning and project development. Specific reporting requirements within these regulations make participation in transportation planning and project development more inclusive of diverse communities in planning and project areas. By including the concerns of these special populations, the needs of all groups and individuals regardless of race, age, income, etc., can be identified and addressed.

Affected Groups to Consider:

High-Poverty and Racial Minority Groups | Indigenous Populations | Very Young and Elderly Groups | Limited English Proficiency Groups | Disabled Populations |

To meet the needs of the Title VI and EO 12898, ITD has developed these guidelines and the ITD Environmental Process Manual, Section 2000. These two plans provide guidance for ITD staff, public, consultants and jurisdictional partners when conducting Title VI and EJ activities for the transportation planning and project process. The approach to identify, engage, and address the needs of protected populations in the development of ITD statewide policy, facility, local and regional transportation system, and similar long-range planning plans are also addressed in these plans. ITD’s goal is to be inclusive of all groups, and achieve greater consistency and more systematic Title VI and EJ project analyses and reporting.

ITD addresses EJ throughout the planning, programming, environmental, and preliminary engineering phases of project scoping and development. During the project planning process, effects on EJ populations are identified. In addition to a project-by-project analysis, ITD is responsible for ensuring that its overall Transportation Investment Plan does not disproportionately distribute benefits or negative effects to any EJ population. ITD’s 5-year Transportation Plan is located at: http://apps.itd.idaho.gov/apps/ocr/civil/pdf/EJPlan.pdf.

EJ is reviewed for every project however; the complexity of a project will determine the extent of EJ analysis required. ITD’s Environmental Process Manual, Section 2000 provides a methodology for analyzing EJ communities per project. The analysis typically involves identifying populations then analyzing whether the risk of exposure by a minority population or low-income population to an environmental hazard is significant and appreciably exceeds, or is likely to appreciably exceed, the risk or rate to the general population or another appropriate comparison group. Public meetings are also held to ensure an EJ community potentially impacted by a project has an opportunity for input during the NEPA process.

A full overview of ITD’s Environmental Justice Guidelines can be found in Appendix C.

Metropolitan Planning Organizations

A Metropolitan Planning Organization (MPO) is an association of local agencies that coordinate transportation planning and development activities within a metropolitan area. Establishment of an MPO is required by law in urban areas with populations of more than 50,000 in order for the area to use federal transportation funding. There are five MPOs in Idaho:

  • Bannock Transportation Planning Organization (BTPO)   Visit site
  • Bonneville Metropolitan Planning Organization (BMPO)   Visit site
  • Community Planning Association of Southwest Idaho (COMPASS)   Visit site
  • Kootenai Metropolitan Planning Organization (KMPO)   Visit site
  • Lewis-Clark Valley Metropolitan Planning Organization (LCVMPO)   Visit site

MPOs are designed to ensure coordination and cooperation among the various jurisdictions that oversee transportation within the urban area. MPO decision-making is guided by:

  1. A policy board, generally comprised of local elected officials and public agency officials who administer or operate major modes of transportation, and
  2. A technical advisory group of professional planners and engineers who are often employees of the same agencies.

An MPO is not a level of government; however, the MPO has effective control over transportation improvements within their metropolitan planning area since a project must be a part of the MPO's adopted long-range plan and be placed in their Metropolitan Transportation Improvement Program (MTIP) in order to receive federal funding. According to federal regulations, MPOs have independent public involvement responsibilities. Idaho’s MPOS play an important role in coordination and consultation with ITD for transportation planning across the state, and federal law requires coordinated planning with the metropolitan transportation planning activities for metropolitan areas of the State. States are encouraged to rely on information, studies, or analyses provided by MPOs for portions of the transportation system located in metropolitan planning areas.

Because of this, ITD should look for every opportunity to engage MPOs on both the development and implementation of regional projects. Some tips and best practices for MPO consultation include:

  • Coordinated data collection and analysis.
  • Participation in policy board and technical advisory group meetings.
  • Informal communication and relationship building with local MPO directors.
  • Invitation to MPOs to participate in public meetings/open houses.
  • Adequate notice of ITD public involvement activities.
  • Opportunity to participate in the early development and selection of projects.
  • Exploration of ways to implement long range plans together.
  • Consultation with MPO directors on best practices for working district offices which could include an updated organizational chart of your district staff on an annual basis.
  • Providing ITIP/STIP comments to MPOs, for informational purposes.
  • Soliciting feedback on the effectiveness of ITD’s consultation with MPOs (similar to the nonmetropolitan local consultation process) as well as discussing success stories and lessons learned.

Non-Metropolitan Local Officials

ITD developed and adopted a Non-Metropolitan Local Official Consultation Process Plan in February 2016 in compliance with federal code 23 CFR450.210 (b). This regulation requires each state to have a documented process “for consulting with local officials” located outside of federally designated metropolitan planning areas during the development of statewide or district transportation plans and the ITIP. States are further required in federal code 23 CFR 450.210(b)(1) to review this process and solicit comments every five years regarding the effectiveness of the consultation.

The term “non-metropolitan local official” is defined as “the elected and appointed officials of general purpose local government, in non-metropolitan areas, with jurisdiction/responsibility for transportation.” This may include highway districts, counties, cities, towns, townships and villages.

ITD’s consultation goals are to:
  • Enhance the consistency and effectiveness of ITD’s consultation commitments based on local officials’ comments during the state’s long-range transportation visioning
  • Further consistency in responding to non-metropolitan transportation needs
  • Outline the statewide and district-specific commitments for local consultation on the nonmetropolitan elements of statewide transportation planning
  • Enrich local consultation by providing formal opportunities to review and comment on the projects to be included in the ITIP
  • Comply with the provisions of 23 CFR 450.212 documenting non-metropolitan local officials’ participation in statewide transportation planning and development of the ITIP

ITD utilizes a variety of methods to consult with Non-Metropolitan Officials and their agencies:
  • ITD Board Outreach & LHTAC Partnership (Appendix D)
  • Multi-Jurisdictional Transportation Planning Groups
  • Information – Communication Technology
  • Public Meetings and Hearings

For every project that meets the Noise Type 1 criteria (ITD Traffic Noise Policy), local officials need to be notified of the results of the project’s noise analysis. In general, Noise Type 1 projects are those that add a travel through-lane to a project. It is the responsibility of the District/LHTAC environmental staff to provide local jurisdictions with an estimate of future noise levels (for various distances from the highway improvement) for both developed and undeveloped lands and properties in the immediate vicinity of the project. District/LHTAC staff should also provide information that may be useful to local communities to protect future land development from becoming incompatible with anticipated highway noise levels. The FHWA document, Entering the Quite Zone, Noise Compatible Land Use Planning, serves this purpose. This notification also serves to inform local officials that after the publication date of the NEPA document, referred to as the “Date of Public Knowledge,” ITD and FHWA are not responsible for noise abatement in the project area.

ITD’s noise policy is derived from 23 CFR Part 772 Procedures for Abatement of Highway Traffic Noise. For more specifics on Noise Type 1 projects, see the ITD Traffic Noise Policy.

Regional Planning Organizations

Regional Planning Organizations (RPOs) serve as the designated transportation planners for many rural areas, are part of the transportation networks and economies of surrounding metropolitan and non-metropolitan areas. The statewide and metropolitan area transportation planning processes, as defined in 23 USC § 135(m), provide multiple opportunities for participation by RPOs or nonmetropolitan officials with responsibility for transportation participation. The Madison County RPO was formed in September 2013 and is the first of its kind in Idaho. The RPO has been an effective way for rural agencies within Madison County and ITD to jointly discuss and plan for the current and future transportation needs of the county. When the RPO was first established, they worked closely with ITD’s District 6 in planning and infrastructure discussions.

MAP-21 and the FAST Act indicate that rural areas may develop RPOs. In the cases where RPOs exist, ITD will ensure that communication, coordination and consultation will occur when developing plans and projects.

Multi-Jurisdictional Transportation Planning Groups

Each of ITD’s six districts regularly participates in several multi-jurisdictional transportation planning groups. As a member of these groups ITD provides information and collects input on ITD’s ITIP and other statewide transportation planning efforts. ITD encourages and supports the development of multi-jurisdictional transportation planning groups that include local governments responsible for transportation as well as other interests such as freight, schools, federal or state agencies to name but a few.

Where multi-jurisdictional transportation planning groups have been formed, the ITD District Engineer and/or other appropriate ITD staff will participate and consult with these groups concerning regional short and long-range transportation planning issues and the inclusion of transportation projects in the ITIP. Where these groups have not formed, the ITD district and local officials will develop alternate methods agreeable to local jurisdictions for review, prioritization and recommendation of projects to the ITIP. For details on district-specific multi-juristictional transportation planning groups, please see Appendix E.

Tribal Nations

Tribal consultation is the federally mandated process for timely and meaningful notification, consideration and discussion with tribes on actions proposed by Federal, State and local governments that may impact tribal lands and property. Tribal lands are defined as all lands within the boundaries of any Indian Reservation and all dependent Indian communities. It is important for tribal governments to be involved before these actions are taken.

Visit the Native American Consultation Database to identify federally recognized Native American tribes and contacts with reservation land or land area claims in Idaho, searchable by county.

TRIBAL SOVEREIGNTY

The basis and reason for tribal consultation is tribal sovereignty the authority to govern themselves and to make and enforce their own laws within their own lands. Tribes have inherent sovereign authorities, which arise from tribes having been self-governing long before explorers and settlers came to the New World. Tribes are not foreign nations, but “domestic dependent nations.”

Federal Actions that protect tribal sovereignty and mandate government-to-government consultation include:

1994: Presidential Memorandum: Government-to-Government Relations with Native American Tribal Governments

This memorandum requires Federal agencies to undertake consultation in a manner that respects tribal sovereignty. Its guiding principles, shown in the text box, continue today. The memorandum is available at https://www.justice.gov/archive/otj/Presidential_Statements/presdoc1.htm

1996: Presidential Executive Order 13007: Indian Sacred Sites

This directs Federal agencies to protect tribal sacred sites and accommodate tribal access to them. The executive order is available at http://www.achp.gov/EO13007.html

2000: Presidential Executive Order 13175: Consultation and Coordination with Indian Tribal Governments

This executive order mandates Federal consultation with tribal governments. The executive order is available at https://energy.gov/nepa/downloads/eo-13175-consultation-and-coordination-indian-tribal-governments-2000

2009: Presidential Memorandum on Tribal Consultation

This most recent presidential action affirms Executive Order 13175 (above) stating:

“History has shown that failure to include the voices of tribal officials in formulating policy affecting their communities has all too often led to undesirable and, at times, devastating and tragic results. By contrast, meaningful dialogue between Federal officials and tribal officials has greatly improved Federal policy toward Indian tribes. Consultation is a critical ingredient of a sound and productive Federal-tribal relationship.”

The memorandum is available at https://energy.gov/em/downloads/presidential-memorandum-tribal-consultation-2009

Outside governments, including state agencies, must respect tribal sovereignty when undertaking actions that may impact tribal lands and property.

Guiding Principles for respecting tribal sovereignty:

  • Operate within a government-to-government relationship with federally-recognized tribal governments.
    • Tasks: Identify communication channels between ITD’s decision-makers and a tribe’s Business Council. The Business Council is the tribes’ decision-making body, typically made up of elected officials by the tribe.
  • Consult with tribal representatives before taking actions that affect federally-recognized tribes.
    • Tasks: Build relationships on a staff level with tribes. Involve both staff and business council early in the project and planning process.
  • Assess the impact of activities on tribal trust resources and assure that tribal interests are considered before activities are undertaken.
    • Tasks: Incorporate tribal staff in project planning, design and execution.
  • Remove procedural impediments to working directly with tribal governments.
    • Tasks: Cultivate relationships during projects and planning and outside of project work. Building and maintaining these relationships provide for successful future project endeavors.
IMPLEMENTING TRIBAL CONSULTATION

Consultation with tribes needs to occur on two levels:

Consultation between leadership of the tribe and leadership of transportation agencies.

There needs to be a good faith effort to communicate with the tribal leadership. This communication should be documented, along with the input or comments from the tribe and reflecting how tribal concerns were taken into account.

Communication directly between agency staff and tribal staff.

The staff-to-staff level communication usually addresses technical topics, involving exchange of specific information relating to specific projects. Cultural resource issues relating to Section 106 of the National Historic Preservation Act are the most common of these staff to staff communications.

The USDOT Tribal Consultation Plan provides direction to FHWA and the other USDOT agencies. Direction that applies at the Division/State level includes:

  1. Respond to the transportation concerns of tribes related to environmental justice, children’s health and safety and environmental health, occupational matters, and environmental matters.
  2. Contact and communicate with tribal governments; communicate with tribal leaders on emerging issues that could impact or be of interest to them.
  3. Seek tribal government representation in meetings, advisory committees, etc., concerning issues with tribal implications.
  4. Notify tribes of grant opportunities.
  5. Provide technical assistance to tribes on changes to legislation, regulations, and programs.

Federal Land Management Agencies

There are three primary areas where consultation needs to occur with ITD of the Interior (DOI) and other and federal land management agencies:

Right of Way: Federal Land Management agencies adjacent to ITD right-of-way oftentimes include Bureau of Land Management (BLM), U.S. Forest Service (USFS), U.S. Fish and Wildlife Service (USFWS) (game refuges) and National Park Services (NPS). The land management agencies can’t “give away” land they manage – this includes transferring to non-federal agencies. If right-of-way is a concern with a project, contact FHWA. Once, FHWA understands ITD’s right-of-way needs, they will approach the appropriate land management agency and give them justification for why they need particular ground for public transportation purposes. Land Management agencies can transfer land easements to FHWA and FHWA can give it to ITD.

4(F) Impacts: Section 4(f) refers to the original section within the U.S. Department of Transportation Act of 1966 which established the requirement for consideration of park and recreational lands, wildlife and waterfowl refuges, and historic sites in transportation project development. If there is no adverse effect, ITD can make a finding of de minimums impact. If project fits in parameters that fall within de minimums impact, FHWA approves. If the land does not qualify for de minimums impact, there are five programmatic consultations:

Tips and Best Practices regarding federal consultation

  • Right-of-way acquisition on federal land is coordinated between agencies. It requires no public involvement with the general public.
  • Always start the federal lands consultation process with FHWA, not the land owner.
  • Easement acquisition on federal lands is part of the typical ITD NEPA process. Nothing special needs to be done.
  • If 4(f) impacts and Sect 106 National Historic Preservation Act elements exist on a project, ITD should provide public notice and include information in public meeting materials.
  • Specifically reference the NHPA Act and the impacts to historic resources. When there are adverse requests, notify the Advisory Council on Historic Preservation (ACHP) to review and participate.
  • All Federal Lands Access Program (FLAP) funded ITD projects and FLAP funded non-ITD project with ITD support, must follow the standard ITD NEPA requirements for public involvement. FLAP projects are treated like any other federal-aid project.

Now that you have identified who your stakeholders are, you need to learn more about them and how they may feel about your plan or project. The best way to understand your stakeholders is to communicate with them. Here are a few key questions that can assist you:

  • What financial or emotional interest do they have in the outcome of the plan or project. Is this positive or negative? What motivates them most of all?
  • What information do they want from you? What is the best way of communicating your message to them? How often? Will you need a special communication process just for them?
  • Who in the community influences their opinions generally? Are these influencers important enough to become stakeholders too?

