Pima Association of Governments

Transcription

1 FY PAG OWP

2 Pima Association of Governments Regional Council Satish Hiremath Mayor, Town of Oro Valley Chair Peter Yucupicio Vice Chairman, Pascua Yaqui Tribe Vice Chair Edward Manuel Chairman, Tohono O'odham Nation Treasurer Ramón Valadez Supervisor, Pima County Member Michael Hammond Arizona State Transportation Board Member Jonathan Rothschild Mayor, City of Tucson Member Ildefonso Green Mayor, City of South Tucson Member Tom Murphy Mayor, Town of Sahuarita Member Ed Honea Mayor, Town of Marana Member Management Committee Gilbert Davidson, Manager, Town of Marana Chuck Huckelberry, Administrator, Pima County Tom Wilson, Tribal Administrator, Pascua Yaqui Tribe Kelly Udall, Manager, Town of Sahuarita Vacant, Tohono O'odham Nation Daniel Sharp, Interim Manager, Town of Oro Valley Sixto Molina, City Manager, City of South Tucson Michael Ortega, Manager, City of Tucson Rod Lane, District Engineer, Arizona Department of Transportation Executive Director Farhad Moghimi

3 Contents Mobility, Sustainability, Livability Background and Overview Sustainability Program Regional Sustainability Planning Community Planning for Ladders of Opportunity Sustainable Community Engagement and Education Transportation Planning Program Regional Transportation Planning Transportation Program Delivery, Policy and Finance Transportation Systems Management and Operations Regional Economic Vitality Transportation Safety and Security Projects and Planning Regional Planning, Innovation and Technical Services Regional Data, GIS and Orthophotos Regional Modeling Regional Air Quality Planning and Modeling Regional Water Quality Management Planning Regional Partnerships and Services Clean Cities Program Regional Partnerships RideShare Program and Travel Demand Management RTA Support MainStreet Business Outreach and RTA Project Implementation Regional Pavement Management and Systems Data Regional Traffic and Congestion Information System Transportation Art by Youth Program Multi-Modal Transportation and Safety Initiatives Administration Administration Human Resources Finance and Accounting Technology Systems Communications Graphic Support Appendices... Appendix A PAG Functional Organization Chart... A-2 Appendix B Federal Planning Emphasis Areas... B-1 Appendix C FY Accomplishments and Highlights... C-1 Appendix D Revenues and Expenditure Tables... D-1

4 Mobility, Sustainability, Livability As the region s metropolitan planning organization and Council of Governments, Pima Association of Governments works to ensure our region offers mobility, sustainability and livability choices throughout our planning activities. Mobility Planning for a quality transportation network that addresses the multimodal needs of our region requires regional dialogue and cooperation. In developing our transportation plans, we coordinate planning efforts with our member jurisdictions and invite public feedback along the way. In an environment of more limited transportation funding, we continually look for ways to stretch our dollars and establish long-term solutions. Mobility choice is also critical in providing opportunities for the region s diverse population to access jobs, schools, health care and other essential services. Sustainability Livability From transportation to environmental infrastructure, we aim to put systems in place that consider sustainability and what we can do, not only to be more efficient and cost-effective in current methods, but also to be proactive in exploring what resources are most applicable in helping to meet our region s long-term needs. All that we do is focused on making our region a better place to live, work and play. We are working to keep our air and water clean by encouraging people to carpool, ride the bus or their bike in order to reduce traffic congestion and air emissions. Our transportation planning and modeling efforts support coordination of projects with member jurisdictions to enhance our deliverables through such efforts as improved traffic signal timing or other technological improvements that keep all modes of traffic on the move. We have created a new Regional Partnerships program to foster public-private partnerships for regional activities in alignment with PAG s mission. We enhanced regional coordination and collaboration to improve the quality of life and economic well being of area residents and established a mechanism to assist a variety of partners by providing leadership, organizational structure, and financial administrative assistance. Sustainability Coordinator positions were created within each program area, charged with working as a team to create an Action Plan that ensures sustainability is integrated throughout all aspects of our planning process. The action plan was initiated and departmental integration was enhanced. We also expanded our community

5 engagement efforts to extend our reach into the community. Additionally, we reenvisioned Other Regional Planning and Technical Services, adding a new focus on innovation, and incorporating other highly technical work activities such as water quality management planning and air quality modeling. We also coordinated with the City of Tucson, creating a truly regional and diverse stakeholder partnership in order to apply for federal Smart Cities funding.

6 Background and Overview Regional Planning Established in 1970, Pima Association of Governments (PAG) is a nonprofit Council of Governments (COG), a regional planning organization that serves member jurisdictions located in Pima County, Arizona. PAG's authority is derived from federal and state laws and from intergovernmental agreements. PAG facilitates coordination, cooperation, data development, information sharing, and sound decision-making related to issues that cross jurisdictional boundaries, such as air quality, water quality, transportation, urban growth, and human services, using a continuous, comprehensive and collaborative planning process that involves elected officials, agency staff, key stakeholders, interest groups and the general public. PAG was designated by Arizona Governor Jack Williams in 1973 as the Metropolitan planning Organization (MPO) for transportation planning in Pima County. PAG also was designated by the Arizona Governor to serve as the principal planning agency for air quality and water quality planning in the region. In addition, pursuant to an Executive Order from the Governor, PAG develops population estimates and projections for jurisdictions in the region. In 2004, the PAG region established, through enabling state legislation (ARS ), a Regional Transportation Authority (RTA). The state legislation charged the RTA with the development of 20-year regional transportation plan that was to be presented to the voters for approval along with a request for approval of up to a ½-cent transaction privilege tax to fund the plan. The RTA plan and supporting ½-cent transaction privilege tax were both approved by Pima County voters on May 16, 2006, and will continue until June 30, The RTA plan is a component of PAG s long-range Regional Mobility and Accessibility plan or RMAP. Regional Planning Structure PAG is governed by a Regional Council composed of the chief elected official from each of its eight member jurisdictions (Pima County, City of Tucson, City of South Tucson, Town of Marana, Town of Oro Valley, Town of Sahuarita, Tohono O'odham Nation, and Pascua Yaqui Tribe) and the Pima County member of the Arizona State Transportation Board. The PAG Management Committee consists of the chief administrative officer of each member jurisdiction. The PAG Management Committee provides specific policy and technical recommendations to the PAG Executive Director. Several standing technical committees have been established to provide recommendations to the PAG Management Committee. These committees are generally comprised of agency staff, representatives of community, business and environmental groups, and citizens. In addition, PAG uses numerous ad hoc subcommittees, task forces and working groups composed of a diversity of stakeholders, ranging from elected officials and technical and professional experts to citizens. These ad hoc working groups are used for gathering a variety of viewpoints on a wide range of regional planning topics and issues.