Summarize this information in a Stakeholder Register (see example below) so that you can easily see which stakeholders are expected to be blockers or critics; and which ones are likely to be advocates or supporters of the plan or project. Again, take a close look at each stakeholder to gather more in depth information in order to understand their impact, involvement, communication requirements, and preferences. Ask yourself:

  • Is this stakeholder organized? Are they a cohesive organization?
  • Do they support this project or are they critical of it?
  • How influential or powerful are they?
  • Do they prefer to be notified via phone call or email? How often?
  • What is this stakeholder’s interest in this project?

Stakeholder assessment is analysis the potential impact (positive or negative) a plan or project will have on a stakeholder. The information is used to assess how the interests of those stakeholders should be addressed in a plan or project. The benefits of using a stakeholder-based analysis are that:

  • You can use the opinions of the most powerful stakeholders to shape your plan or project at an early stage. Not only does this make it more likely that they will support you, their input can also improve the quality of the plan or project.
  • Gaining support from powerful stakeholders can help with obtaining additional resources such as staff or funding – which makes it more likely that the plan or project will be successful.
  • By communicating with stakeholders early and frequently, you can ensure that they fully understand what you are doing and understand the benefits of the plan or project – which means they can actively support you if it becomes needed.
  • You can anticipate what people’s reactions to your plan or project may be, and build into the plan or project the actions that will win stakeholder support.

Stakeholder Management is where you will use all of the information you’ve collected and develop a strategy to manage stakeholders. No matter how much you plan or how invested you are in a project, poor stakeholder management can easily cause a project to fail. It is a key component of executing and completing a successful project. A large portion of stakeholder management focuses on communication and when to reach out.

The cornerstone of stakeholder management is understanding who needs what information and when or how often they need it. Keep in mind that that there may be stakeholders who support the project and those who may either be opposed to it or who present obstacles to the project’s success. Your stakeholder management strategy must be geared toward maintaining support from those who are in favor of the plan/project while winning over those opposed or at least mitigating the risks they may present.

The questions you’ve asked and answered about each stakeholder in the Stakeholder Analysis process are your guide for how to interact with each stakeholder and satisfy their individual requirements. By determining how powerful a stakeholder is and whether or not they support or oppose the project will allow the project manager to create a strategy for communicating and working with that stakeholder to ensure project success. Some stakeholders may require little interaction or communication while some requires nearly constant communication. Stakeholder Management is where these strategies are developed and executed. If a stakeholder is opposed to a project maybe it is because they seek more involvement or awareness and the project manager can work with that individual to win their favor and support.

As the plan or project becomes more complex and involved, so will your management of stakeholders. It is easy to lose track or omit key project players and by not properly utilizing these processes and tools project managers will lose their ability to effectively communicate with stakeholders in a manner necessary to ensure a successful project.

THE OUTCOME-DRIVEN PROCESS

In order to develop, write and implement an effective Public Involvement Plan, it is important to begin with the end in mind. In other words, identify and articulate exactly what the goals of the project and plan are and what criteria will best measure how well those goals were achieved.

The goal of public involvement is to generate win-win solutions and comments like these: (Insert thought bubbles from page 20 of Guide to Public Involvement).

Public Outreach Planner (POP)

Planning for and executing appropriate strategies to involve and communicate with the public-at-large and with individual stakeholders throughout the life cycle of transportation impacts is critical in ITD’s effort to maintain transparency with the public. To effectively manage public outreach plans and activities, staff need information and recommended tools to analyze the depth and breadth of outreach needs so they can decide how best to meet them. The Public Outreach Planner (POP) is that resource and a tool.

The POP is intended to assist ITD staff in assessing the range of outreach needs, identifying tools that may be used in meeting those needs, and providing an estimate of the potential costs associated with their implementation. POP Levels and their recommendations are not mandated and staff are not held to any requirements. The POP is a resource designed to help ITD staff make educated decisions about public outreach.

Through a series of customized multiple-choice questions, the POP guides project teams to a POP Level of 1 through 5. Each level provides recommended budget estimates, staffing needs and appropriate tools and techniques for various types of transportation impacts. Through the POP, project teams can not only determine what public involvement methods and tools are the best fit for their project and budget, but they can learn more about how to effectively design, develop and execute them.

Every transportation impact has its own unique community and stakeholders that need to be communicated with in a way that produces constructive public involvement and builds understanding about the need for transportation funding. The POP prompts users to reflect on their targeted public and make determinations about what communication techniques will be the most effective. ITD recommends that the POP process be reevaluated as projects evolve and change from one phase to the next and sometimes within a single phase. ITD also recommends that public involvement plans be re-evaluated to reflect POP recommendations and changes in the project. For a long process, built-in formal revision dates are a good idea.

More information on how to use the POP, including steps to complete the POP, can be in Appendix F.

Development of a Public Involvement Plan

Every transportation project is different and each requires a public involvement plan tailored to its own unique needs and issues. Thorough scoping helps project managers ask the questions that are critical to a project’s success. It provides the information necessary to write a public involvement plan that takes recommendations from the POP to guide future public involvement activities, budgets and schedules. If conducted before a consultant is hired, scoping data help ITD determine which consultant could provide the best public involvement services. It also allows project managers to better analyse a consultant’s scope of work.

Detailing public involvement goals, objectives, strategies and tools helps ensure that methods for soliciting public input are effective. With up-front planning, mid-stream changes are less likely, meaning that projects are more likely to stay within budget and on schedule.

An effective public involvement plan must coordinate with the technical milestones in the planning process or the project development process. Coordination means that a good schedule with well-defined activities is critical.

Flexibility is also critical. Effective public involvement activities should be adaptable so they can evolve as conditions and situations change. Begin developing a plan by identifying the project’s purpose and need, determining the level of public involvement appropriate for the project through the POP, and identifying public involvement goals and objectives. Clarity will help identify the best strategy and tactics.

  • Complete the POP before you start writing the public involvement plan.
  • A plan is required for complex transportation projects and highly recommended, but not required, for all other projects.
  • The public involvement coordinator is available for help in completing the public involvement plan.
  • Submit the completed plan to the public involvement coordinator and attach a copy of the Location and/or Design Study Report.

Components of a Public Involvement Plan include

  • Project Introduction
  • Goals & Objective
  • Project Stakeholders
  • Project Strategy
  • Staffing & Tools
  • Resources
  • Project Schedule
  • Management
  • Evaluation

Project managers can request the public involvement coordinator’s participation in projects whether or not a consultant is involvement in a project. The public involvement coordinator is responsible for reviewing and providing feedback to the project manager regarding any consultant’s scope of work and a public involvement plan.

For an in-depth, step-by-step guide to developing your customized public involvement, plan, please see Appendix G.

Public Comments & the Decision-Making Process

Whether it is formal or informal – all comments are important to ITD. The Office of Communication along with the entire department must work cooperatively to carefully process comments to be used in a variety of plans, projects, processes, etc. Comments are collected throughout the year with special emphasis being placed during open public comment periods. The consideration process is outlined in the following pages.

STEP 1: SOLICITATION

The first step to getting comments from the public is to ask. This requires two-way communication where we have to listen more than we speak. ITD is always looking to its stakeholders for guidance and feedback. Comments may be solicited informally and/or formally.

Informal Comments are often received during one-to-one discussions, multi-jurisdictional group meetings, telephone calls, emails, social media, transportation fairs, or in conversation with ITD staff. Although comments are not formally requested, this is a very important part of project and plan development because discussions are had where staff and stakeholders can discuss issues and staff can ask questions to better understand the needs and wants of the community.

Formal Comments are solicited during official comment periods to offer an opportunity for the widest array of interested parties to provide input on documents, plans, and processes. These comment periods and their timeframes are highly advertised to enable that everyone in the state is aware that comments are being accepted. Formal comment periods are used for public involvement consultation plans; long-range and corridor planning; and the update of Idaho’s Transportation Investment Program (ITIP). Below outlines some of the minimum timeframes used for accepting comments. Each of these will be discussed in depth throughout the document.

  • 60-days for non-metropolitan consultation processes
  • 45-days for long-range transportation plans
  • 30-days for district corridor plans or district plans
  • 30-days for the annual update of the ITIP
  • 30-days for 129,000 Pound Truck Route Modifications
  • 30-days for Public Hearings
  • 7-days for ITIP Amendments

STEP 2: DOCUMENTATION

Once a comment has been made, staff is advised to record every public comment that is collected in ITD’s Public Comment database. Whenever possible, staff should keep information on each comment such as the date; commenter information (if submitted); the substance of the comment; referenced project key number or name; responses, etc.

Informal Comments are usually made in a casual setting or during meetings. These types of comments can be difficult to track; however, ITD staff will attempt to capture general comments either in their notes or by using meeting minutes. It is highly recommended that if the issue is of great importance or if a response is desired; to put comments in writing and submit via ITD’s comment portal for consideration.

Formal Comments that are made in writing, on official comment forms, submitted via email, and other forms of written communication are always tracked. Comments are collected and considered especially during official comment periods where stakeholders are asked to comment on the ITIP or Amendments to the ITIP or during project and plan development.

STEP 3: ANALYSIS

All comments should be analyzed to determine the appropriate staff response which can range from a verbal answer during a meeting, a written letter or email reply, or a telephone call. There are four types of comments: informal, procedural, substantial and public records requests.

Informal Comments are general in nature and may not directly relate to a project or plan usually does not require a detailed response. For example, general comments could be: “The Project Team is doing a great job!” or “I am opposed to the project.” All comments will be tracked, however, unless requested by the commenter, ITD does not always respond to these comments but can by email or letter acknowledging their comment.

Sometimes comments are beyond the scope of the subject project or they may be completely outside the sphere of ITD’s influence. For example, “Main Street needs better signal timing.” In these cases, ITD will forward the comment to LHTAC or the appropriate Highway District for consideration.

Other times, the general comment may reveal issues which need to be addressed during future project development. For example, “There are a lot of accidents that occur at this intersection.” ITD will store the comments and consider it in the future.

Procedural Comments usually relate to the public involvement process. For example, “I’ve moved. My new address is ____.” “I would like to get a copy of XYZ map.” or “It was difficult to find the meeting room.”

ITD will make every effort to respond with a letter acknowledging their interest in the project, along with information regarding what action has been or will be taken. For example, “Thank you for contacting ITD, we have updated our mailing list” or “A copy of the map is enclosed” or “ITD plans to provide better signs for our next meeting.”

For general information requests (for matters such as information pertaining to how ITD operates and requests for copies of agency policies, forms, procedures, pamphlets, booklets, and other printed information designed for distribution), staff is encouraged to lead stakeholders to visit the ITD webpage or use the General Information Request form at: https://apps.itd.idaho.gov/apps/WebCommentsV2.

Substantial Comments are often categorized by project phase (i.e., previous, current or future). For example, “I think XYZ should be the ITD’s highest priority.” “I like typical section XYZ.” “Are you going to close my driveway?” “How much of my property will be needed for the project?” or “How long will the road be closed during construction?”

Much of the time, substantive comments require further analysis and it may take a bit longer for staff to respond. However, ITD will make every effort to respond in a timely manner with the information.

Public Records Requests are very important and Idaho Code 74-130(1) requires that staff must respond to the public records request within three working days from the date of receipt of the request. If it is determined that a longer period of time is needed to locate or retrieve information, staff must notify the individual in writing that more time is needed, and then grant or deny the request in whole or in party within ten working days. If there is no response on behalf of ITD within the ten working days, the request is deemed to be denied and the applicant can begin seeking relief through the courts. When a public recodes request has been made, staff should always let their manager know so that they can contact the Legal Section.

Although letters may be sent by citizens for public records, ITD does have a public records request webpage (for items such as written documents and electronic files containing information relating to the conduct or administration of the public's business prepared, owned, used or retained by ITD) and staff is encouraged to lead stakeholders to visit: https://apps.itd.idaho.gov/Apps/WebCommentsV2/PublicRecord.

STEP 4: ACKNOWLEDGEMENT

If there is not a public records request, ITD staff is encourage to always acknowledge public comments as soon as possible - a reasonable goal is within three to five working days of receipt.

If comments require more detailed information or feedback it may take some time to analyze and research. If staff needs more than ten days to respond, ITD should send a letter or email stating so and the approximate amount of time needed to gather the information and when a response could be anticipated.

Informal Comments may not get a response from ITD. However, this does not mean they are not important or considered. If you want a response to your comment, please let staff know or make it a formal comment. If the comment is via email, it is common courtesy to simply respond with a “Thank you for contacting the Idaho Transportation Department. Your comments are important to us.”

Formal Comments will always be responded to depending upon the parameter of the comment period or situation being considered. Formal comments are those submitted in writing to ITD and have a request for a response. If the comment is via email, it is common courtesy to simply respond with a “Thank you for contacting the Idaho Transportation Department. Your comments are important to us. We will respond to you as soon as possible.”

STEP 5: DISTRIBUTION & TRACKING

ITD gets several comments daily throughout the agency and we want to make sure that all comments are distributed to the appropriate area. ITD’s Office of Communication and/or the Districts’ Public Information Specialist will track the comment from the time of receipt through resolution, ensuring that an adequate response is provided to the public. It is important to note that some comments may require distribution to multiple ITD sections to ensure a complete answer to all issues.

All comments that require detailed information or feedback will be answered as soon as possible (but hopefully within ten days of receipt if possible). Be sure to provide your contact information so the appropriate ITD staff member can call to clarify your question or to send a written response. Do not forget that sometimes responses might be distributed to other sections for resolution and the other section may choose to respond to the comment directly.

STEP 6: INCORPORATION

All comments which are directly relevant to the current project phase should be considered for incorporation into the overall project decision-making process or during the planning development. Cross functional communication between ITD sections may be necessary to resolve key issues. For design details that do not affect the function and/or safety of a project, the community’s preferences should be incorporated into the project, when cost effective and feasible. Careful analysis of public ideas may lead to innovative solutions that address the community’s needs without compromising ITD’s goals.

Informal Comments that are relevant to the development of a project or plan are used in considering alternatives, improvements, or setting policies and direction. For example, throughout the year, Districts are meeting with their respective multi-jurisdictional groups. Often times discussion themes become evident (i.e. collision incidents at a specific location, increased traffic delays, community development impacts on the highway system, etc.) and when staff begins the ITIP update cycle, these themes will be discussed. This is why one-to-one discussions and meeting conversations are so important throughout the year.

Formal Comments are officially considered before a plan or project is developed or adopted. For example, comments made during the ITIP Public Comment Period are collected, addressed, analyzed and provided to the Idaho Transportation Board for its consideration. The Board and staff can make changes to projects and plans based off of stakeholder statements.

STEP 7: SHARING

Through the Communication Portal, ITD should staff compile a synopsis of comments received on various projects and their resolution; an outline of the major comment-generating events (e.g., a survey or public meeting); and all of the outreach meetings conducted by each District/Section. This compilation of comments and responses ultimately serves as an excellent communications record as well as provides ITD with additional consideration on various future plans and projects.

The Office of Communication reports annually on ITD’s outreach activities and the comments received to the ITD Board– usually in September or October. Within respect to the official comments that were received during the ITIP Public Comment Period (which is usually conducted in July), the ITD Board will consider these comments and review how ITD may have modified its plans or projects based on the comments.

Public Involvement Techniques & Activities

No two projects are exactly alike, and public involvement tools and techniques should be tailored to reflect the particular character of each project such as its group of stakeholders, its geographic location, the successes and failures of previous public outreach programs and the level of complexity and controversy.