7 PAG's Executive Director serves as the agency's chief executive officer. Under appointment and general policy guidance of the Regional Council, the Executive Director is delegated the authority to develop and promulgate administrative policies to direct PAG staff and committees in the development and implementation of all regional planning and administrative functions, including intergovernmental consultation, cooperation and coordination of programs and deliverables identified in the OWP. PAG s Organization Chart is provided in Appendix A. Overall Work Program PAG s comprehensive regional planning program is implemented through PAG's Overall Work Program (OWP). Member jurisdictions look to PAG to provide a regional context for actions taken by federal, state and local government agencies. PAG uses an inclusive, consensusbuilding approach to address issues related to future growth, development and quality of life in the region. PAG's work program is largely developed and implemented through a cooperative inter-agency process involving elected officials, citizens, as well as the management, professional and technical staff from member jurisdictions. MPO Designation Many of the work elements included in PAG's OWP are designed to support PAG's responsibilities as the region's MPO within the federally designated Transportation Management Area (TMA). Since transportation planning and programming functions dominate the scope of PAG's work program, most work elements reflect PAG's responsibilities for meeting federal requirements under the most recent federal transportation legislation, the Clean Water Act, the Clean Air Act amendments and Title VI of the Civil Rights Act. Other work elements may be shaped by needs and changes in the region, including growth in population, jobs and motor vehicle travel. The work program outlines a unified approach regardless of funding source. Every four years the federal Intermodal Planning Group conducts a certification review of the adequacy of PAG's processes in terms of its MPO responsibilities. The most recent review took place in July Federal Planning Emphasis Areas The Federal Highway Administration (FHWA) established "Planning Emphasis Areas" in 1998 as part of the Transportation Equity Act for the 21 st Century (TEA-21). These emphasis areas were largely left intact under SAFETEA-LU, the transportation authorization bill which succeeded TEA-21 in MAP-21 and the most recent bill known as the FAST Act continued these eight themes. Additionally, in late April 2014, the Federal Highway Administration and Federal Transit Administration issued three additional joint planning emphasis areas for metropolitan planning organizations and State DOTs to include in upcoming work programs. 1. Support the economic vitality of the metropolitan area, especially by enabling global competitiveness, and efficiency. 2. Increase the safety of the transportation system for motorized and non-motorized users.

8 3. Increase the security of the transportation system for motorized and non-motorized users. 4. Increase the accessibility and mobility of people and for freight. 5. Protect and enhance the environment, promote energy conservation, improve the quality of life, and promote consistency between transportation improvements and state and local planned growth and economic development patterns. 6. Enhance the integration and connectivity of the transportation system, across and between modes, for people and freight. 7. Promote efficient system management and operation. 8. Emphasize the preservation of the existing transportation system. 9. FAST Act planning factors related to resiliency, travel and tourism. 10. Map-21 Implementation: Transition to Performance Based Planning and Programming. The development and implementation of a performance management approach to transportation planning and programming that supports the achievement of transportation system performance outcomes. 11. Models of Regional Cooperation: Promote cooperation and coordination across MPO boundaries and across state boundaries where appropriate to ensure a regional approach to transportation planning. This is particularly important where more than one MPO or State serves an urbanized area of adjacent urbanized areas. This cooperation could occur through the metropolitan planning agreements that identify how the planning process and planning products will be coordinated, through the development of joint planning products, and/or by other locally determined means. Coordination across MPO and across State boundaries includes the coordination of transportation plans and programs, corridor studies, and projects across adjacent MPOs, and operators of public transportation on activities such as: data collection, data storage and analysis, analytical tools, and performance based planning. 12. Ladders of Opportunity: Access to essential services as part of the transportation planning process, identify transportation connectivity gaps in access to essential services. Essential services include housing, employment, health care, school/education, and recreation. This emphasis area could include MPO and State identification of performance measures and analytical methods to measure the transportation system s connectivity to essential services and the use of this information to identify the gaps in transportation system connectivity that preclude access of the public, including traditionally underserved populations, to essential services. It could also involve the identification of solutions to address those gaps. PAG annually reviews its work efforts as they relate to each planning emphasis area. A review is summarized in Appendix B. RTA Designation On April 23, 2004, Arizona Governor Janet Napolitano signed legislation that enabled Pima Association of Governments (PAG) to manage a Regional Transportation Authority (RTA). Title 48 Chapter 30 of the Arizona Revised Statutes establishes the RTA and outlines the requirements for its operations. By statute, the PAG Regional Council is also the governing body of the RTA. Although the PAG Regional Council and the RTA Board have the same

9 governing body, they function independently and the officers for each entity are separately elected from among the Board members. Annual Process for OWP Development and Assessment The annual development of PAG's Overall Work Program, along with an assessment of progress made toward implementing work elements, has become an institutionalized process. Each year, PAG considers and adapts to federal planning emphasis areas and also conducts a longer-term, strategic review of likely internal and external influences on PAG's mission and work activities. OWP planning starts about seven months prior to the July 1 start of the fiscal year. PAG staff evaluates progress to-date on the current program, examines the need for continuing work elements, assesses new work activity needs and sets preliminary priorities. Development of PAG's OWP also involves each of PAG's member jurisdictions and related agencies. This process, lasting three or more months, generates several draft documents, each successively refining the scope of proposed draft work elements, purposes, tasks and anticipated costs. A draft document is distributed to members of the federal Intermodal Planning Group (IPG), Arizona Department of Transportation (ADOT), and other parties, prior to their annual spring site visit to PAG. Subsequent drafts incorporate federal, state and local review comments. A final draft is made available for agency and public review and comment prior to presentation to the Regional Council for action, typically in May. Once approved, the OWP is distributed to the Federal Transit Administration (FTA), FHWA and ADOT for final approval prior to the start of the new fiscal year. PAG has established a process to continuously monitor and assess progress on the adopted work program. Regular progress reports are prepared and made available to the Management Committee, Regional Council, ADOT, other grant agencies and other interested parties. These efforts help evaluate needed resources and assure that adequate attention and satisfactory progress are achieved by PAG staff, consultants and other responsible agencies on assigned work elements and tasks. Appendix C summarizes key work program accomplishments during the fiscal year. OWP Structure PAG's Overall Work Program addresses regional planning needs and activities within the following major program areas: Transportation Planning Program. Sustainability Planning Program. Other Regional Planning, Innovation and Technical Services. Administrative Support, including Human Resources, Finance, Technology, Communications and Graphic Services.

10 Generally, PAG accounts for revenues and expenditures at the program area level. Specific work elements within each program help define PAG's organizational structure, including the alignment of staff, space, equipment and other resources. Each work element includes additional detail on overall objectives, tasks and deliverable products. PAG task assignments and quarterly progress reports are made at the work element level. Budget Summary The OWP budget includes all of the revenues that flow directly to PAG, including those that are passed-through to other responsible agencies and sub-grantees. Revenues are summarized into funds received, or reimbursed for eligible expenses from federal agencies, state agencies, local share contributions from PAG member jurisdictions, other local sources, and pass-through to Outside Services. PAG uses its local share contributions for matching of federal funds and for supplemental allocations to programs. Budget controls are applied at the program area level, not at the more detailed work element level. Appendix D of this document includes revenues and expenditures by source for each work program element. A combination of cash and in-kind match may be used for any required matches for federal funds. The following tables are provided: Table 1 - Anticipated Revenues Table 2 - Local Share Revenue Table 3 Revenues and Expenditures by Program Area Table 4 - Total Expenditures by Program Area and Type of Use Table 5 - Staff Allocation by Program Area Table 6 - Capital/Equipment and Outside Services over $5,000, Including Pass-Through Funding

11 Sustainable Environment Program Sustainability Planning Program Program Director: Mary Carter 10 Regional Sustainability Planning Community Planning for Ladders of Opportunity - Sustainable Community Engagement and Education

12 10 Regional Sustainability Planning Purpose: Support long term planning and the creation of public-private partnerships which promote and support environmental, economic, sustainability and social engagement in the PAG region. Foster and facilitate collaboration, coordination while promoting the development of functional partnerships among stakeholders in the region and state. Strive for achievable benefits through the incorporation of environmental and community building principles into transportation and stormwater planning, project management, budget evaluation and service delivery. Enhance regional mobility, sustainability, resilience and livability through increased awareness and understanding of regional growth processes, dynamics and resource needs. Goal 1: Conduct long range sustainability planning including engagement of appropriate stakeholders in coordinated efforts Strategy: Facilitate productive dialogue among government agencies, stakeholders and the public through PAG meetings, forums and written communications. Convene the Environmental Planning Advisory Committee. Hold topical forum(s) to bring stakeholders together and disseminate information regarding sustainability. Engage business and community leaders to enrich the collection of ideas, concerns and perspective applied in addressing planning and leading issues. Assess public interest in investments that enhance livability. Strategy: Participate in Conserve to Enhance (C2E) program, including development and coordination of projects. Assist in securing funding for C2E projects. Connect business partners and provide education about the program and benefits. Develop a process to grow C2E participation across the PAG region. Grow regional partners per MOU.

13 Strategy: Manage fiscal activities for the Solar Partnership. Provide fiscal management support for Solar Partnership. Strategy: Manage fiscal activities for Dispose-A-Med. Provide fiscal management support for the Dispose-A-Med program. Goal 2: Connect environmental planning with regional economic vitality Strategy: Assist and inform policies that integrate economic and environmental priorities Assist in developing informational model infrastructure designs and policy documents that integrate economic and environmental priorities in the context of building community, creating livability and improving transportation. Connect with PAG member organizations and businesses to recognize the positive role of environmental stewardship in the sustainability and economic vitality of the region. Continue to develop Low Impact Development/riparian preservation assessments and resulting recommendations that promote economic advantages to the region and reflect investment value. Create and advance product such as resolutions, white papers and model policies which guide growth and include livability and sustainability for future generations. Develop environmental focus topics in coordination with EPAC and member jurisdictions. Align with agencies and organizations that coordinate and focus on the economic drivers and critical elements of the regional economy.

14 Community Planning for Ladders of Opportunity Purpose: Planning in support of regional goals and activities that enable more people to realize their economic potential and that improve businesses access to a diverse workforce. Planning for affordable, reliable transportation options and services to enhance connections to employment, education, services and other opportunities for all residents, with a focus in low-income and under-served communities. Support economic opportunities by enhancing transit access to employment centers, educational and training opportunities, and other basic needs. Support partnerships and coordinated planning among state and local governments and social, human service, and transportation providers to improve coordinated planning and delivery of workforce development, training, education, and basic services to veterans, seniors, youths, and other disadvantaged populations. Identify, develop and integrate strategic public-private partnerships. Deliverables: Ladders of Opportunity Strategic Plan Dec 2018 Annual SSBG funding recommendations Dec 2017 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost None Goal 1: Ladders of Opportunity Asset Inventory & Gap Analysis. Strategy: Develop Ladders of Opportunity Strategic Plan In coordination with local partners, identify emerging needs, opportunities, and commuter services trends in response to beyond traffic initiatives and related human services priorities. Explore opportunities to establish Commuter Services Center(s) in cooperation with major employers and schools. Identify strategies that support the region s realization of its

15 economic potential, particularly for the most vulnerable individuals, and that encourage the entrepreneurial spirit of our towns and cities. Goal 2: Conduct planning to help secure Social Services Block Grant funding for needed services in the region. Strategy: Annual update of Social Services Block Grant Plan Coordinate with Arizona Department of Economic Security. Convene SSBG planning committee. Design data collection and planning process. Facilitate broader communication with member jurisdictions and human service agencies of SSBG funding program categories relative to community needs. Submit SSBG funding recommendations to the state. Goal 3: Initiative Healthier Communities 2017 with state and regional partners Strategy: Participate in broad based effort to develop a community action plan. Convening coalition of regional stakeholders. Coordinate the scheduling of meetings and document development for coalition. Conducting environmental scan of community needs. Lead discussions in focus areas of Transportation, Community Design and Environmental Quality.

16 Sustainable Community Engagement and Education Purpose: Planning in support of regional goals and activities that enable more people to realize their economic potential and that improve businesses access to a diverse workforce. Planning for affordable, reliable transportation options and services to enhance connections to employment, education, services and other opportunities for all residents, with a focus in low-income and under-served communities. Support economic opportunities by enhancing transit access to employment centers, educational and training opportunities, and other basic needs. Support partnerships and coordinated planning among state and local governments and social, human service, and transportation providers to improve coordinated planning and delivery of workforce development, training, education, and basic services to veterans, seniors, youths, and other disadvantaged populations. Identify, develop and integrate strategic public-private partnerships. Deliverables: Speakers Bureau Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item None Estimated Cost None Goal 1: Enhance community engagement in and understanding of regional plans and programs. Strategy: Engagement tools such as Speakers Bureau and Brown Bag program Develop Speakers Bureau, materials and presentations on appropriate regional programs for regular presentation to community groups. Develop Brown Bag educational programs. Identify and implement other engagement strategies within the community.