Even cultural differences in stakeholder groups make a difference in identifying effective techniques. For example, reliance solely on websites or email lists for disseminating project information may not be effective in reaching lower-income groups or certain other segments of the population. In another example, agencies working with Native American Tribes have noted that some prefer and react better to formal presentations from government officials than open-house formats. The key, of course, is to understand the local contexts and differences and tailor an approach that works for the stakeholders.

Techniques are also likely to differ from one decision point to another within any project because the nature of the required information exchange is different. At the beginning of the process, the project team usually works to discover community issues and gain a better understanding of the project need, but may have relatively little detailed or substantive information to share with the community. Later in the process, ITD is seeking feedback on particular alternatives and may need opportunities to present a large amount of detailed information.

In selecting the right technique for the right situation, look at what has been used before, consider the needs and perspective of your audience, and review the logistics to be sure what you’re planning is realistic and workable.

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Tools to Use

As a starting point, the tools have been organized and divided into four categories according to how they might be used:

Printed Communication

Communication Suggestions
  • Fact Sheets and Fliers
  • Legal Notices
  • Postcards/Mailers
  • Brochures and Newsletters
  • Stakeholder Letters
  • Newspaper Advertising
  • News Releases

Online Communication

Communication Suggestions
  • ITD Website and Project Web Pages
  • 511
  • Variable Message Signs
  • Online surveying
  • E-newsletters
  • Videos
  • Online Open Houses
  • Social Media

Small Group Communication

Communication Suggestions
  • Stakeholder Interviews
  • Site Tours
  • Facilitation
  • Citizens Advisory Committees
  • Community Coordination Teams
  • Focus Groups
  • Facilitated Decision-Making/Workshops
  • Pre-project Conflict Assessment

Large Group Communication

Communication Suggestions
  • Public Meetings and Hearings
  • Ongoing Stakeholder Coordination
    • Agency/Municipal Notification
    • Agency/Municipal Leadership Updates
    • Continued Key Agency/Stakeholder Coordination
    • Chamber of Commerce/City Council Outreach
    • Civic Organizations/Senior Center Outreach
    • Conflict Resolution/Mediation
    • Emergency Management System (EMS) Coordination
    • Environmental Justice Outreach
    • Impacted Stakeholder Contacts
    • Neighborhood Association Outreach
    • Policy Level Problem Solving
    • Process Evaluation
    • Right of Way Process Support
    • School District Coordination
    • Special Interest Group Outreach
    • Stakeholder Availability
    • Transit Coordination
    • Trucking and Motor Carriers Coordination

Detailed guidelines, requirements, timelines and examples for dozens of tools and techniques, ranging from postcards to public meetings, can be found in Appendix H.

Planning & Public Involvement

Citizens and stakeholders play an essential role in the development of transportation plans by helping identify community goals and objectives, establishing common vision, identifying transportation problems and potential solutions, and helping decision-makers set priorities. Planning for future needs of Idaho’s transportation system takes place on multiple levels. Many people and organizations provide input for the decisions that help shape the current and future system by which Idaho’s residents, workers, and visitors travel, and by which goods will be transported around the state. ITD along with our partner agencies – federal agencies; the Local Highway Technical Assistance Council (LHTAC); Metropolitan Planning Organizations (MPOs); regional and economic planning organizations; municipalities and counties; other state agencies; Tribal Nations; private sector entities; and the general public – have a role in the transportation planning process



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What is Transportation Planning?

An ideal transportation planning process is designed to support a decision-making framework will provide the information needed and wanted to aid decision-makers in each phase of the decision process. It also provides decision-makers with a realistic preview of the implications surrounding decisions and a better understanding of potential outcomes (e.g. long-run impacts, missed opportunities, positive and negative impacts to communities, etc.) by:

  • Understanding the types of decisions to be made during the planning process
  • Assessing opportunities and limitations of the present and future transportation system
  • Identifying the short- and long-term consequences of alternative choices designed to take advantage of these opportunities or respond to the limitations
  • Relating alternative decisions to the goals and objectives established for a community
  • Presenting this information to decision-makers in an understandable and useful way

During the transportation planning phase, ITD identified transportation opportunities, issues, problems, and creates appropriate long-term solutions as outlined in:

  • Strategic Plans
  • Long-Range Transportation Plans
  • Other Statewide and District Transportation Plans
  • Modal Plans such as Highway, Freight, Rail, Bike/Ped, Public Transportation, etc.
  • Highway Safety Plans
  • Corridor Studies and Plans
Long-Range Transportation Plan

The Long‐Range Transportation Plan (LRTP) defines the objectives and strategies to be implemented during the next twenty years in order to provide mobility in Idaho. The development of the LRTP will be accomplished in the following ways:

  • The plan will be presented to the public through mail, electronic mail, facsimile, telephone, and ITD’s website.
  • A series of public outreach meetings will be held to present the LRTP.
  • The plan will be available on ITD’s website, at libraries, government buildings and ITD’s offices statewide.
  • The final draft of the LRTP will be available for public review and comment for a 30‐day period.
  • The plan availability and locations for review will be publicized.
  • All oral and visual presentations on the LRTP at these meetings will be done in clear, simple language with as few acronyms as possible. Presenters will provide basic introductory information on the topics being presented. If requested, an interpreter and/or signer will be provided.
  • Clear and easy‐to‐read summary information will be available throughout the process and will be distributed through ITD presentation to organizations, in newsletter inserts of these organizations, on ITD’s website and by mail.
  • The Idaho Transportation Board will approve release of a draft plan an d consider the adoption of the final Long‐Range Transportation Plan during one of their regularly scheduled Board meetings.

Amendments or updates to the LRTP may occur for a number of reasons including: changes in funding sources, changes to priorities, changes to scope and purpose and need given the long‐range nature of the plan, amendments are few in nature. Opportunities to comment on proposed amendments/updates to the LRTP will be publicized by sending out a notice of the proposed amendments to the public. At the same time, a 30‐day comment period will be announced. The Idaho Transportation Board will consider the adoption of amendments to the Statewide Transportation Plan during one of their regularly scheduled Board meetings.

Corridor Planning

Identifying the segments of the public likely to be affected or impacted by a project is the first step and determines the range of public involvement activities needed. Early stakeholder scoping helps:

  • Identify potential risks and controversies
  • Gauge levels of interest for various stakeholders
  • Assess available resources
  • Identify social, economic, cultural and environmental concerns

While stakeholders include owners of property adjacent to various projects/plans/alignments, they also include users of the project, jurisdictional representatives, transportation service providers, government agencies and interest groups. A typical list of stakeholders might include:

  • Adjacent property owners (residential, commercial, industrial, institutional – education, religious, government, non-profit, etc.)
  • Adjacent property renters (residential, commercial, industrial, institutional, etc.)
  • Facility users (commuters, truckers, business customers, major regional employers
  • Local elected and appointed officials (city council, county commissions, planning commissions)
  • Resource and regulatory agencies
  • Local jurisdiction transportation or technical professionals (public works directors, traffic engineers, planning directors)
  • Other transportation professionals, such as Regional and Metropolitan Planning Organization transportation planners
  • State transportation professionals (ITD highway designers and corridor planners, traffic engineers, environmental planners)
  • Federal transportation professionals (FHWA, FTA, Bureau of Land Management, Department of the Interior)
  • Transportation service providers (transit agencies, airports, marine ports)
  • Neighborhood organizations
  • Traditionally underserved populations who may be impacted, such as minority groups/leaders, low-income and persons with Limited English Proficiency (LEP)
  • Business organizations (local and regional Chambers of Commerce, economic development agencies, industry associations)
  • Transportation interest groups (transit, freight, bicycle, pedestrian, highway, aeronautic)
  • Native American tribes
  • Special interest groups (environmental, non-governmental organizations, activists)
  • Historic preservation and scenic conservation groups
  • Growth-management interest groups
  • Health and wellness interest groups
  • Media (print, radio, online, television)
  • The general public of the project’s geographical area

Identifying stakeholders can be a challenge, and it is important to recognize that no matter how thoroughly the stakeholder identification activities are conducted at the beginning of a project, the list of stakeholders will change as the project progresses. For more information on stakeholder identification and identification of stakeholder issues, please refer to ITD’s Public Involvement Toolbox.

The earlier all interested parties can be identified, the better. Because of this, it is a good practice to include mechanisms for outreach to the general public as a continuing element of the overall public involvement plan.

Other Planning Activities

Tribal Consultation During Statewide Planning

Coordination with tribes must occur during the planning process, and one avenue for this occurs when the public outreach for the draft ITIP/TIP is conducted. Tribal consultation is a separate and discrete process from the normal public involvement activities. The process should be documented and specific information on how the process was accomplished submitted to FHWA and FTA for when the approval of the ITIP is requested. Failure to do this can adversely affect the STIP approval and/or timing of that approval

FHWA Idaho Division contacts tribes each year to briefly explain the nature of the federal aid transportation program, offer assistance, and advise them that the draft ITIP will be available and that they should be hearing more from ITD regarding the ITIP.

Determine with tribes which projects are of interest and important to them, and plan accordingly for future public involvement in project phases. Tribes will determine what projects and what land is of interest to them. Idaho tribes include those with reservation land in Idaho and land area claims in Idaho.

Transportation and Air Quality Conformity During Statewide Planning

The Clean Air Act (CCA) requires that all transportation plans developed, funded or approved by the Federal Highway Administration (FHWA) or the Federal Transit Administration (FTA) must demonstrate they “conform” to the state’s plan for meeting the National Ambient Air Quality Standards (NAAQS). This includes geographic areas which are in non-attainment of the NAAQS or in those areas trying to maintain the standards after being in non-attainment. Conformity designations must be secured prior to the plans being submitted to the FHWA and FTA for approval. More information can be found in Chapter 10.

Programming & Public Involvement

Programming is the process of scheduling and funding projects envisioned during the planning process by committing projected revenues to potential projects outlined in plans and studies. It is during this phase that an idea becomes a project. Just like Planning, it is important to consider stakeholder needs, issues, and wants. Transportation Programming is the commitment of transportation funds to be available over a period of several years to particular projects. Idaho considers three separate programming documents – The Idaho Transportation Investment Program (ITIP), the Statewide Transportation Improvement Program (STIP) and the Transportation Improvement Program (TIP). Each document is prepared and adopted by various agencies for somewhat different purposes. Here is a concise breakdown of these three important programming documents.

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What’s the Difference?

Idaho Transportation
Investment Program (ITIP)


  • The ITIP is a state document that guides ITD’s investments through various funding programs (including state and federal funds). Individual projects are listed in this document as well as those found in the MPO TIPs.
  • Includes all modes of transportation (i.e., air, highway, freight, bicycle/ pedestrian, public transportation, rail, etc.) and other programs (i.e., safety, strategic initiatives, etc.).
  • Contains five-years of individually identified projects.
  • Must have performed an Air Quality conformity
    analysis for projects located in non-attainment areas
    of the state.
  • Approved by the
    Idaho Transportation Board.
  • By ITD policy,
    a 30-day public comment period will be conducted.

Statewide Transportation
Improvement Program (STIP)


  • The STIP is a federal document that contains projects that are federally funded based on grouped projects.
    The STIP also contains the MPO Transportation Improvement Programs (TIPs) by reference.
  • Projects may not be specifically identified because they are grouped by funding category. This reduces the need
    for STIP Amendments.
  • Contains four-years of grouped projects.
  • Must have performed an Air Quality
    conformity analysis for projects located in non-attainment areas outside of MPOs.
  • Approved by Federal Highways and Federal Transit Administrations and the Environmental Protection Agency
  • By USC Title 23,
    a 30-day public comment period is required.

Transportation Improvement
Program (TIP)

  • The TIP is a metropolitan planning organization (MPO) document that guides local investments through various funding programs (including local, state and federal funds). Individual projects are listed in this document as well as those projects that are in the MPO area found in ITIP.
  • Includes all modes of transportation (i.e., air, highway, freight, bicycle/ pedestrian, public transportation, rail, etc.) and projects that are regionally significant
  • Contains five-years of metropolitan identified projects.
  • Must have performed an Air Quality conformity analysis for projects located within MPOs areas that are
    considered non-attainment.
  • Projects are recommended by the MPO Technical Advisory Committee and Approved by the MPO Policy Board.
  • By USC Title 23,
    a 30-day public comment period is required.

It is during the programming process when staff (ITD, LHTAC and MPOs) matches proposed projects to available funds that best meets agency strategic performance goals. The key to successful programming begins with planning and project development and the relationships our agencies have with stakeholders. The federally-approved STIP is the final document preceding the actual construction or implementation of projects.

Remember, public involvement should have begun long before a project is considered to inclusion in the ITIP, STIP and TIP. Opportunities for public participation are provided through the planning and project selection process at the local, regional and state levels. This cooperative effort includes, but is not limited to open public meetings, opportunities to comment on plans, public open houses, press releases and media outreach, community forums, etc. Once the public receives the ITIP/TIP, it becomes the public’s final opportunity to comment in a project before funding determination is made. It is at this stage when most opposition to a project may occur especially if this becomes the first time the public sees a project in their area.

According to 23 USC 134, “each State to carry out a continuing, cooperative, and comprehensive statewide multi-modal transportation planning process, including the development of a long-range statewide transportation plan and statewide transportation improvement program (STIP), that facilitates the safe and efficient management, operation, and development of surface transportation systems that will serve the mobility needs of people and freight (including accessible pedestrian walkways and bicycle transportation facilities) and that fosters economic growth and development within and between States and urbanized areas, while minimizing transportation-related fuel consumption and air pollution in all areas of the State, including those areas subject to the metropolitan transportation planning requirements.”

Public Review of the ITIP

Annually during the month of July, the Idaho Transportation Department conducts a 30-day open public comment period on the draft ITIP. Although the projects located in metropolitan areas are included in the ITIP for public consideration, MPOs also conduct their own 30-day public comment period.

Opportunities will be available to comment on the proposed Idaho Transportation Investment Program. Notice will be given (via advertisements, postcards, and electronic mail) that the draft will be available online for review and comment for a 30‐day period. Comments can be submitted during this time period by electronic mail, via on‐line comment form or through regular mail. The draft ITIP will be available at each of the ITD District offices, MPO offices, and online throughout the 30‐day comment period. The ITIP can be found on‐line at: http://www.itd.idaho.gov/planning/stip/index.htm.

All Idaho Native American Tribe tribal councils will be notified of ITIP outreach opportunities as they become available. Communication and coordination will be different between the ITD District and their corresponding tribal council. The District will determine with their tribe which projects are of interest and important to them, and plan accordingly for future public involvement in project phases. Idaho tribes include those with reservation land in Idaho and land area claims in Idaho.

Amendments to the ITIP

Amendments to the ITIP may occur when funding sources change, priorities change, project scope and termini changes and purpose and need changes, etc. Opportunities to comment on proposed amendments to the ITIP outside of the annual update will be publicized by sending out a notice of the proposed amendments to the public through the media, as an advertisement, via electronic mail or by postcard. At the same time, a 7‐day comment period will be announced.

For projects located within an MPO, amendments will first be requested through the MPO. If a comment period is required, the MPO will be required to fulfill this obligation. The comment period will be subjective to MPO policy and procedures. Once the MPO certifies that the amendment has met public involvement requirements and it has been acted upon by their Board, a letter from the MPO will be sent to ITD for ITD Board action. ITD will then send an amendment request to the proper federal agencies for final approval. ITIP Amendments can be found online at: http://itd.idaho.gov/funding/.