17 Goal 2: Develop tools to facilitate program management and enhance accountability. Strategy: Incorporate appropriate project development and management techniques in planning processes Identify and implement appropriate projects for the use of project development and management techniques. Develop staff training and development incorporating established models for improved efficiency, communication and project management. Strategy: Track program performance and delivery Annually establish metrics and key program goals relevant to special projects. Incorporate dashboard analysis as appropriate to track and support achieving progress towards overall work program goals. Strategy: Track in-kind contributions to leverage and optimize use of available program resources. Implement additional tools and scheduling reminders for review and tracking of in-kind contributions. Serve as liaison with stakeholders to facilitate reporting in-kind for collaborative projects and contributions. Create online process to automate, collect and report in-kind contributions outside of the agency.

18 Transportation Planning Program Transportation Planning Program Program Director: John Liosatos 40 Regional Transportation Planning 41 Transportation Program, Delivery and Finance 43 Transportation Systems Management and Operations 44 Regional Economic Vitality

19 40 Regional Transportation Planning Purpose: Conduct a long range, multi modal regional transportation planning process using a performance based approach to identify projects, programs, and strategies that: a) help meet the needs of the regional traveling community; b) improve the regional transportation system by addressing the growth of congestion and improving safety; c) provide benefits for air quality and the environment; and d) enhance community livability, economic vitality, health, mobility and access to opportunity. Provide support for a regional alternate modes program aimed at increasing alternative mode trips while improving safety for these modes. Develop, update and provide planning support for the region s long range transportation plan known as the Regional Mobility and Accessibility Plan (RMAP) and its components, including transit, bicycle and pedestrian plans; corridor and special area studies; other state and regional transportation plans, including the Regional Transportation Authority (RTA) plan which outlines projects funded by a county wide excise tax, the regional congestion management process and system performance evaluation. Ensure adherence to federal requirements, using processes for ongoing public outreach and including a financial component that matches needs with available revenue sources. New Focus on Schools: Provide schools in Pima County with resources to educate students on: a) transportation matters surrounding individual schools; b) promoting transportation safety efforts; c) create awareness on environmental issues; and d) support and empower youth leadership. Provide schools with assistance on efficient transportation plan analysis focusing on congestion management, travel reduction, and Safe Routes to School Program. Collaborate with organizations aligned to PAG s vision in regards to schools and also with schools administration, to partner and coordinate on school educational events, expand leadership opportunities, and offering scholarships to youth leaders. Outreach and education efforts will focus on grades Deliverables: Amendments to 2045 Regional Accessibility and Mobility Plan (RMAP) As needed Pedestrian Safety Initiative Campaign Ongoing Short Range Transit Program Sept 2017 Annual 5310 Program Ranked Project List April 2018 Public Transit Human Services Coordinated Transportation Plan Feb 2018 Regional Pavement Design Evaluation March 2018 RMAP update process As needed Regional School Outreach and Education Program Report Ongoing Youth Leadership Opportunities Summary Report Ongoing

20 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Outreach Education Events $20,000 Maps and Safety Materials $10,000 Safety PSAs $25,000 Regional Assembly RMAP and other regional issues $20,000 Mobility Management Program contract services carry-forward $85,000 Teens in the Driver Seat- Safety Program $9,000 School Outreach Events/Activities $10,000 Regional Transit Plan $500,000 Goal 1: Meet Federal mandates for regional transportation planning Strategy: Maintain the region s long range transportation plan known as the Regional Mobility and Accessibility Plan (RMAP) Amendments as needed. Develop process and schedule for next update. Goal 2: Establish and Implement Performance Management Program Strategy: Develop data collection and processing workflow to generate timely and useful metrics to monitor progress towards o RMAP and Congestion Management Process (CMP) goals, o Federally mandated performance measures, and targets. o TIP project selection. o Other demonstrably useful measures. Create simple document with graphical representations of performance measures for distribution/presentation during the TIP call for projects to inform local jurisdictions of regional conditions and potential needs. Evaluate approaches to see potential effects of significant TIP project proposals on the transportation system. Assess methods to compare/evaluate project impacts. Establish a process to assess the effectiveness of investments

21 after they have been instituted to help address and possibly quantify if and how much selected investments are helping achieve stated goals. Establish performance measure targets consistent with federal requirements, PAG RMAP and other planning efforts. Apply performance measures to historical data to better understand past performance trends to aid in establishing performance measure targets going forward. Develop system performance report tied to PAG RMAP as per federal requirements. Maintain PAG performance measure dashboard and performance data portal to enable display, accessibility and exploration of transportation performance data and its integration into the planning process. Goal 3: Title VI and Environmental Justice Planning and Compliance Strategy: Develop annual Title VI Plan Develop and submit 2017 Title VI report and related documents Goal 4: Develop Multi modal Components of the long-range RMAP. Strategy: Conduct regional bicycle and pedestrian mileage information and count data Maintain bicycle mileage information for facilities throughout the region. Recruit and engage volunteers for bike/ped count program. Complete recruitment and data collection effort including: Technical Services assistance with operating online signup map Conduct two public and up to four UA class trainings Produce digital summary report of annual bicycle and pedestrian count for publication on PAG website. Add contracted pedestrian and bicycle count data to data explorer.

22 Continue development of online interactive data exploration tools Continue pedestrian and bicycle counts program activities: Include pedestrian and bicycle counts to the turning movement intersection counts contract Integrate count results into count database Explore available counting technologies and best practices for counting pedestrians Monitor and maintain existing regional automated bicycle and pedestrian counters Evaluate the need for new mobile and permanent counters to improve pedestrian exposure data Implement and evaluate permanent counters. Initiate pre-planning data gathering and best practices for regional bicycle plan. Strategy: Implement Pedestrian Safety Campaign. Support pedestrian safety awareness campaigns through PSAs Develop messaging emphasizing looking out for pedestrians Develop script and PSA content Purchase and broadcast safety awareness campaigns through PSAs Research appropriate materials and methods for distribution of awareness materials and messages to increase visibility in high risk populations Identify high visibility materials that can be distributed in areas where pedestrians may be at increased safety risk as appropriate. Identify methods and channels for distribution of high visibility materials as appropriate Maintain pedestrian safety toolkit for use by member jurisdictions Identify appropriate safety message materials for different target audiences that could be downloaded or delivered for specific purposes Identify distribution methods and channels for distribution of materials to member agencies