Comment Consideration

ITD staff will accept and consider each comment made on the ITIP; however, it is the Idaho Transportation Board that has the final say on how the comment(s) will affect the plan and/or program. To assist the ITD Board, the Office of Communication will create a comment book showing each of the comments received and indicate how the comment could be implemented. The Board will receive the Comment Book prior to the adoption of the plan/program for their consideration.

Project Development & Public Involvement

Public participation in transportation planning is key to identifying solutions that are appropriate for your community; however, it can also play an important role in the project development process (by sharing perspectives on the history, issues and priorities of stakeholders’ local areas). Stakeholders should be in constant contact with designers and engineers as the project is being developed to ensure that the community needs are being addressed. Project development activities often includes refining pre-project concept evaluations, environmental evaluations, and project design. Agencies will consider this input to make project decisions that are most in line with the overall public interest and that meet all applicable laws and regulations.

Public involvement during the project development phase is to:

  • Ensure context sensitivity through an open, consensus-building dialog among project proponents, reviewers, the public and other stakeholders.
  • Foster thinking beyond the roadway pavement to achieve optimum accommodation for all modes of transportation.
  • Encourage early planning, public outreach, and evaluation so that project needs, goals and objectives, issues and impact can be identified before expending significant resources.
  • Achieve consistent expectations and understanding between project proponents and those entities that evaluate, prioritize, and fund projects.
  • Ensure allocation of resources to projects that address local, regional, and statewide priorities and needs.

Quick Links

Click the links below to navigate to the
main topics of this chapter.

Context Sensitive Solutions (CSS) & Public Involvement

ITD defines Context Sensitive Solutions (CSS) as a collaborative, interdisciplinary approach that involves all stakeholders in order to develop transportation facilities that fit their physical settings and preserve scenic, aesthetic, historic, economic and environmental resources, while maintaining safety and mobility

Effective public involvement encourages the exploration of issues from a variety of perspectives. Stakeholders must be identified and involved at the beginning of a project and again during the planning, programming, development and construction processes.

ITD strives to be a good provider, neighbor, steward and caretaker. Open lines of communication lead to a sense of shared ownership and a common vision. The information-collecting and sharing processes begin at the grassroots level, are passed through the Idaho Transportation Department’s professional staff, and are conveyed to the Transportation Board. Concerns are addressed. Decisions are made. Action is taken. For further CSS guidelines and discussion, see the ITD Context Sensitive Solutions guide.

Public Involvement Activities – The Plan and the POP

Public involvement activities become more extensive during the development phase of a project. The public involvement effort will utilize a variety of techniques and more clearly identify a projects effects on specific communities, geographic regions and stakeholder groups. Effective public involvement during the development phase can help project teams work through complex issues, continue to build good working relationships with stakeholders, and set up future project teams for success during project implementation (construction).

It is important that you us the Public Outreach Planner (POP) and your stakeholder identification and analysis to develop a clear, objective-driven plan for your public involvement (Appendices F, G and H).

The POP is intended to assist ITD staff in assessing the range of outreach needs, identifying tools that may be used in meeting those needs, and providing an estimate of the potential costs associated with their implementation. Project teams are encouraged to complete the POP at all phases of a project, understanding that the context of a project may change over time. It is ideal to complete the POP during the planning phase and again during the environmental and design phases. Keep a record of these findings for future project phases.

NEPA

NEPA requires that any activity or project receiving Federal funding or other Federal actions (including transportation projects) undergo a detailed analysis of potential impacts, including potential air quality impacts. Under NEPA, FHWA and FTA work closely with other Federal agencies and State, local, and Tribal governments, public and private organizations, and the public to understand the potential impacts of a proposed project. This process requires stakeholders to strike a delicate balance between many important factors, including mobility needs, economic prosperity, health and environmental protection, community and neighborhood preservation, and quality of life for present and future generations.

An ITD Federal Aid project that anticipates substantial environmental, social, or economic impacts, and involves federal funding, federal lands, or federal permits, must comply with NEPA process and procedures for public involvement. In accordance with 23 CFR 771.111, ITD should coordinate early with the appropriate agencies and the public when determining the type of environmental review documents and action requires, the scope of the document, the level of analysis and related environmental requirements. There are certain environmental documentation requirements for Federal Aid ITD projects. Projects are evaluated and categorized into three classes of projects:

  • Those categorically excluded (named CatEx or CEs) from environmental impact statement requirements;
  • Those requiring an Environmental Assessment (EA); or
  • Those requiring an Environmental Impact Statement (EIS).

There are no public notice or hearing requirements for CEs, although where hearings are not required by statute, informational meetings may serve as a useful forum for public involvement in the environmental process. ITD often seeks input from the public and provides information through open houses, public information meetings and other formats less formalized than public hearings. These vary dependent on factors such as the nature, location and size of the project. Refer to ITD’s Public Involvement Toolbox for assistance in planning appropriate types and amount of public involvement.

FHWA may call for a hearing if the need is warranted; in that case, standard hearing procedures are followed (see section 300 of ITD’s environmental manual).

A public involvement plan should be prepared for all projects in which an EA or EIS is required. Refer to Appendix G for information and assistance in developing the public involvement plan. In general, public involvement should begin in the early stages of the project and continue through the life of the project. Prior to construction, news releases and other appropriate public contact should begin and continue as needed during the construction period.

NEPA & Detours

Although not a typical environmental consideration, detours, adding through traffic lanes or changing system layout can influence travel patterns and potentially have certain environmental, social, or economic impacts, regardless of the class of project (CE, EA or EIS).

Effects may include:

  • Level of service/congestion
  • Travel time
  • Noise
  • Safety
  • Dust
  • Neighborhood cohesiveness
  • Access to public service
  • Economic disruption

System changes include road closures, new road connections or restriction to turning movements (access control). Projects with significant detours and/or impacts on travel patterns are not eligible for a categorical exclusion (see 23 CFR 771.117). Level of controversy is also a factor for the NEPA Class of Action.

A review of community impacts is needed to ensure impacts do not constitute an unusual circumstance or significant impacts under 23 CFR 771.117. Most detours have only minor transient impacts, although the type and magnitude of impacts varies considerably.

Stakeholder Outreach

When there are changes to travel patterns, including detours, conduct outreach to affected stakeholders during the NEPA process, unless there is a high level of confidence that impacts are minor.

  1. Contact the ITD Public Involvement Coordinator, if needed, for advice on the recommended level of effort for outreach.
  2. Coordinate with local government or other relevant agencies for input on agency concerns and to determine any commitments to include in the NEPA document.
NEPA Documentation

The level of detail in the NEPA document should be commensurate with impacts. Allow the stakeholder input to guide the depth of discussion of impacts in the NEPA document. The NEPA document should discuss the following:

  • Potential controversy associated with the change to travel patterns (including temporary detours).
  • Estimated time the road will be closed.
  • Estimated travel time delay for road users.
  • Change in traffic volume. Significant increase or decrease to traffic can affect adjacent land use on closed or restricted routes or new routes/detour route and the area (neighborhoods, business).
  • Discussion of detour affects access to services, schools, EMS, law enforcement, social services, events, and public safety.
  • Posting provisions for local traffic.
  • Posting provisions and accommodations for pedestrians, as needed.

Because changes to travel patterns have potential for disproportionate impacts to minority or low impact populations, the project is not eligible for the FHWA Idaho Division programmatic Environmental Justice (EJ) finding. You must identify if EJ populations are present or absent in the area of potential effect. If present, complete an EJ analysis.

FAQ’s for Temporary Closures (detours)

Q: Do I need to address EJ impacts for a detour?
A: It is possible to have impacts to minority and low income populations from a detour, such as creating an inadvertent barrier for access to services. Analyze and address if needed.

Q: A detour was added during final design. There is no grading, overlay or any other permanent physical changes. There is temporary construction signing. Do I need a cultural resource clearance on the detour with my re-evaluation?
A: No.

Q: Do I need to consider closures of existing pedestrian facilities?
A: The MUTCD Manual says existing pedestrian access must be maintained during construction. If this is infeasible, discuss the impact in the NEPA document.

Example NEPA Narrative

The SH-100 Bridge will be closed for three months. Traffic will be detoured on 2nd Avenue to Forest Road, a primary arterial. The detour route is five miles long and will result in a travel time delay of approximately ten minutes. There is no closure to existing pedestrian facilities and no pedestrian traffic. See the attached detour map.

Outreach was done to the following stakeholders. No concerns were voiced. Further outreach will be done during prior to and during construction. Access will be posted and maintained to all residences and commercial establishments. See attached outreach summaries.

  1. Public (Public meeting on x/x/xx)
    1. Businesses adjacent to the closed route
    2. Neighborhoods adjacent to the detour route
  2. City officials
  3. EMS and Law Enforcement
  4. Public School District
  5. Road jurisdiction - US Forest Service
Transportation and Air Quality Conformity During NEPA

All transportation projects subject to NEPA must demonstrate they “conform” to the state’s plan for meeting the National Ambient Air Quality Standards (NAAQS). This includes geographic areas which are in non-attainment of the NAAQS or in those areas trying to maintain the standards after being in non-attainment. Conformity designations must be secured prior to the NEPA documentation being submitted to the FHWA and FTA. More information on air quality conformity can be found in Chapter 10.

For questions regarding NEPA and environmental public involvement requirements, please contact _____________.

Tribal Consultation

A good faith effort must be made to consult with tribes potentially having an interest in a project. A tribe cannot be forced to respond, but more than just a single attempt to contact them needs to be made if no response is received. Letters to the tribal leadership with follow-up phone calls may suffice, but a documented, defensible case for a good faith effort must be able to be made. This generally consists of several documented efforts to make contact and by more than one means of communication. If there is an opportunity to do so, ask tribal representatives how best to contact them, communicate, or otherwise work with them.

The extent of the communication effort should take into account the nature and location of the project. Communication/coordination is necessary for all projects on tribal lands and for projects of greater impacts or scope or anything that may affect tribal interests regardless of location. There is never a problem with extending an opportunity for tribes to communicate their concerns on any project.

ITD commonly undertakes communication with tribes on federal aid transportation projects. Most importantly, communication should begin at an early stage (during the planning and evaluation phases) in the project, before final decisions are made, so that tribal input can be properly considered. Information on the proposed project should be provided to the tribes so that they can understand the project and be prepared to comment. If the Idaho FHWA Division has concerns regarding the tribal coordination on a project, the Division will begin a consultation process. If the need to do this becomes apparent at a critical point during the project development process, then the project could be delayed while consultation efforts are under way. ITD should advise the Division any time that FHWA involvement in tribal consultation would be of assistance or may be beneficial or desired by a tribe. The Division can then engage promptly so that tribal issues do not later impact the project schedule.

FHWA Idaho takes its tribal consultation responsibilities seriously and supports meaningful consultation and collaboration efforts as outlined in EO 13175 and the USDOT Transportation Tribal Consultation Plan.

Direct communication between tribes and ITD Districts as a best case for all parties, since ITD Districts are most familiar with project details of interest to the tribes and Districts also have the ability to program projects or make changes in response to requests from tribes.
Section 106 requirements

Section 106 of the National Historic Preservation Act (NHPA) requires consultation with any Indian tribe that attaches religious, cultural and historic significance to properties that may be affected by an undertaking, regardless of the location of the historic property. The tribe must be provided a reasonable opportunity to identify its concerns about historic properties, advise on the identification and evaluation of historic properties, provide its views on the undertaking's effects on such properties, and participate in the resolution of adverse effects.

For tribes that have formally assumed the responsibilities of the State Historic Preservation Office (SHPO) on tribal lands, the tribal historic preservation officer (THPO) is the official representative for the purposes of Section 106. The agency official shall consult with the THPO in lieu of the SHPO regarding undertakings occurring on or affecting historic properties on tribal lands. For tribes that have not formally assumed the responsibilities of the SHPO on tribal lands, Section 106 consultation will include a representative designated by the tribe in addition to the SHPO regarding undertakings occurring on or affecting historic properties on its tribal lands.

Additional information on tribal consultation under Section 106 is available by contacting FHWA at 208-334-1843.

Tips and Best Practices for Tribal Consultation
  • The term “government-to-government consultation” is frequently used and is understood differently by different people. It is generally wise to avoid the use of this term due to the high potential for misunderstanding of what this consists of or what may be expected.
  • Identify the ITD government representative that the tribe would like to communicate with on a government-to-government level (Business Council).
  • Avoid giving deadlines for responses or other actions in connection with tribal coordination. Attempting to impose firm deadlines for consultation with tribes is not enforceable or defensible.
  • Just because a project isn’t directly on tribal lands, does not mean consultation should not occur. It is a best practice to consult the tribe on projects that may affect tribal interests regardless of location.
  • If tribal representatives indicate that they prefer to meet in person, ask to explore the most effective ways to arrange such meetings. If they wish to develop an MOA outlining how communications will occur, FHWA supports and encourages that and will assist in any way possible.
  • Traditional Cultural Properties (TCPs) are defined as a property or a place that is eligible for inclusion on the National Register of Historic Places because of its association with cultural practices and beliefs that are rooted in the history of a community, and are important to maintaining the continuity of that community’s traditional beliefs and practices. It should be noted that TCPs are not limited to Native American properties or ethnic minority issues in general. Americans of every ethnic origin have properties to which they ascribe traditional cultural value.

Construction & Public Involvement

Project implementation (construction) is the point when a projects true impacts are felt the most by the majority of the public. You may see an increase in phone calls, correspondence and participation and public meetings. It is important to be prepared for this, implement a variety of public information techniques, and be ready to provide the most accurate, updated information to the public. The various tools and techniques identified in a projects’ public involvement can be found in more detail in Appendix H.

During project implementation, good public involvement is imperative to managing the publics’ expectations and needs. By doing good, comprehensive public involvement ahead of construction, project teams are less likely to encounter unknown issues and stakeholder. It is important to re-assess a project’s POP score and public involvement plan before construction, to ensure all variables are taken into account.

Public involvement during the construction phase takes all of the public comments and concerns and aligns it to meet the needs of the community. The public should have the opportunity to comment on:

  • Field work that may impact local businesses, homeowners, community services, etc.
  • Final engineering design and environmental work.
  • Right-of-way acquisitions and utility relocations.

At this stage the public should be notified when the project is set for construction and the potential impacts during implementation. A good working relationship between the project contractor and the ITD project manager/PI coordinator will ensure that everyone is working with consistent information and messaging. Be sure to make the contractor aware of your public involvement plan, and get their feedback on the best way to engage with them throughout construction.

Transportation Operations & Public Involvement

Public involvement during regular operations and maintenance of existing systems is done in an information-sharing mode, similar to construction. This includes notifying adjacent property owners and the traveling public about detours, lane closures, increased travel times, maintenance activities and any potential access impacts.

After constructing a project, the focus shifts to operations and maintenance. Key operational and maintenance activities citizens may be concerned with include:

  • Pavement and bridge repair
  • Signal maintenance
  • Lane striping
  • Surface repairs/maintenance
  • Landscaping
  • Drainage maintenance
  • Snow removal
  • Public transportation operations

Consult with your Office of Communications to explore the best methods for informing the public.