23 Strategy: Develop regional roadway, categorical, economic and other modal components of the RMAP Support the development of the FY TIP and prioritize implementation of regional goals and objective. Planning projects for funding by the RTA in fulfillment of the RTA plan. Strategy: Develop RTA regional transit plan component of the RMAP Provide general transit planning support to regional and statewide planning processes. Short range planning activities, including: Annual short range transit plan update Support the FTA 5310 program through a regional needs assessment of 5310 funding recipients through a consultant contract Prioritize the local 5310 funding applications and vehicle delivery requests in conjunction with 5310 Coordination Group. Assist in the coordination of planning efforts with human services transit providers. Maintain and improve the Pima Find A Ride website Long range planning activities, including. Development of senior citizen transportation options. Develop 10-year regional transit plan. Develop high capacity transit plan. Strategy: Administer Mobility Management Program Staff mobility management program pursuant to successful funding application for 5310 Mobility Management grant. Provide technical assistance to 5310 providers. Strategy: Update Public Transit Human Services Coordinated Transportation Plan

24 Conduct meetings with human services transit providers. Incorporate recommendations from Mobility Management program into Coordination Plan. Improve the directory of human service transit providers. Prioritize 5310 grant awards. Goal 5: Coordinate transportation planning efforts conducted by other agencies with regional studies Strategy: Provide diverse opportunities for input into corridor planning and definition from a broad range of agencies, interest groups, policymakers, technical experts, community stakeholders and the public. Monitor and participate in ADOT corridor and special area studies which may include but not be limited to: I-11 Tier 1 EIS I 10 East/SR 210 I 19 Corridor Vision Pinal Corridors SR 189 SR 86: Kinney to Santa Cruz Sonoran Corridor Other strategic or emerging regional, state or federal corridors Monitor and participate in other corridor and special area studies which may include but not be limited to: Broadway Boulevard Grant Road Tangerine Road La Cholla Boulevard Houghton Road Magee Road/Cortaro Farms Sunset Road First Avenue Downtown Links 22nd Street, Broadway Boulevard Valencia Road Kolb Road Tanque Verde Road Silverbell Road Irvington Road

25 Speedway Boulevard Thornydale Road Harrison Road Wilmot Road Assess environmental, cultural and social impacts and prepare preliminary documentation, as appropriate. Prepare strategies for preserving corridors to prevent the loss of rights of way needed for future transportation facilities. Provide input and clarification on the design concept and scope of major transportation investments. Provide consistent or complementary standards for facility design based on access, mobility and safety needs, particularly for regional corridors and corridors that cross jurisdictional boundaries. Identify potential strategies to improve traffic flow, such as medians, turn lanes, signal priority and enhanced traffic signal coordination. Goal 6: School Partnership within the Pima County Region Strategy: Partnering with schools to build awareness/education on: Transportation issues and options Transportation Safety Environmental issues Travel Reduction Opportunities to reduce congestion Schoolpool Provide resources to explore use of alternative modes Analyze school access and circulation as requested/necessary Collaborate with school educational events to provide information Transportation- project updates Transportation Safety awareness- pedestrian, bicycle, and teen driving Environmental issues- clean water, clean air Alternative energy use Provide transportation safety data to school transportation departments

26 Goal 7: Creating Youth Leadership Opportunities Strategy: Encouraging youth to be involved in the community through participation Collaborate with Youth Leadership Groups, Town and City Teen Advisory Boards and Teen Councils Safety Campaign- Environmental Issues, Teen Driving, Bicycle and Pedestrian Community issues that impact youth Volunteer in the community in areas that pertain to PAG s programs Involving youth to contribute their views for regional planning of long-term improvements Partner with current Youth Leadership Programs to create Leadership opportunities Goal 8: Leverage existing resources and accelerate or provide more efficient project delivery through the use of public-private partnerships (PPPs or P3s) to implement projects consistent with PAG s 2045 RMAP and/or TIP. Strategy: Prepare to respond to opportunities for public-private partnerships, as they present themselves, with appropriate analysis and programming. Make staff resources available to explore public-private partnership opportunities and assess the feasibility of such proposals.

27 41 Transportation Program Delivery, Policy and Finance Purpose: Develop and monitor progress on the Transportation Improvement Program (TIP), a five year financial document that implements the long range regional transportation plan (RMAP) by outlining the region s commitment to fund regionally significant transportation programs and projects. Track and assess financial resources, policies and proposals related to transportation and the capacity of the region to deliver both long range and short range transportation plans and programs. Maintain the validity of the transportation revenue forecasts through improved monitoring, estimating and reporting. Monitor expenditures and revenues on state and federal ledgers to ensure the region s assets are accurately booked. Develop TIP using a performance based approach to identify projects for programming available funding. Assess and report on TIP performance and project delivery, including the RTA plan component. Monitor and report on state and federal legislation relating to transportation. Deliverables: TIP, including annual project activity report June TIP Executive Summary April PAG Legislative Policy Positions December 2017 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item None Estimated Cost Goal 1: Meet federally mandated requirements for transportation program development in order to secure funding for the region. Strategy: Complete the PAG Transportation Improvement Program (TIP). Develop Revenue estimates and Call for Projects. Develop Draft Project List. TIP Modeling for Title VI and Air Quality. Public Review and Approval. Publication and Distribution. Update, as necessary, policies and guidelines for development of TIP projects. Develop performance target achievement section of TIP.

28 Goal 2: Conduct a competitive application process to program STP Block Grant (STPBG) funding for the region. Also known as the Surface Transportation Block Grant Program). Strategy: Administer the federal STBGP program in accordance with PAG and RTA policies and directives. Process STPBG funding applications. Leverage STPBG funding by integration within the annual RTA funding program and policies in order to comply with regional objectives. Develop annual STPBG/RTAG report as per federal requirements. Goal 3: Deliver projects in the program in a timely manner that optimizes funding available to the region. Strategy: Project Monitoring and Delivery. Develop TIP project MOUs (non-rta projects) or IGA s (RTA projects). Maintain a relational database of TIP projects containing relevant descriptions, financing, schedule and development status information. Maintain files and ledgers detailing availability and use of federal STPBG funds, federal obligation authority, HURF funds, RTA funds and other local and regional transportation funding. Monitor progress of TIP project development. Identify schedule problems and assist in resolving difficulties with project implementation upon request. TIP Amendments, as needed. Goal 4: Maintain funding equity to the region. Strategy: Monitor transportation revenues on regional, state and federal levels. Monitor federal and state funding ledgers and reports.

29 Strategy: Assure programmed funding is not lost to the region. Develop funding estimates and compare to actual. Represent the region at the state Resource Allocation Advisory Committee (RAAC). Monitor the status of project implementation. Identify and program federal obligation authority that otherwise may be subject to lapsing. Identify alternative projects or programs that can take advantage of funding that otherwise would be left on the table and lost to the region. Goal 5: Assess and maintain fiscal constraint for transportation plans and programs. Strategy: Develop sound financial plans for transportation plans and programs. Develop projections of anticipated available revenues for use in developing the region s short range (TIP) and long range (RMAP) planning. Work with jurisdictions to obtain reasonable project cost estimates and assure that year of expenditure requirements are addressed. Assure fiscal constraint is maintained and develop the financial plan components of the short range (TIP) and long range (RMAP) plans. Maintain files and ledgers detailing availability and use of federal STPBG funds, federal obligation authority, HURF funds, RTA funds and other local and regional transportation funding. Monitor financial and policy activities of ADOT s Resource Allocation Advisory Committee (RAAC), ADOT s Priority Planning Committee, and the Arizona State Transportation Board. Coordinate incorporation of regional TIP, including accurate funding amounts/types, in ADOT statewide 5 year construction program. Analyze and provide support as needed to substantiate decisions made for funding regional transportation improvements.

30 Assess and identify enhanced funding strategies and actions, including innovative strategies such as public private partnerships, to better meet projected financial needs and revenue shortfalls. Provide support for other regional transportation financial planning activities. Goal 6: Respond appropriately to legislative proposals that may impact the region or its jurisdictions. Strategy: Monitor and Respond to Legislative Issues. Update Legislative Principles and Direction to Staff documents, as needed. Distribute Legislative Principles document to legislators and other stakeholders. Monitor state legislation throughout the 2018 legislative session. Host a Legislative Reception or other similar event.

31 43 Transportation Systems Management and Operations Purpose: Maximize the benefits of transportation operational strategies and activities on a regional basis through enhanced coordination and collaboration. Reduce redundancies and improve transportation system efficiencies through best practices and enhanced technologies, including signal optimization. Improve system performance and reduce traffic congestion pursuant to the regional congestion management process. Preserve the quality of the transportation system as part of a regional pavement preservation program in order to provide safe and efficient transportation of people and goods in the region, reducing wear and tear on vehicles and cost for repairs, improving accessibility to local residences and businesses and helping to create a positive image to area visitors. Deliverables: Signal retiming throughout region and updated regional traffic Ongoing signal model with intersection geometry, current signal timing plans and current turning movement counts Regional signal operations guidebook; update as needed June 2018 Regional ITS Architecture Update June 2018 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Technology and Transportation Summit $20,000 Implementation and evaluation of detection systems, $25,000 Regional Transportation Communications Network $40,000 Assessment and Migration Plan Pavement Structure Assessment $60,000 Goal 1: Enhance transportation systems operations and efficiencies. Strategy: Planning for Intelligent Transportation Systems (ITS), Management and Operations (M&O). ITS architecture updates Update Regional ITS Architecture using FHWA software tool. Assess the status of ITS and M&O programs and projects;

32 assist in programming and funding ITS and M&O projects consistent with Regional ITS Architecture. Consolidate regional travel information for data storage and distribution. Assess opportunities and challenges associated with establishing a Region wide Archive Data System consistent with Regional ITS Architecture (including traffic volumes, AutoScope detection data, vehicle classification counts, crash data, regional traffic signal timing plans, traffic studies, traffic incident archive data, HPMS data, etc.) Implement automated traffic counts using existing intersection detection equipment. Actively support regional efforts to implement Intelligent Transportation Systems (ITS) and the suite of Smart Communities initiatives to reduce congestion and improve safety. Work with University of Arizona and jurisdictions to expand proof of concept into full scale count collection for all modes of travel, using existing detection equipment as feasible. Facilitate regional technology summit in coordination with regional public-private partners. Develop regional transportation communications network assessment and migration plan. Goal 2: Plan for incident management and emergency response on a regional level. Strategy: Coordinate regional incident management and emergency response planning. Coordinate emergency response planning among transportation providers and emergency services. Analyze recent incident response efforts to develop improved strategies for handling future incidents. Plan for rapid response for emergency repair of transportation facilities. Coordinate and facilitate alternate and emergency route/evacuation planning among various agencies. Increase public awareness, public training and information dissemination in the event of an incident. Support planning for hazardous waste movement. Expand the use of ITS technologies to improve surveillance, monitoring distress notification, etc.

33 Conduct Traffic Incident Management Self Assessment with transportation and emergency response personnel. Coordinate emergency response planning among transportation providers and emergency services through dialogue, goal setting and performance tracking. Goal 3: Enhance system performance and reduce traffic congestion Strategy: Regional Congestion Management Process (CMP) and system performance dashboard. Continue implementation, maintenance, and updates to performance monitoring program including congestion related system performance. Evaluate regional deficiencies using CMP guidelines and system key performance measures and CMP objectives. Promote incorporation of appropriate congestion management strategies in TIP development. Integrate updated Congestion Management Process to address selection of performance measures, setting of targets, as appropriate, implementation of monitoring program, non attainment provisions, and integration with regional planning process. Goal 4: Enhance tools for pavement management and preservation Strategy: Develop methodologies to assess and monitor pavement condition for streets within the region while also facilitating more timely and consistent review of pavement condition and saving significant amount of time in the field. Identify methodologies to assess pavement condition for streets within the region. Investigate use of remotely sensed data for residential streets, which are not well supported by vehicle-based sensor surveys. Conduct field checks to assess the classification accuracy. Evaluate the precision of any proposed methodology to

34 consistently perform this assessment on an annual basis. Present results and solicit feedback on a regional assessment to jurisdictional partners in PAG s Pavement Task Force. Maintain a database and the map of roadway conditions.

35 44 Regional Economic Vitality Purpose: Improve and strengthen the role that transportation plays in the quality of life of the community and its residents. Improve coordination and develop partnerships with regional stakeholders, and in close cooperation with business leaders and initiatives of the region s economic development agencies. Facilitate the efficient, safe, secure, reliable and economical movement of people and goods through enhanced freight and intermodal (rail, air) planning. Enhance the region and state s ability to compete in a global market by coordinating and planning for growth in travel and trade between the United States and Mexico, recognizing that adequately sized, safe, and efficient border crossings are key contributors to the nation's economic health. Conduct meaningful public information, involvement and outreach regarding transportation planning activities and their impact on the community. Promote and support other aspects of community vitality, including Title VI, environmental justice, regional sustainability and economic development plans and activities. Deliverables: Regional Freight Plan (or elements of), in coordination with State June 2018 Freight Plan development Economic Impact Analysis tool for transportation projects June 2018 Data tools in support of regional economic development goals June 2018 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Regional information sharing events $20,000 JPAC Planning Coordination $10,000 Economic analysis informing regional transportation planning $35,000 (e.g., Freight data economic analysis) U of A Regional Assessment Partnership (PAG portion of $100,000 $300,000 project) Smart Communities action plan to guide implementation efforts $35,000 Goal 1: Identify, plan and promote implementation of transportation infrastructure that strengthens the economic vitality of the region. Strategy: Provide support to the Economic Vitality Advisory Committee that yields high quality information sharing, strong participation, and thoughtful discussion and action