Transportation Conformity for Air Quality

The Clean Air Act (CAA) sets the framework and goals for improving the air quality to protect public health. The CAA established provisions for attainment and maintenance of the National Ambient Air Quality Standards (NAAQS). NAAQS are set for “criteria” pollutants, i.e., those that adversely affect human health and safety, at levels to ensure adequate protection of the public.

When a geographic area violates a NAAQS, it is designated as a “non-attainment” area. Non-attainment areas in Idaho currently include:

  • Cache Valley (Franklin County) for Fine Particulate Matter ∠ 2.5 micrometers in diameter (PM2.5)
  • Pinehurst (Shoshone County) for Coarse Particulate Matter ∠ 10 micrometers (PM10)
  • West Silver Valley (Shoshone County) for PM2.5

Once designated, a plan must be created and implemented to bring the area back into attainment. In Idaho these plans are prepared by the Idaho Department of Environmental Quality (DEQ) and approved by the U.S. Environmental Protection Agency (EPA). The plan is called the State Implementation Plan (SIP).

When an area achieves attainment for three consecutive years, it may request re-designation as a “maintenance” area. Maintenance areas are required to have SIPs to ensure the NAAQS continue to be met. Maintenance areas in Idaho include:

  • Portneuf Valley (Bannock County) for PM10
  • Northern Ada County for PM10 and Carbon Monoxide (CO)
  • Sandpoint (Bonner County) for PM10

EPA classifies emissions of criteria pollutants into three source categories: point (electric utilities, refineries, etc.), area (dry cleaners, paints, solvents, etc.) and mobile including both on-road (cars, trucks, buses, etc.) and non-road (airplanes, trains, construction equipment, etc.). SIPs must include strategies and control measures to sufficiently reduce emissions in each of these source categories to levels that meet the NAAQS. The SIPs also set emission caps or “budgets” for each air pollutant.

Transportation conformity refers to the Clean Air Act requirement that all transportation plans, programs and projects developed, funded or approved by the Federal Highway Administration, the Federal Transit Administration, and any state or locally funded regionally significant projects must demonstrate they “conform” to the applicable State Implementation Plan (SIP). Source: IDAPA 58.01.01.563 at https://adminrules.idaho.gov/rules/2012/58/0101.pdf

Given the fact that controlling pollutants from on-road mobile sources is critically important to meeting the NAAQS, transportation conformity is intended to help the SIP attain the NAAQS.

Interagency Consultation

To make conformity determinations in each non-attainment or maintenance area, a committee of agency representatives called the Interagency Consultation Committee (ICC) is required to be constituted. These agencies generally include the following. (IDAPA 58.01.01.567.01-02)

  • Idaho Department of Environmental Quality (DEQ)
  • Idaho Transportation Department (ITD)
  • Metropolitan Planning Organization (MPO)
  • Federal Highway Administration (FHWA) and Federal Transit Administration (FTA)
  • Local Highway Technical Assistance Council (LHTAC)
  • Local agencies including Highway Districts, Counties, Cities
  • Public Transit agencies or service providers
  • Tribal governments
Agency Responsibilities

Within the Interagency Consultation Committees (ICCs), the following three agencies have specific designated responsibilities, all of which are subject to interagency consultation.

  • Idaho Department of Environmental Quality (DEQ) — the state’s designated lead air quality agency (IDAPA 58.01.01.569.01)
    • State Implementation Plan (SIP) including public outreach on draft plan, emission inventories and budgets, control measures, plan updates.
    • Motor vehicle emission factors
    • Attainment and maintenance demonstrations
  • Metropolitan Planning Organizations (MPO) in non-attainment/maintenance areas with an MPO--currently Portneuf Valley and Northern Ada County (IDAPA 58.01.01.569.02)
    • Conformity determinations for Long Range Transportation Plans (LRTPs) and Transportation Improvement Plans (TIPs)
    • Identify regionally significant projects through the ICC process
    • Implement Transportation Control Measures (TCMs)
    • Technical and policy input on emission budgets
    • Transportation modeling, regional emissions and project level (hot-spot) analyses
    • Distribute draft and final documentation to ICC and interested stakeholders
  • Idaho Transportation Department (ITD) in non-attainment /maintenance areas without an MPO--currently Cache Valley, Pinehurst, West Silver Valley and Sandpoint (IDAPA 58.01.01.569.03)
    • Conformity determinations for the projects in the Statewide Transportation Improvement Program (STIP) and for those subject to the National Environmental Policy Act (NEPA)
    • Identify regionally significant projects through the ICC process
    • Implement Transportation Control Measures (TCMs)
    • Technical and policy input on emission budgets
    • Transportation modeling, regional emissions and project level (hot-spot) analyses
    • Distribute draft and final documentation to ICC and interested stakeholders
Public Involvement & Consultation

Those agencies making conformity determinations on transportation plans, programs, and projects, i.e., the MPOs and ITD, are required, at a minimum, to establish a proactive public involvement process which provides reasonable public access and opportunities for public review and comment on all technical and policy information being considered by the ICC at both the beginning of the public comment period and prior to taking any formal action. In addition, these agencies must specifically address, in writing, all public comments relating to known plans for a regionally significant project, which is not receiving FHWA or FTA funding, or approval. (IDAPA 58.01.01.574). Members of the public may submit requests to receive information about the ICC, including meeting dates and times, relevant documents and other information.

Following below are the general responsibilities of the MPOs and ITD with respect to the ICC consultation process and with interested members of the public. (IDAPA 58.01.01.571.01)

  • Initiate the process by notifying the ICC members of the document to be discussed or decision to be made and by scheduling and convening meetings.
  • Maintain a distribution list of all ICC members and interested members of the public.
  • Distribute an agenda and all supporting material including the minutes of prior ICC meetings:
    • 14 days in advance of an ICC meeting if there are non-technical issues to be resolved.
    • 30 days in advance for technical issues.
  • Confer with other agencies and persons interested in the document or decision.
  • Provide an opportunity for informal questions and answers on draft documents and proposed decisions.
  • Consider the views of ICC members and interested members of the public and respond in writing to significant comments in a timely and substantive manner prior to finalizing or taking any final actions.
  • Assure all comments and written responses of ICC members and members of the public are made part of the record of any action.

Public Transportation Outreach Plan

Content Under Development

Public Records Requests

If a public records request is made online or directly to an ITD staff member, it is Critical to involve Gov. Affairs, Office of Communication and Legal. Response to these request should also include a subject-matter expert. Responses should take into account the following guidelines:

  • Controlling statutes: Title 74 (specifically, 74-103, Idaho Code)
  • Agency must acknowledge request AND grant or deny within 3 business days
    • If agency cannot completely process request within 3-day time frame, such must be stated in the 3-day letter (that more time is needed)
    • Agency MUST provide requested materials within 10 business days

Legislator Information Request

If an information request from a legislator is made, work directly with governmental affairs and a subject-matter expert. It is important to catalog and retail all processed requests.

During legislative session: January-April, requests are very time sensitive. Waiting three days to respond is too long. ETS knows to make these top priority and process within 48 hours (main ETS contact: Bill Finke, Application Development Manager)

During the legislative off-season: May-December, best practice is to generally try to respond within three business days. If the request requires building or creating materials from scratch, then be sure to notify requestor of such and work on a suitable timeframe.

For any information request from a legislator, contact ITD’s Governmental Affairs Manager, 208-334-8804. A secondary point of contact is ITD’s Governmental Affairs Program Specialist, 208-334-8810.

Media Requests

Content Under Development

ITD has several Administrative policies referencing public involvement see Appendix C:

Administrative Policies
Board Policies
Department Memos
State Requirements

Furthermore, ITD will ensure that it meets any requirements for public involvement as outlined in Idaho Code, specifically:

Executive Order 12898: Environmental Justice

State agencies must develop a strategy for implementing environmental justice. The order is also intended to promote nondiscrimination in federal programs that affect human health and the environment, as well as minority and low-income communities’ access to public information and participation.

Executive Order 13166 on Limited English Proficiency (LEP)

The Executive Order requires Federal agencies to examine the services they provide, identify any need for services to those with limited English proficiency (LEP), and develop and implement a system to provide those services so LEP persons can have meaningful access to them.

Executive Order 12372: Intergovernmental Review of Federal Programs

This executive order outlines the Federal government’s consultation process with states and local governments for decision making involving grants, other forms of financial assistance, and direct development. In consultation with local governments, most States have acted to establish a review and comment process in response to E.O. 12372 States, and selecting those Federal financial assistance and direct development activities they wish to review.

Executive Order 13166: Improving Access

Recipients of federal financial aid must ensure the programs and activities normally provided in English are accessible to persons with limited English proficiency.

Title VI of the Civil Rights Act of 1964 (23 CFR 200)

Title VI of the Civil Rights Act of 1964 states that “no person in the United States shall, on the grounds of race, color or national origin be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance.”

The Americans with Disabilities Act of 1990 (42 USC 12101; 49 CFR parts 27, 37, 38)

Title II of the Americans with Disabilities Act of 1990 prohibits disability discrimination by all public entities at the local or state level. Access includes physical access and programmatic access that might be by discriminating policies or procedures. The Rehabilitation Act of 1973 (Section 504) states that “no qualified individual with a disability in the United States shall be excluded from, denied the benefits of, or be subjected to discrimination under” any program or activity that receives Federal financial assistance. The Rehabilitation Act Amendments of 1998 (Section 508) states that Federal agencies must ensure that electronic and information technology is accessible to employees and members of the public with disabilities to the extent it does not pose an “undue burden.”

National Environmental Policy Act of 1969 (NEPA) (40 CFR 1508; 23 CFR 771)

NEPA was the first major environmental law in the United States and established the country’s national environmental policies. To implement these policies, NEPA requires agencies to undertake an assessment of the environmental effects of their proposed actions prior to making decisions. Two major purposes of the environmental review process are better informed decisions and public involvement.

Metropolitan Planning (23 USC 134)
Statewide Planning and Research (23 USC 135; 23 CFR 450.208-212)

These requirements prescribe FHWA policies and procedures for the administration of activities undertaken by State departments of transportation (State DOTs) and their subrecipients, including metropolitan planning organizations (MPOs), with FHWA planning and research funds.

Title VI of the 1964 Civil Rights Act and the President’s Executive Order 12898 (1994) directs federal efforts to make the planning and decision-making processes more inclusive. The EO defines Federal Actions for addressing Environmental Justice in Minority Populations and Low-Income Populations (EJ); both aim to distribute the impacts and benefits of projects and programs receiving federal financial assistance, equitably.

Title VI and the associated Code of Federal Regulations for Transportation (49 CFR, Subtitle A, Part 21) affirms that any program or activity receiving federal financial assistance may not exclude or discriminate against groups or individuals based on their race, color, national origin, sex, age, and disability. In particular, a person may not be denied any benefit of the program, denied the opportunity to participate in planning or advising for the program, or subjected to discrimination under the program (including the siting of facilities) based on race, color, national origin, sex, age, and disability. The Federal Highway Administration (FHWA) includes additional nondiscrimination authorities under the broader Title VI Program see Appendix A.

The EO 12898 provides guiding principles for all transportation programs as summarized below and found at the following link: Department of Transportation Environmental Justice Strategy.

  • To avoid, minimize, or mitigate disproportionately high and adverse human health and environmental effects, including social and economic effects, on minority populations and low-income populations.
  • To ensure the full and fair participation by all potentially affected communities in the transportation decision-making process.
  • To prevent the denial of, reduction in, or significant delay in the receipt of benefits by minority and low-income populations.

On May 2, 2012 US DOT issued DOT Order, 5610.2(a); the purpose of the Order was to describe Department-wide actions for addressing EJ in minority and low-income populations during all phases of a project. The Order may be found at DOT Order 5610.2(a).

The updated Order clarifies certain aspects of the EO 12898 of 1994 including the definitions of “minority” populations. The revisions clarify the distinction between a Title VI analysis and an EJ analysis conducted as part of a NEPA process. It affirms the importance of considering EJ principles as part of early project planning activities to avoid disproportionately high and adverse impacts to EJ populations.

In accordance with the revised Order 5610.2(a), EJ populations are defined as:

  • Black – a person having origins in any of the black racial groups of Africa.
  • Hispanic or Latino – a person of Mexican, Puerto Rican, Cuban, Central, or South American, or other Spanish culture or origin, regardless of race.
  • Asian American – a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent.
  • American Indian and Alaskan Native – a person having origins in any of the original people of North America or South America (including Central America) who maintains cultural identification through tribal affiliation or community recognition.
  • Native Hawaiian and Other Pacific Islander – people having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific islands.
  • Low-Income Population – any readily identifiable group of low-income persons who live in geographic proximity, and, if circumstances warrant, geographically dispersed/transient persons (such as migrant workers or Native Americans) who would be similarly affected by a proposed USDOT program, policy, or activity.
  • Minority Population – any readily identifiable group of minority persons who live in geographic proximity, and if circumstances warrant, geographically dispersed/transient persons (such as migrant workers or Native Americans) who would be similarly affected by a proposed USDOT program, policy, or activity.

The Order specifies: “Statutes governing USDOT operations will be administered so as to identify and avoid discrimination and avoid disproportionately high and adverse effects on minority populations and low-income populations by:

  1. Identifying and evaluating environmental, public health, and interrelated social and economic effects of USDOT programs, policies, and activities;
  2. Proposing measures to avoid, minimize, and/or mitigate disproportionately high and adverse environmental and public health effects and interrelated social and economic effects, and providing offsetting benefits and opportunities to enhance communities, neighborhoods, and individuals affected by USDOT programs, policies, and activities, where permitted by law and consistent with the EO;
  3. Considering alternatives to proposed programs, policies, and activities, where such alternatives would result in avoiding and/or minimizing disproportionately high and adverse human health or environmental impacts, consistent with the EO; and
  4. Eliciting public involvement opportunities and considering the results thereof, including soliciting input from affected minority and low-income populations in considering alternatives.”

In summary, Title VI and EJ work in tandem to engage protected populations in the planning and decision-making processes, avoid adverse impacts to protected populations, resulting in fairly distributed benefits of transportation projects and programs.

The demographic profiles of Title VI and EJ communities vary throughout the state. The specific populations identified for special considerations during a planning process will depend on the nature of the project and the size, location, and special characteristics of the study area.

The goal of Title VI/Environmental Justice (EJ) is to ensure that services and benefits are fairly distributed to all people, regardless of race, national origin, or income, and that they have access to meaningful participation. Detailed demographic analysis that identifies the appropriate type of outreach is critical to ensure a consistent approach in the planning and project development process.

ITD’s planning and project development process includes Title VI and EJ considerations when determining the site or locating projects to ensure non-discrimination. Identifying existing Title VI and EJ populations is required in planning projects. Opportunities exist in both the project-scoping phase and in statement of work language to identify the overlap and differences in Title VI and EJ populations. Addressing Title VI and EJ-related questions during project scoping and performing demographic analysis early in the planning process is critical. After documenting the protected populations in the study area, planners can then use this information to develop a meaningful public involvement plan to reach specific groups, as well as to provide the baseline data for the existing and future conditions analyses and alternatives analysis.

The Title VI and EJ planning approach provides a methodical way to ensure; Title VI and EJ goals are acknowledged as part of project scoping; protected populations are identified early in a project; and that reporting elements are consistent at the conclusion of a project. The approach is organized into four phases – scoping, outreach, analysis, and reporting – and specific steps under each of these phases are described to help planners and project managers address Title VI and EJ regulations. ITD Environmental Evaluation Form 0654 is completed to document how each project has identified and considered Title VI and EJ populations in a way that is meaningful and appropriate to the type of project and circumstances within the study area.

ITD’s Office of Civil Rights Program Manager/Title VI/Nondiscrimination Coordinator incorporates information received from each PAC regarding Title VI/EJ activities into a comprehensive report Title VI Accomplishment Report. The Title VI and EJ Program Area Questionnaire (Appendix C) helps standardize data collection to fulfill statewide Title VI & EJ reporting requirements.

EJ Resources:

  • Title VI and Nondiscrimination Related Authorities
  • ITD Environmental Evaluation Form 0654
  • Title VI and EJ Program Area Questionnaire
Title VI and Nondiscrimination Related Authorities

Title VI of the Civil Rights Act of 1964 prohibits discrimination in Federal and Federally assisted projects and programs based upon race, color, and national origin. Since 1964, additional statutes prohibit discrimination based upon sex (Federal-aid Highway Act of 1973), age (The Age Discrimination Act of 1975), and disability (Section 504 of the Rehabilitation Act of 1973 and Americans with Disabilities Act of 1990). Collectively FHWA defines a Title VI Program to prohibit discrimination based upon race, color, national origin, sex, age, or disability. In addition, since the Executive Orders regarding Environmental Justice (Executive Order #12898) and Limited English Proficiency (Executive Order #13166) are non-discriminatory in their intent, while they are not statutes and someone cannot sue because of them, FHWA includes the E.O.s under the Title VI Program.

While Executive Orders and other guidance do not directly apply to Recipients, they do direct Federal agencies to take specific actions concerning federally assisted programs and activities of their Recipients. As a result, this requires these agencies to ensure that ITD undertake certain activities. As an example, Executive Order 12898, 3 C.F.R. 859 (1995), entitled “Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations,” emphasizes that Federal agencies have a duty to use existing laws to achieve Environmental Justice, in particular Title VI, to ensure nondiscrimination for low-income and minority populations. Executive Order 13166, 3 C.F.R. 289 (2001) on Limited English Proficiency, according to the U.S. Department of Justice in its Policy Guidance Document dated August 16, 2000 (65 Fed. Reg. at 50123), clarifies the responsibilities associated with the application of Title VI’s prohibition on national origin discrimination when providing information only in English to persons with limited English proficiency.

List of Title VI/Nondiscrimination Authorities:

  • Title VI of the Civil Rights Act of 1964 (42 USC § 2000d, 78 stat. 252) prohibits discrimination in federally funded programs on the basis of race, color, and national origin.
  • Federal-Aid Highway Act of 1973 (23 USC § 324): amended Title VI to prohibit discrimination on the basis of sex in Federal-Aid highway programs.
  • Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended (42 USC § 4601): prohibits unfair and inequitable treatment of persons as a result of projects that are undertaken with Federal Financial Assistance.
  • Age Discrimination Act of 1975, as amended (42 USC § 6101): prohibits discrimination in federally funded programs on the basis of age.
  • Civil Rights Restoration Act of 1987 (Public Law 100-259 March 1988) amended Title VI of the 1964 Civil Rights Act to make clear that discrimination is prohibited throughout all the operations of an agency if any part of the agency receives Federal assistance.
  • Executive Order 12898: Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations.
  • Executive Order 13166 (Limited English Proficiency): Improving Access to Services for Persons with Limited English Proficiency.
  • 23 CFR Part 200: FHWA Title VI Program and Related Statutes – Implementation and Review Process.
  • Section 504 of the Rehabilitation Act of 1973, (29 USC § 794) as amended: prohibits discrimination on the basis of disability.
  • Americans with Disabilities Act of 1990, (42 USC § 12101): prohibits discrimination on the basis of disability.
  • The National Environmental Policy Act of 1969 (42 USC § 4321) prohibits disproportionately high and adverse human health or environmental effects of its programs, policies, and activities on minority populations and low-income populations.
  • 49 CFR Part 21: Nondiscrimination in Federally-Assisted Programs of The Department of Transportation – Effectuation of Title VI of the Civil Rights Act of 1964.
  • 49 CFR Part 27: Nondiscrimination On the Basis of Disability in Programs or Activities Receiving Federal Financial Assistance.
  • 49 CFR Part 28: Enforcement of Nondiscrimination on the Basis of Handicap in Programs or Activities Conducted by the Department of Transportation.
  • 49 CFR Part 37: Transportation Services for Individuals with Disabilities – ADA.
  • 28 CFR Part 35: Discrimination on the Basis of Disability in State and Local Government Services.
  • 28 CFR Part 50.3: Department of Justice Guidelines for Enforcement of Title VI of the Civil Rights Act of 1964.
  • 23 CFR Part 771: Environmental Impact and Related Procedures.
  • May 2012 DOT Order 5610.2(a): Final DOT Environmental
ITD Environmental Evaluation Form 0654

The Idaho Transportation Board is a seven-member group whose collective purpose is to ensure a safe, efficient transportation system serving the needs of Idaho citizens. Six board members represent each ITD district of the state. They are appointed by the Governor and confirmed by the Idaho State Senate. The seventh board member, an at-large Chairman, serves at the pleasure of the Governor.

The ITD Board meets once a month to oversee the operations of ITD. The ITD Board establishes state transportation policy and guides the planning, development and management of a transportation network that is safe, efficient and enhances Idaho's economy and quality of life.

The ITD Board normally meets six times in Boise and six times across the state annually. These meetings are open meetings and the public is invited to attend. However, because of the ITD Board’s tight schedule, it is highly recommended that officials or their staff contact the ITD Board Executive Assistant to get on to the agenda.

Additional information about the ITD Board can also be found on the ITD Website (www.itd.idaho.gov) by clicking the “Transportation Board” on the left side of the page. This site contains Board member biographies; meeting schedules and agendas; meeting minutes; Director’s Board Reports; and Board Subcommittee Actions.

ITD Board Subcommittee on Adjustments to the State Highway System

This subcommittee was established in 1996 to review requests to add mileage to the state highway system and to relinquish miles from the state's system. The Subcommittee only meets when there is a formal request from the District Engineer (DE) and/or a local agency. Local agencies may at any time submit addition or deletion requests to their respective DE. The DE will work closely with the local agency to gather information and to create a report about the section of highway in question.

The DE will submit the request to the ITD Board Executive Assistant. She will convene the Subcommittee prior to an upcoming regular ITD Board meeting. The DE and local officials are encouraged to attend this meeting to answer Subcommittee questions. After the Subcommittee considers the request, it submits a formal recommendation to the ITD Board for action.

During one of its monthly Board Meetings, the Board will make its final decision. Minutes will be posted online on the ITD webpage at: http://itd.idaho.gov/board/.

ITD Board Subcommittee on 129,000 Pound Truck Routes

The ITD Board Subcommittee on 129K Truck Routes reviews and analyzes requests to allow trucks up to 129,000 pounds to drive on non-interstate, state-maintained highway routes. To initiate the process, the ITD Chief Engineer and Staff review each request and evaluate the impact on roads, bridges and safety. If the Chief Engineer makes a favorable determination on the request, ITD initiates a 30-day public comment period on the request and evaluation followed by a public hearing in which verbal or written comments can be submitted.

With completion of the public comment period and hearing, the Chief Engineer makes a formal recommendation to approve or disapprove the request to the 129K Pound Truck Route Subcommittee. The Subcommittee will consider the engineering evaluation and all of the comments and make a final decision. The Subcommittee will then forward their final decision to the ITD Board for their approval.

Information about projects being considered as well as the way to make comments can be found on the ITD webpage at: http://apps.itd.idaho.gov/apps/freight/129K/docs/129KManual.pdf.

ITD Advisory Boards, Committees & Working Groups

In order to make wise decisions that truly represent the needs of Idahoans, the transportation department relies heavily on the expertise of advisory boards, committees and working groups. The following groups meet regularly and make recommendations to the Idaho Transportation Board and ITD staff. If any local official would like to find out more about these boards, contact the ITD Board Executive Assistant.

Idaho Aeronautics Board

The five-member Aeronautics Board advises department staff and the Idaho Transportation Board on aviation issues. Members of the Aeronautics Advisory Board are appointed by the governor and confirmed by the Idaho Senate to serve staggered three-year terms. The members represent an area of expertise.

Idaho Automobile Dealers Advisory Board

The Idaho Automobile Dealers Advisory Board advises the transportation department in administering and enforcing the Motor Vehicle Dealer and Salesman Licensing Act. The governor appoints 11 members for three-year terms.

Idaho Byway Advisory Committee

The Byways Advisory Committee consists of federal and state agencies as well as other parties that provide advice and recommendations to the ITD Board. The goal of the Idaho Byways Committee is to nurture an appreciation of Idaho's heritage through the preservation, protection and enhancement of the state's scenic, natural, or recreational characteristics and historic, cultural, or archeological elements; and promote and enhance tourism on designated Idaho highways, roads and trails."

Idaho Freight Advisory Committee

The Idaho Freight Advisory Committee consists of 13 private industry freight stakeholders who bring a statewide freight perspective from diverse stakeholder groups. The Committee serves as a forum for discussing freight movement and freight infrastructure within Idaho; educating freight stakeholders regarding local, regional, and statewide transportation planning processes; providing access to improved freight data; and working with the Idaho Transportation Department to incorporate freight interests into transportation planning to improve freight infrastructure.

Idaho Traffic Safety Commission

The Idaho Traffic Safety Commission reviews traffic safety issues, promotes local and state cooperation, recommends programs for federal aid and supports accident prevention. The commission consists of 15 members including the chairs of the Idaho Senate Transportation and the House Transportation and Defense Committees.

Public Transportation Advisory Council

The Public Transportation Advisory Council advises the Idaho Transportation Board on public transportation issues. It is comprised of six members appointed by the Idaho Transportation Board. Members are appointed for staggered, three-year terms.

Public Transportation Interagency Working Group

The Public Transportation Interagency Working Group assists the transportation department in analyzing public transportation needs, identifies areas for coordination and develops strategies for eliminating procedural and regulatory barriers.

Trucking Advisory Council

The seven-member council recommends highway improvements and advises the board on laws and rules that affect Idaho trucking operations and safety issues.

Local Highway Technical Assistance Council (LHTAC) Partnership

Consultation and coordination between LHTAC and ITD is a formal partnership in which personnel interact on a regular basis. It is important to note that LHTAC is not subject to the administrative or management control of ITD, but is a separate independent agency. LHTAC was established in 1994 by Idaho Code 40-2401. The LHTAC Council consists of nine members representing the Association of Idaho Cities, Idaho Association of Counties, and the Idaho Association of Highway Districts.

LHTAC’s mission is to “Advocate. Support. Train.” LHTAC develops uniform standards and procedures for highway maintenance, construction, operation and administration; makes recommendations to the ITD Board for the distribution and prioritization of federal funds for local highway projects; and assists the Legislature by providing research and data relating to transportation matters affecting Local Highway Jurisdictions within the state. LHTAC represents its member jurisdictions in conferences, meetings, and hearings relating to highway and street subjects affecting Local Highway Jurisdictions; maintains and disseminates information from other states as to similar activities that would affect the local highway jurisdictions in Idaho.

In addition, LHTAC has the ability to cooperate with and receive and expend aid and donations from the federal or state governments, and from other sources for the administration and operation of the Council, and when authorized by the participating local jurisdiction, to act for that local jurisdiction, through a joint exercise of powers agreement with any other local jurisdiction and any agency of the state of Idaho, or any agency of the federal government.

District 1

District 1 staff schedules meetings with the commissioners in each of its five counties. Letters of invitation are sent to a variety local highway jurisdictions, economic development interests and civic groups within each county. Individual coordination meetings are held with staff from the Coeur d’Alene, Kalispell and Kootenai Tribes. The district also coordinates with the following multi-jurisdictional transportation planning groups in a regularly scheduled basis:

  • Boundary Area Transportation Team - Monthly
  • Bonner County Transportation Team - Monthly
  • Kootenai County Area Transportation Team – Monthly
  • Silver Valley Area Transportation Team – Quarterly
  • Benewah Area Transportation Team - Quarterly

These groups focus on transportation issues affecting their local area. Participants include ITD, counties, cities, highway districts, bike-pedestrian interest groups, public transit agencies, and individuals who have transportation-related expertise. The District Engineer, or his designee, attends all of the above teams and meets on a regular basis with tribal councils/chairs, city council, individuals and service/civic organizations. The district’s goal is to support and actively participate in the inter-jurisdictional transportation teams in each of the five northern counties. In addition, ITD staff meets with specific jurisdictions on specific projects and issues as needed.

Local officials receive hard copies of planning documents and the district accepts written comments. For ITIP consultation, the district schedules a meeting in each county, usually through the county commissioners, to discuss and receive input on the draft. These meetings have been held each year during the comment period in July.

The District supports statewide planning needs by involving locals in special meetings or other sessions as requested to support the planning process. On request, District personnel attend specific city, county and highway district meetings.

District 2

District 2 staff meets monthly with two multi-jurisdictional transportation planning groups located in the Moscow and Lewiston areas.

Committee membership includes local elected officials from cities, counties and highway districts and other interested parties. ITD’s District Engineer and Engineer Managers regularly participate in committee meetings. The District’s Senior Transportation Planner attends these meetings as appropriate to support meeting objectives. The District Engineer and the ITD Board member meet with the Nez Perce Tribe annually, if possible. Committees address ongoing construction projects, projects under development, scheduling of projects, and planning. State planning efforts are often included on the agenda.

Work associated with the ITIP is routinely discussed. The committees work to identify priority projects that could be considered for inclusion in the ITIP, and become familiar with the respective components of that document that affect their region. All committee members receive copies of the ITIP prior to the meeting at which it is specifically discussed. Other state-level planning efforts are included on the committees’ meeting agendas as needed.

The District supports statewide planning needs by involving locals in special meetings or other sessions as requested to support the planning. On request, District personnel attend specific city, county and highway district meetings.

District 3

District 3 is largest in both area and population of the six ITD districts. The consultation process with rural and small urban areas in District 3 is conducted on a continuous basis although, to date, it has been somewhat informal. Local officials from all counties frequently bring their priorities to the District’s attention. District staff is routinely made available to attend city, county and highway district meetings, as requested by the agencies, to provide information and guidance in planning, financing, design, and construction issues. Local officials are contacted for input to project plans at the concept stage of all design projects in their area. Local officials can review ITIP information and comment on the program at all project related public meetings. Corridor and Planning Studies also include close work with affected local agencies.

The Senior Transportation Planner is the designated contact for projects prior to ITIP approval. After ITIP approval, the District Planner continues as the liaison with planning related projects. District Management and other staff are also made available, as needed, to present information or respond to issues as well as discuss design of construction projects.

District 4

District 4 meets monthly with four different multi-jurisdictional transportation planning groups representing four different parts of the district. Committee membership is comprised of local elected officials from cities, counties and highway districts and other interested parties. Committees include the:

  • Mini-Cassia Transportation Committee
  • Greater Twin Falls Area Transportation Committee
  • North Side Transportation Committee
  • Wood River Transportation Committee

Three of the four committees require dues and operate with a budget. ITD’s District Engineer and the ITD Board Member often participate in these committee meetings, as does the Senior Transportation Planner.