36 Coordinate with member jurisdictions and other regional partners in support of regional economic development activities. Communicate with PAG and committee leadership about progress towards committee goals. Communicate with potential speakers and develop presentations, as appropriate. In support of EVAC, convene task forces and/or a freight and trade advisory group, as appropriate. Strategy: Expand data collection efforts to better understand freight movement within the region. Annual roadway/rail data and coordination. Coordinate and host meetings (up to quarterly, as needed) with local agencies and Union Pacific rail officials. Update regional roadway/rail crossing project inventory, as needed. Strategy: Coordinate regional planning efforts and visioning with PAG and jurisdictional economic, social, environmental, and transportation planning and policy development. Land use planning policy development informed by population/growth data. Sun corridor Mega region planning and coordination. Goal 2: Conduct meaningful public information, involvement and outreach regarding transportation planning activities and their impact on the community. Strategy: Incorporate public information, involvement and outreach within all PAG programs as needed Provide public involvement and outreach support for PAG

37 events, such as TIP open houses, Legislative Open House, Regional Assembly, roundtables or other special events (event planning, review of meeting materials, messaging, advertising, legal ads, social media, etc). Coordinate PAG/RTA media requests/outreach/speakers Bureau. Conduct an annual media/spokesperson training session to educate lead staff. Partner with educational institutions (PCC, UA, school districts) to expand reach of communication and engagement activities. Provide disadvantaged populations with communications regarding public involvement opportunities for any proposed PAG transportation or other plans. Goal 3: Enhance the region's ability to compete in a global economy. Strategy: Incorporate freight movement, international trade, and border infrastructure in the development of the long range transportation plan and other transportation planning efforts through continuous, comprehensive, and cooperative engagement. PAG participation and communication in related studies and projects within and outside of the region. These include the: I 11 Tier 1 EIS, the SR 189 Project, the I 10, Jct. 19 to SR 83, SR 210 Study, the Sonoran Corridor, the Transportation and Trade Corridor Alliance, infrastructure plans and improvements in Mexico (e.g., Highway 15, inspection facilities, the Port of Guaymas) the ADOT State Freight Plan, the Arizona Sonora Binational Mega Region, and others. Provide updates to PAG committees, or coordinate speakers to provide updates, on timely issues as appropriate. Work with Clean Cities Coalition members and businesses involved in freight movement and international trade efforts. Draft position papers and supporting materials. Coordinate meetings and help facilitate cross jurisdictional communication on transportation infrastructure. Strategy: Broaden private sector stakeholder engagement to identify freight-and-trade related transportation infrastructure priorities and strengthen supply chain connections

38 Continue outreach and site visits to businesses that rely heavily on the freight transportation infrastructure. Promote the Building an International Economic Network (BIEN) web tool and database, as appropriate. Strategy: Enhance freight-related data analysis for the PAG region, including compliance with federal performance measurement requirements Communicate and consult with ADOT and FHWA staff regarding the latest guidance and developments related to freight performance measurements. Explore best practices for identifying regional freight corridors, monitoring commercial vehicle movement patterns and trends, and understanding regional commodity flows. Coordinate efforts with the State Freight Plan. Complete regional freight plan. Strategy: Develop a network of subject matter experts in Smart Community Technologies to be more competitive for potential funding opportunities. Establish, as needed, working groups in focus areas which may include Smart Mobility, Smart Environment, Smart Health and Wellness, Smart Energy and Smart E-Government. Develop Smart Communities action plan to guide implementation. Provide support for grant efforts as well as assist in supporting the Sun Corridor Beyond Traffic Innovation Center. Support state and local policy changes that enhance our region s pioneering role in implementing connected vehicle technologies.

39 98 98 Transportation Safety and Security Projects and Planning Purpose: Enhance the safety and security of the traveling public and emergency service personnel by addressing regional safety issues for all travel modes and by integrating safety planning with traditional transportation planning. Incorporate security into transportation planning by providing a forum for discussion of transportation related security issues and strategies, recognizing the complex nature and diverse causes of transportation related emergencies as well as the interdependency of the jurisdictions and organizations involved. Develop and coordinate implementation of a regional transportation multi modal safety plan; develop and analyze related data in order to guide safety investment and program development. Identify and coordinate for implementation of transportation safety projects utilizing federal Highway Safety Improvement Program (HSIP) funding and other funding as identified. Develop regional transportation security plan to identify, coordinate and improve transportation security efforts in the region. Deliverables: Safety management system report and performance June 2018 assessment Regional HSIP safety project funding selection process update March May 2018 Annual Traffic Incident Management Self Assessment May 2018 RSA Program Annual Report June 2018 Capital and Outside Expenses: Item Estimated Cost Safety Study (Phase 2 Implementation Carry-forward) $185,000 Road Safety Assessments carry forward $25,000 Road Safety Assessments grant award ($428,000 HSIP $428,000 amount) Regional Transportation Safety Design Guide $75,000 Goal 1: Enhance regional safety planning Strategy: Develop and analyze crash data.

40 Maintain the regional crash database and GIS mapping. Evaluate crash analysis methodologies used in PAG region and refine as necessary. Implement new crash analysis procedures and services under new software platform. Strategy: Implement Regional Strategic Transportation Safety Plan for PAG area to be consistent with statewide Strategic Highway Safety Plan (SHSP) Pursue strategies to advance safety emphasis areas and strategies for pursuit in PAG region. Launch Phase 2 of Regional Strategic Transportation Safety Plan to focus on implementation activities to support the transition of safety strategies into safety projects for funding. Coordinate call for State Highway Safety Improvement Program (HSIP) projects for FY to assist ADOT. Coordinate PAG Transportation Systems Subcommittee to review safety applications as necessary. Assist jurisdictions with HSIP application process. Strategy: Conduct Regional Road Safety Assessment (RSA) program Perform PAG region Road Safety Assessments as needed. Perform at least one design level RSA as appropriate. Develop policies to implement early stage design level RSAs on all RTA funded projects. Perform at least one RSA with ADOT s statewide RSA Program as appropriate. Strategy: Develop Regional Transportation Safety Design Guide Strategy: Implement Pedestrian Safety Program

41 Continue to support pedestrian safety awareness through Public Service Announcements (PSA). Maintain and update Pedestrian Safety Toolbox to serve as a resource to help member jurisdictions identify types and locations of safety concerns, identify mitigation strategies, and provide a guide to implementing prioritized strategies. Analyze data to plan for zone based pedestrian safety assessments involving law enforcement, engineers, consultants, and PAG staff. Support Implementation of regional pedestrian safety strategies. Strategy: Multimodal transportation security planning coordination Provide a forum for discussion of transportation related security issues and strategies. Coordinate the application of security considerations into planning and infrastructure design. Support implementation of regional response plan for transit security among transit providers. Explore opportunities to establish regional traffic management center in cooperation with regional emergency operations center functions. Establish data connection with regional emergency operations center to provide transportation system situational awareness data to emergency responders. Develop regional transportation security plan to identify, coordinate and improve transportation security efforts in the region. Create a materials clearinghouse for multimodal safety messages and materials.

42 Regional Planning and, Innovation Regional Planning, Innovation and Technical Services Program Director: Dave Atler 61 Regional Data, GIS and Orthophotos 63 Regional Modeling 12 Regional Air Quality Planning and Modeling 11 Regional Water Quality Management Planning 96 Regional Traffic and Congestion Information System

43 61 Regional Data, GIS and Orthophotos Purpose: Coordinate, develop and maintain accurate regional data sets to effectively conduct regional planning programs such as transportation and sustainability and to respond to data requests from member agencies. Add value and enhance use and understanding of data for member agencies and the public through analysis, mapping and the application of other techniques. Ensure consistent, updated data availability and the continual development and enhancement of data collection capabilities, analysis, presentation and interactive tools. Deliverables: Support annual bike and pedestrian count sign up web map, data entry web form, and analysis map production. January 2018 TIP maps and materials February 2018 Bikeways Map June 2018 Orthophotography June 2018 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost ESRI Maintenance $23,000 Orthophoto acquisition $400,000 Goal 1: Coordinate data gathering and distribution of information on regional planning issues and performance measures. Strategy: Develop or enhance web applications to support data gathering and information distribution Prepare volunteer counter sign up web map and data entry form for bicycle and pedestrian count program. Integrate new bicycle count data into public web map. Supporting queries and data downloads.

44 Support Performance Measure data tracking and assessment. Performance Measure Dashboard reporting tool. Provide enhancements to Transview website. Goal 2: Develop database analysis tools and map products to support regional planning efforts Strategy: Develop database applications and map products to support planning and management efforts Prepare Annual State of Safety Report. Enhance analysis tools to support Transit planning efforts. TIP material production. Support database reporting and map tools based on Regional Safety Plan Phase II. Support field monitoring activities. Support RTA meetings. Provide in house support for TIP database application. Provide in-house support for TRP survey. Enhance TRP data display/reporting. Support RTDN updated/mitigation plan. Support Bike Plan update. Develop feature extraction capabilities. G1 Plan Prioritization tool enhancements deploy 208 Plan web tool.

45 k Regional Modeling Purpose: Collect, develop and maintain the needed data and tools to provide accurate models, assumptions, projections and analyses of land use, travel demand and population/demographics. More specific purposes within these areas include: Land Use Modeling Develop and operate the region s land use model to prepare forecasts in support of the regional transportation planning process, and other regional planning efforts and programs. Travel Demand Modeling Develop and maintain: (a) travel demand models that support the sound and reliable forecasts of future travel for the region; and (b) regional travel related databases for analyses, assessments and studies in related program areas. Data Development and Forecasts Prepare population and socioeconomic estimates and forecasts, analyze and disseminate census data for the region. Serve as liaison for Census Bureau and statewide growth forecasts. Deliverables: Land Use Modeling Updated 2018 socioeconomic forecasts at the TAZ level based on most current AOEO published population estimates and recently purchased InfoUSA data December 2017 Travel Demand Modeling Annual traffic count online map and other web applications August TIP modeling and Title VI analysis February 2018 Required annual ADOT/FHWA HPMS database and reports April 2018 Continued Activity based model deployment and testing Ongoing Data Development and Forecasts Population estimates for July 1, 2017 by jurisdiction December 2017 State Data Center Annual Affiliate Report June 2018 State Office of Economic Opportunity data submittal June 2018

46 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Traffic Volume Counts $50,000 Additional Traffic and Travel Data Collection $50,000 EBR Forecasting project $7,500 Software Purchases, Licenses/ TRANSCAD $20,000 Misc data, publications and hardware $20,000 Activity Base model technical support as needed $50,000 Activity Based model computer system $12,000 Goal 1: Develop and maintain a new-generation travel demand model to support a variety of transportation and environmental planning efforts with sound transportation modeling information. Strategy: Deploy, test, calibrate and validate Activity Based Model (ABM) using both in house resources and consulting services. Recalibrate important model components, and validate the entire model system. Purchase ABM computer system and install model. Gather and process the data that are required by Activity Based Model. Use the collected data to test, calibrate and validate the individual ABM components. Prepare documentation and other technical materials for peer review of ABM model (anticipated 2 years after ABM deployment) Goal 2: Develop annual population estimates update for PAG Member agencies Strategy: In coordination with the Arizona Office of Economic Opportunity (AOEO), estimate current year population for PAG member jurisdictions Collect and compile required data and information in support of development of annual population estimates. Discuss and improve the methodology that AOEO will employ for population estimation. Work with AOEO to develop drafts of population estimates,

47 and with jurisdictions through PopTAC to comment, evaluate, refine and adopt the population estimates. Goal 3: Conduct annual Transportation Improvement Program (TIP) modeling and Title VI Analyses Strategy: Employ available modeling tools to develop current estimates and 5-year projections of traffic and transit ridership. Use the latest land use model to develop demographic and socio economic data for the 5 years of the TIP as input to the travel demand model. Use the current travel demand model to estimate both traffic and transit ridership over the 5 years of the TIP. Goal 4: Research and Develop Urbanism Land Use Model Strategy: Start the research and development of Urbanism Land Use Model using primarily inhouse resources. Review existing data and assess model data needs. Build model framework. Start the estimation of individual modeling components. Goal 5: Position Region for Successful 2020 Census Strategy: Initial Coordination for 2020 Census Liaison, as needed, between Census Bureau and member agencies. Facilitate Census Bureau training as available. Provide regional forum for discussion, coordination and development of outreach strategies. Assist, as needed, with technical geography programs.

48 12 Regional Air Quality Planning and Modeling Purpose: Conduct regional air quality planning through coordination with stakeholders and the development of reliable data through modeling and analysis. Develop air quality plans, programs and policies which meet the requirements of the federal Clean Air Act regarding air quality standards. Conduct analyses of transportation plans, programs and projects as required to ensure conformity with required air quality plans. Deliverables: Air quality education materials Ongoing Coordination and planning for ozone compliance As needed TIP Conformity Analysis March 2017 RMAP Conformity Analysis As needed Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Assessment of data input for MOVES model $10,000 Goal 1: Fulfill mandated responsibilities as Designated Regional Air Quality Planning Agency. Strategy: Fulfill responsibilities as the Air Quality lead agency under the Clean Air Act. Air pollution modeling and analysis