Committee meetings are conducted by using a specific agenda that addresses ongoing projects, projects under development, scheduling of projects, and planning. Any state planning efforts are included on the agenda. Work associated with the ITIP is undertaken routinely, as committees work to identify priority projects that could be considered for inclusion in the ITIP, become familiar with the respective components of that document that affect their region. All committee members receive copies of the ITIP prior to the meeting at which it is specifically discussed. Other state-level planning efforts are included on the committees’ meeting agendas as needed.

The district supports statewide planning needs by involving locals in workshops, special meetings or other sessions as requested to support the planning process. On request, district personnel attend specific city, county and highway district meetings.

District 5

District 5 participates in four multi-jurisdictional transportation planning groups also known as coalitions that meet on a quarterly basis. Formal meeting notes are kept and tracked, formal agendas and sign-up sheets are provided for every meeting to enable accountability and tracking of requests, commitments, and other activities of concern to the coalitions. Written notification of meetings is provided to cities, counties, highway districts, ITD, Shoshone-Bannock Tribes, school districts, chambers of commerce, state senators and representatives and everyone who has attended a previous coalition meeting.

Coalition attendance varies but generally, participants in coalition meetings include city public works staff and elected officials, county public works staff and elected officials, highway district staff and elected officials, school district staff, and Idaho Transportation Department staff and the Idaho Transportation Board member from District 5.

On a more sporadic basis, meetings are also attended by members of the public who have issues they want the coalition to address, law enforcement, planning and zoning commission and staff, resource agencies, local development groups, and businesses. Department staff who attend on a regular basis include the District Engineer and various Engineering Managers. The groups include:

  • Power County Joint Transportation Coalition
  • Bingham County Joint Transportation Coalition
  • Five-County Joint Transportation Coalition (Bear Lake, Caribou, Franklin, Oneida, and eastern Bannock)
  • Pocatello Coordination Group

The ITIP is among the many topics discussed and reviewed by these groups. In the fall, the District formally announces its intention to begin the annual ITIP update, explains the ITIP updating process, and notifies the members of local funding opportunities, then, reviews the draft ITIP document in July at each coalition meeting. Each participant is provided a copy of the draft ITIP document. Projects that are potential nominees to the ITIP are discussed at coalition meetings throughout the year.

Since 1999, the District has undertaken comprehensive planning processes for specific transportation corridors. Consultation regarding corridor needs, goals and objectives, and appropriate improvements and management programs are central to the corridor planning process. Consultation methods for corridor planning including broadly-based advisory committees and public meetings that are convened throughout the planning process from issue identification to recommendation and adoption of improvements; public announcements in the print media and frequented locations; newsletters; personal notification; and the internet. The District also supports and facilitates statewide, headquarters-driven planning and study processes by soliciting participation from local officials and community members.

District 6

District 6 participates in several multi-jurisdictional transportation planning groups and organizations representing:

  • Lemhi and Custer Counties
  • Teton and Fremont Counties
  • Madison and Jefferson Counties
  • Butte and Clark Counties
  • Bonneville County
  • Salmon Valley Stewardship
  • Madison Regional Planning Organization

These committees are made up of resource agencies, elected officials including state legislators, school districts, and public safety organizations. Committees meet at least semi-annually.

These committees have been quite effective as a forum to discuss transportation related concerns, and to present information to local public agencies on funding opportunities, project updates, and information on the annual ITIP. Additional topics can vary based on the interests of the committee membership. The DE, District staff and the Board Member often attends these committee meetings.

Annually, the District hosts a local roads meeting with purpose of providing local government officials in eastern Idaho with information about the ITIP update, future funding opportunities, and how local jurisdictions can participate in this process.

Corridor planning also includes a consultation effort with local elected officials. These plans emphasize a collaborative process with the public, elected officials and agency representatives. Normally, in addition to regularly scheduled public open houses, staff meets with elected officials to identify their concerns and ideas on how best to accomplish the goals and objectives of the individual corridor. It is anticipated that updates will be made to completed corridor plans approximately every five years or as needed. These updates will provide additional opportunities for dialogue and consultation.

The District supports statewide planning needs by involving locals in special meetings or other sessions as requested to support the planning process. On request, District personnel attend specific city, county and highway district meetings.

From concept to construction and through maintenance, the public’s needs, concerns and questions must be considered and addressed as ITD works to improve public safety, enhance mobility, and support economic vitality.

This is why planning for and executing appropriate strategies to involve and communicate with the public at large and with individual stakeholders throughout the life cycle of transportation impacts is critical in ITD’s effort to maintain transparency with the public.

To effectively manage public outreach plans and activities, staff need information and recommended tools to analyze the depth and breadth of outreach needs so they can decide how best to meet them. The Public Outreach Planner (POP) is that resource. The POP is a tool for analyzing and quantifying public outreach needs, which will ultimately lead to appropriate and efficient outreach management.

How to Use the POP

Step 1: Select appropriate track.

The first step in meeting any need is defining it appropriately. For communication analysis, it is necessary to consider a wide range of possible impacts and perspectives. As appropriate questions are defined and addressed, a picture begins to emerge that points a project team in a direction for meeting the public’s potential needs.

Determine what category your transportation impact best fits. Five “tracks” have been developed to catch all potential transportation impacts in Idaho. They are:

  • Corridor Plan - Medium and long-range highway planning efforts. This track is designed to help determine the appropriate level of public outreach on corridor planning efforts, before projects are selected and enter the NEPA phase. Corridor plans help determine where future projects are needed.
  • Environmental & Design - Roadway projects that are in or will be entering the environmental phase. This track is designed to help determine the appropriate level of early public involvement as alternatives are being selected and/or design elements are being determined. Companion projects that fall within the same impact zone will likely be perceived by the public as one project, and should be combined into a single public outreach plan.
  • Construction - Roadway projects that are in or will be entering the construction phase. If your project is currently in construction or entering the construction phase, this track will help determine the appropriate level of public involvement prior to and throughout roadway construction efforts, including maintenance projects. Companion projects that fall within the same impact zone will likely be perceived by the public as one project, and should be combined into a single public outreach plan.
  • Non-Construction Roadway Impacts - Roadway impact not associated with the plan, design or construction of an infrastructure improvement project.These types of impacts may include moving oversized loads, transporting hazardous or sensitive materials, festivals, parades, races or any other non-construction roadway action with the potential for public impact.
  • Emergency/Disaster - The Idaho Bureau of Homeland Security (IBHS) has specific procedures in place for emergency and disaster related incidents. This track provides specific information prepared by IBHS that provides guidance when informing and educating the public during a natural disaster, emergency, or significant large-scale event that involves multi-jurisdictional response and recovery.

Step 2: Answer questions and get your score

For each track, customized multiple-choice questions were developed to address the primary needs, issues and concerns of a variety of stakeholder groups affected by transportation impacts. These questions appear for each track. Each question’s answer choices are equally weighted in a scoring range of 1-5, then averaged – This is your POP Score. Your POP Score is then rounded up to give you a recommended POP Level of 1, 2, 3, 4, or 5 – One representing the most minimal public outreach effort and five representing the most robust and extensive level of public outreach.

Your recommend POP Level should be considered the guiding framework for the intensity and methodology of public involvement for any project. It provides the information necessary to write a public involvement plan that takes recommendations from the POP to guide future public involvement activities, budgets and schedules.

Step 3: Check Score for accuracy in Typical Project Descriptions

Knowing your POP Score, a corresponding level of need can be determined by referencing the POP Level Typical Descriptions.This page describes common attributes of transportation impacts for each track, at each POP Level.

This allows the user to refine decisions about the most appropriate POP Level for a transportation impact. For example, a District Project Manager answered the construction POP questions, to the best of her knowledge, for an upcoming road widening project, and landed on a POP score of 2.53. The worksheet automatically rounded up to a POP Level 3 but after reading the typical project description, the project manager feels like her project is less complicated and this description doesn’t exactly fit. Because her POP Score fell almost half-way between a 2 and 3, she reads the POP Level 2 description and discovers that this more accurately describes her project and proceeds with Level 2 recommendations.

While simple categorization of outreach need provides the benefit of being able to plan for and better manage multiple projects, project managers and teams should remember that public involvement and outreach is a dynamic process. Adjustments are often required over the life cycle of a project, with corresponding changes in approach, strategy and tasks. Given this, be aware that a project may move from level to level as it evolves from phase to phase, or even within a single project phase. You can never complete the POP questions too often. If it feels like your project has grown less or more complicated, re-answer the questions and see where you come out.

Step 4: Save out your completed questions/answers PDF

It is important to save a PDF of your completed questions/answers in your project file. Instructions for saving can be found at the end of the track questions.

Step 5: Review budget and staffing/tools and techniques

  • Budgeting: Once the outreach level is determined, the Budget Estimates page provides a framework for approximate budgets that a contractor or third-party public involvement and communication support may propose, for each track and POP Level. This page also provides estimated direct expense associated with public involvement tools, with or without third-party support.
  • Staffing & Tools: You know your POP level and you have an estimate of how much public outreach might cost, but how do you actually conduct the outreach? For each track and POP Level, the Staffing & Tools page provides customized lists of recommended staff to involve and possible tools and techniques that when done right, have proved successful at effectively involving the public.

Outreach tools listed here are not required, and it is not expected that a transportation impact will exhaust the list for its particular track and POP Level. It is recommended that users work with their SME’s to determine which tools and techniques are most appropriate for your project and public.

Step 6: Save out appropriate POP Level Reference Guide

The POP Level Reference Guides provide comprehensive information on public involvement requirements, including definitions, descriptions and examples of tools and techniques. Reference guides pull the relevant information from the ITD Guide to Public Involvement and collect it in customized reference guides for each POP Level.

Step 7: Begin and continually update POP Tracking Workbook

The POP Tracking Workbook is designed to help project teams track and document public involvement throughout the life of a project. This workbook asks specific questions about the project to help current and future project teams:

  • Easily locate and reference relevant files, documents and collateral
  • Understand project history, trends, public opinions and attitudes

The POP Level Reference Guides act as a supporting document to the tracking Workbook, where the project’s public involvement activities are documented. One POP Tracking Workbook should be used for the life of a project (from Corridor Planning through Construction) and provides a place to track and update public involvement changes, activities and events.

Subject Matter Experts

The ITD Office of Communications staff, Public Involvement Coordinator and region planners are the subject matter experts (SME) on communications and outreach needs and strategy. As such, they are a resource to project managers and project teams. However, given the sheer volume of projects - most of which require some level of public involvement and outreach – the POP has been developed to assist ITD staff in determining the outreach level on any given plan, project or impact, thus streamlining the outreach management decision-making process.

SME’s should be kept abreast of all public involvement and outreach decisions. They are a resource to the project team or to the third-party communication support that is procured. Department-wide, SME’s must be updated on all activities to coordinate broad-based communications strategy and outreach.

Process Network Integration

To facilitate efficient and effective implementation of the POP, references to it is included in the Project Scheduling System and the Guide to Public Involvement. Other manuals, including the Corridor Planning Guidebook and the Environmental Manual will be updated accordingly. This integration helps users know when and how the POP should be used to analyze need and to establish appropriate outreach budget estimates, potential tools, activities and recommended team framework for the project.

Conclusion

While the POP is meant to provide users with an overview of the outreach planning process and tools to evaluate and meet the needs of a transportation impact, it is critical to note that effective outreach must be custom-designed to fit the impact’s needs.

Early outreach efforts allow ITD to identify issues up front and plan to deal with them. That said, experience shows that transportation impacts evolve and needs change based on public and agency input, technical and political considerations and the changing funding environment. As such, public involvement and outreach must evolve and adapt to match the evolution of a project.

The POP is intended to assist ITD staff in assessing the range of outreach needs, identifying tools that may be used in meeting those needs, and providing an estimate of the potential costs associated with their implementation. POP Levels and their recommendations are not mandated and staff are not held to any requirements. The POP is a resource designed to help ITD staff make educated decisions about public outreach.

The Outcome-Driven Process

In order to develop, write and implement an effective Public Involvement Plan, it is important to begin with the end in mind. In other words, identify and articulate exactly what the goals of the project and plan are and what criteria will best measure how well those goals were achieved.

The goal of public involvement is to generate win-win solutions and comments like these:

  • “We helped develop the purpose of the project.”
  • “We were aware of funding constraints and had input on ways to manage them.”
  • “We feel ownership in the project and are willing to make it part of our community.”
  • “We had a voice in the study and design phases.”
  • “We continue to provide input on project maintenance.”
  • “We were kept informed during the construction process. There were no surprises.”
  • “The completed project reflects our community values and we take pride in knowing we did it together.”

Thorough scoping helps project managers ask the questions that are critical to a project’s success. It provides the information necessary to write a public involvement plan that takes recommendations from the POP to guide future public involvement activities, budgets and schedules. If conducted before a consultant is hired, scoping data help ITD determine which consultant could provide the best public involvement services. It also allows project managers to better analyze a consultant’s scope of work.

An effective public involvement plan must coordinate with the technical milestones in the planning process or the project development process. Coordination means that a good schedule with well-defined activities is critical.

ITD recommends that the POP process be reevaluated as projects evolve and change from one phase to the next and sometimes within a single phase. ITD also recommends that public involvement plans be reevaluated to reflect POP recommendations and changes in the project. For a long process, built-in formal revision dates are a good idea.

STEPS TO AN EFFECTIVE PUBLIC INVOLVEMENT PLAN

Complete the POP

Your recommend POP Level should be considered the guiding framework for the intensity and methodology of public involvement for any project.

Identify Stakeholders

Identifying the segments of the public likely to be affected or impacted by a project is the first step and determines the range of public involvement activities needed. Early stakeholder scoping helps:

  • Identify potential controversies
  • Gauge levels of interest for various stakeholders
  • Assess available resources
  • Identify social, economic, cultural and environmental concerns

While stakeholders include owners of property adjacent to the various alignments, they also include users of the project, jurisdictional representatives, transportation service providers, government agencies and interest groups.

Stakeholders may support the project or may be likely to oppose it.

A typical list of stakeholders might include:

  • Adjacent property owners (residential, commercial, industrial, institutional—education, religious, government, non-profit)
  • Adjacent property renters (residential, commercial, industrial, institutional)
  • Facility users (commuters, truckers, business customers, major regional employers)
  • Local elected and appointed officials (city council, county commissions, planning commissions)
  • Resource and regulatory agencies
  • Local jurisdiction transportation or technical professionals (public works directors, traffic engineers, planning directors)
  • Regional transportation professionals, such as Metropolitan Planning Organization transportation planners
  • State transportation professionals (ITD highway designers and corridor planners, traffic engineers, environmental planners)
  • Federal transportation professionals (Federal Highway Administration, Federal Transit Administration)
  • Transportation service providers (transit agencies, airports, marine ports)
  • Neighborhood organizations
  • Traditionally underserved populations who may be impacted, such as minority groups/leaders, low-income and LEP persons (For complete guidelines, visit idaho.gov)
  • Business organizations (local and regional Chambers of Commerce, economic development agencies, industry associations)
  • Transportation interest groups (transit, bicycle, pedestrian, highway, aeronautic)
  • Native American tribes
  • Special interest groups (environmental, activist)
  • Historic preservation and scenic conservation groups
  • Growth-management interest groups
  • Health and wellness interest groups
  • Media (print, radio, online, television)
  • The general public of the project’s geographical area

Identifying stakeholders can be a challenge. Knowledge of local customs and local “powers” can sometimes be critical. Strong or influential community leaders may not always be elected or appointed officials. It helps to gather people from within ITD who are familiar with the project area and with the transportation needs there. They can provide a place to start identifying potential issues, the groups likely to be affected by those issues, and the key people in each group.

It is important to recognize that no matter how thoroughly the stakeholder identification activities are conducted at the beginning of a project, the list of stakeholders will change as the project progresses. As more detailed information becomes available, members of the general public who were previously uninterested may become stakeholders. The emergence of new stakeholders is a good indicator that it is time to re-do the POP to determine if the level of public involvement your project might need has changed.

The effort to engage underserved populations early in the process may include describing why minorities and other groups should be interested in participating, as well as writing documents for the public in easy-to-understand or multiple languages. The earlier all interested parties can be identified, the better. Because of this, it is a good practice to include mechanisms for outreach to the general public as a continuing element of the overall public involvement plan.

Identify Issues

Stakeholder interviews conducted as part of public involvement scoping/plan development should provide a set of community issues, values and constraints concerning the project. But the results of such interviews may not necessarily provide a complete picture of all community values and interests. An effective public involvement plan includes broad community outreach at an early point in the project to ensure mutual understanding between ITD and the stakeholders of the full set of concerns associated with the project.

In some cases, some of the issues identified are beyond the scope of the current project process. They may need to be referred to other agencies that can take appropriate action, shifted to another planning and development process better suited to addressing them or postponed for consideration at a later stage of project development.

The identified issues that pertain to the project at hand should be incorporated into the project definition and documented as input into the evaluation of the project’s purpose and need.

Outreach should be focused on understanding community attitudes about the nature of transportation problems or issues associated with the project. Specific concerns about safety, mobility, land use, land development and environmental values are especially important. Individuals or groups may note a concern or issue that might seem irrelevant or trivial, but project managers and ITD staff should strive to maintain an open mind and listen to what is being said. Again, issues often will resurface at some future point in the project if left unaddressed.

Establish Objectives

The next step in the planning process is to answer the question: “What do we need to accomplish with the public by the end of the decision-making process?” The answers become objectives that address stakeholder concerns as well as planner or project developer goals and can be achieved through public involvement activities.

Example of an objective: Maintain timely contact with key stakeholders throughout the decision-making process. At a minimum, some type of contact should be maintained no less than every four months.

Select Public Involvement Staffing and Tools

The Staffing & Tools page provides a customized list of recommended staff to involve and possible tools and techniques that when done right, have proved successful at effectively involving the public at each POP level.

The outreach tools listed here are not required, and it is not expected that a transportation impact will exhaust the list for its particular track and POP Level. ITD recommends that users work with their SMEs and project team to determine which tools and techniques are most appropriate for your project and public. More than one activity can, and usually should, be used to achieve each objective.

The tools listed here are hyperlinked to their corresponding section in this guide, to allow users to learn more about the tools, how to develop and implement them, and review examples from past ITD projects.

For users who would prefer a POP Level-specific public involvement guide, complete with definitions of tools and techniques appropriate for your effort, the POP Level Reference Guides were developed. These guides pull the relevant information from this guide and collect it in specific reference guides for each POP Level.

Title VI Considerations

Overview of Title VI

It is critical that all stakeholders have the opportunity to participate in every public involvement activity. Make arrangements as necessary to accommodate individuals with special needs.

In addition to scheduling events in venues that are Americans with Disabilities Act (ADA) compliant, it means addressing the needs of stakeholders whose first language is not English. Such consideration is a matter of courtesy and effective involvement; it is also required by law. Title VI was enacted as part of the Civil Rights Act of 1964, stating that:

No person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. (42 USC 2000)

The Idaho Transportation Department (ITD) is committed to compliance with Title VI of the Civil Rights Act of 1964 and all related regulations and directives. ITD assures that no person shall on the grounds of race, color, national origin, gender, age, or disability be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any ITD service, program, or activity. ITD also assures that every effort will be made to prevent discrimination through the impacts of its programs, policies, and activities on minority and low-income populations. In addition, ITD will take reasonable steps to provide meaningful access to services for persons with Limited English Proficiency (LEP).

Related Statutes

In addition to Title VI, other related statutes provide protection against discrimination on the basis of gender, age or– disability by programs receiving federal financial assistance.

Title VI was further defined in 1994. Executive Order 12898 (Federal Actions to Address Environmental Justice in Minority Populations and Low Income Populations) requires federal agencies and their recipients to identify and address the effects of all programs, policies and activities on minority and low-income populations.

In 2000, Executive Order 13166 (Improving Access to Services for Persons with Limited English Proficiency) was signed into law, requiring federal agencies to assess and address the needs of otherwise eligible LEP persons seeking access to the programs and activities of recipients of federal financial assistance.

ITD’s Responsibilities

The following table provides a brief summary of Title VI considerations and ITD’s responsibilities. For complete guidelines and further information, visit the ITD Web.

Statute Intent ITD’s Responsibilities

1964: Title VI

(Section 42 USC 2000)
Prevents discrimination based on race, color, religion or national origin. Add Title VI Compliance Statement (see Title VI Statement, Appendix 2) to all publicly distributed documents.

1973: Rehabilitation Act

(Section 504 29 USC 790)
Protects qualified individuals from discrimination based on their disability.

Venues must be handicapped-accessible throughout. Check primary entrances for widths and ramps, circulation space for sufficient wheelchair access, microphones for adjustability, drinking fountains and restrooms for accessibility, public transit for accessibility, and parking area for access by persons with disabilities.

Notices, fact sheets, comment forms, etc. will be made available in alternative formats upon request for those with seeing or hearing impairments. The public is not charged for alternative formats such as large print, audio cassettes or CDs, Braille, amplification systems or sign language interpreters. (http://apps.itd.idaho.gov/apps/ocr/documents/FTAT6Plan.pdf)

1973: Federal Aid Highway Act

(Section 23 USC 324)
Prevents discrimination based on gender. Hold events at gender-neutral locations and use gender-neutral language and references in spoken and written communication with stakeholders.

1975: Age Discrimination

(42 USC 6101)
Prevents discrimination based on age. Accommodations for elderly persons with limited mobility or undeveloped computer skills.

1976: FHWA Title VI Regulations

(Section 23 CFR Part 200)
Identifies specific actions and attributes to ensure compliance. Proactively ensure inclusion of and outreach to all stakeholders who might be impacted by a project.

1976: Environmental Justice

(Executive Order 12898)
Mandates fair and equitable treatment of low-income and minority populations. Identify and address disproportionately high and adverse human health and environmental effects. Encourage participation of impacted stakeholders in all phases of decision-making.

2000: Executive Order 13166

Mandates that LEP persons (who do not speak English as their primary language and have limited ability to read, speak, write or understand English) have meaningful access to programs and services. Check Idaho census reports for project–area demographics.State in all outreach documents (brochures, booklets, pamphlets, flyers, Web site, etc.) that language services are available free of charge. Provide or offer to provide interpreter(s). Include notices in local newspapers in languages other than English. Provide notices on non-English language radio and television stations about the availability of language assistance services for important events.
Writing the Public Involvement Plan

Overview

Every transportation project is different and each requires a public involvement plan tailored to its own unique needs and issues. Detailing public involvement goals, objectives, strategies and tools helps ensure that methods for soliciting public input are effective. With up-front planning, mid-stream changes are less likely, meaning that projects are more likely to stay within budget and on schedule.

Flexibility is also critical. Effective public involvement activities should be adaptable so they can evolve as conditions and situations change.

egin developing a plan by identifying the project’s purpose and need, determining the level of public involvement appropriate for the project through the POP, and identifying public involvement goals and objectives. Clarity will help identify the best strategy and tactics.

  • Complete the POP before you start writing the public involvement plan.
  • A plan is required for complex transportation projects and highly recommended, but not required, for all other projects.
  • The public involvement coordinator is available for help in completing the public involvement plan.
  • Submit the completed plan to the public involvement coordinator and attach a copy of the Location and/or Design Study Report.

Components of a Public Involvement Plan

The introduction should explain the project as well as provide background information. The introduction also sets the tone for the project’s public involvement and may be useful when developing related materials.

Goals and Objectives: Every public involvement plan begins with ITD’s goals for public involvement.

  • Gather the concerns and needs of the public to be considered during the project’s decision making process.
  • Use information gathered from the public to develop informed decisions.

The objectives should be derived from the specific circumstances of the project. The more specific they are, the better, as objectives provide justification for all other activities included in this plan.

Project Stakeholders: This section of the public involvement plan should answer two questions:

  • Who might be interested in participating?
  • Whose participation is necessary for ITD to make sound decisions?

Next, identify the best channels of communication with stakeholders and what information the stakeholders need about the project.

Project Strategy: Outline the general approach and public involvement processes for achieving the project’s goals and objectives.

Staffing and Tools: Use your POP Level and its recommendations as your guide. Review what has worked well for prior projects and has led to the greatest success. Understanding the project and the level of public interest will help you select the most appropriate tools and techniques for engaging stakeholders.

Resources: Specify the resources (both time and money) necessary to implement the project’s public involvement activities. It is important to know the cost of your tools and techniques to determine whether available resources are adequate or alternatives need to be found. The Budget Estimates page provides a framework for approximate budgets that a contractor or third-party public involvement support person may propose, for each track and POP Level. This page also provides estimated direct expenses associated with public involvement tools, with or without third-party support.

Project Schedule: Identifying project milestones helps determine which and when particular public involvement activities are appropriate. Key activities should be integrated into the project’s critical path method (CPM). The project activity flowcharts identify where “typical” public involvement activities occur during the development process.

Management:This section of the public involvement plan identifies the chain of communication as well as the roles and responsibilities between headquarters, Office of Communications, the district and any public involvement consultants. This section is especially important if a consultant is implementing public involvement activities.

Evaluation:Evaluation should occur throughout the project. This section of the plan should outline methods and measurements for evaluating whether the strategies, tools and techniques are meeting public involvement goals and objectives for the project.

Points to remember:

  • Project managers are responsible for the development of public involvement plans for complex projects.
  • Project managers are encouraged to include the public involvement coordinator in the public involvement consultant-selection process.
  • The public involvement coordinator is responsible for reviewing and providing feedback to the project manager regarding the consultant’s scope of work and the public involvement plan.
  • Project managers can request the public involvement coordinator’s participation in projects whether or not a consultant is involved in a project.
Examples and Samples

Scoping Questions

  1. Project origin and background
    1. Why is this project in the program?
    2. Why is this project needed?
    3. What are the concerns or history of public involvement in the communities affected by this project?
    4. What does the community (elected officials and others) need to know about this project?
  2. Project Impacts
    1. What are the benefits of this project?
    2. How will it improve the community?
    3. Will the project change the character or function of the highway? How?
    4. What are the environmental implications of this project?
    5. Are there any other special concerns associated with this project?
    6. What stakeholder reaction is expected?
  3. Stakeholders
    1. Who is impacted by this project? Who are the project stakeholders? (note: this list should be updated as needed throughout the project.)
    2. What is the best way (or ways) to provide information to the stakeholders?
    3. What are the best ways to gather information from the stakeholders?
    4. Whose needs will be met by this project?
    5. Whose needs will not be met?
    6. Are any minority, low-income, Native American tribes, elderly or other populations with special needs affected or impacted by this project?
    7. What is the best way to develop two-way communication with minority, low-income, Native American tribes, elderly or other populations with special needs who are affected or impacted by this project?
  4. Schedule
    1. What is the schedule for project development?
    2. Will the project require a merger process, and if so, why?
    3. What community events could be affected by this project?
  5. Legal Questions
    1. Will right-of-way need to be purchased? If so, how much, and what actions are necessary?
    2. What are the mandates or regulations governing this project?
    3. What are the potential environmental or cultural impacts?
    4. What impacts will there be to roadways or facilities under another agency’s jurisdiction?
  6. Resources
    1. What resources do I need to implement public involvement for this project?
    2. What resources do I have to implement this project?
    3. If resources are not adequate, what steps can be taken?

Additional scoping questions can be found in Guide to Completing the ITD-783 Concept Report.

Responses to scoping questions should be attached to the completed ITD-2708 Preliminary Project Concept form. Enlist the public involvement coordinator’s help in completing the scoping questions, if necessary. Always be sure to include the following:

  • Project name
  • Project manager
  • Project sponsor
  • Key number
  • Project number
Sample Completed Project Evaluation Checklist: Completed Project Evaluation Checklist

Goals and objectives

  • Were the goals of public involvement met?
  • Were the public involvement objectives met?
  • How closely did the process follow the public involvement plan?
  • What modifications had to be made, and were those modifications effective?
  • Were changes documented and the plan updated, if needed?

Timeline

  • What influence did public involvement have on the project development schedule?
  • Were public involvement activities conducted at the appropriate times?

Contacts

  • According to public involvement records, how many letters were sent and phone calls made?
  • What was the attendance at public meetings and hearings, if held?
  • How many comments were provided and which stakeholder groups do they represent?
  • Did ITD reach all identified stakeholders? If so, was the contact effective?

Media

  • What did the media report about the project? About ITD?
  • What issues did they cover? Which did they criticize? Which did they applaud?
  • What kind of editorials and letters were published about the project? Did ITD respond? If so, how did it respond?

ITD

  • How did other department staff (district engineer, planners, headquarters, and others) view the public involvement process for the project?
  • How did the Idaho Transportation Board react? What feedback, if any, did they provide?
  • How effective was the communication between affected divisions involved with the project’s public involvement activities?

Budget

  • Did the public involvement process stay within budget? Explain.

Materials

  • How effective were the public involvement materials created for the project—such as brochures, news releases, newsletters, print ads, video, and others? How much did they cost?
  • Was there any public reaction to the materials?
  • How effective was the coordination among those who developed and distributed the materials?

Midstream adjustments and crises

  • What crises, changes, or unexpected events occurred during the project?
  • How well were they handled?
  • How could they have been avoided?

Consultants

  • How well did the public involvement consultant understand and incorporate ITD’s public involvement goals and objectives into the project?
  • How effective was the consultant in helping ITD engage the public?
  • Did the consultants follow ITD standards? (Documents, press releases, Web sites etc.)
  • How was the quality of the consultant’s work?
  • What will I look for when selecting the next public involvement consultant?

Self

  • What did I think about the process?
  • What did I think went well? What didn’t work?
  • What would I do differently?
Internet

ITD’s official website where users can access a variety of information from projects in the ITIP to a variety of publications like Annual Reports, ITD’s Strategic Plan, Corridor and Highway Plans, Long-Range Transportation Plans, ITIP, etc.

YouTube (https://www.youtube.com/user/idahoitd)

This is a video-sharing website where users can upload, view and share video clips. Videos allow ITD to show audiences footage of road conditions, storm damage, project simulations, or other events and activities in a visually compelling way.

Twitter (https://twitter.com/idahoitd)

This free networking and micro-blogging service allows users to send and read other users’ text updates (known as tweets). ITD’s Twitter updates are sent to subscribers and received on their computer, cell phone, or mobile hand-held device. This real-time information enables the user to adjust their travel plans or routes accordingly.

Facebook (https://www.facebook.com/IdahoTransportationDepartment?ref=ts)

This free interactive social media network is a way to stay up to date with ITD news via profile updates and photos. All you have to do is “Like” the ITD Facebook page, and you can keep tabs on what ITD is doing.

Partner Websites

ITD will work closely with our partners to inform local officials of comment periods and public meetings. ITD will work closely with the following agencies to post notifications of events and activities on their websites: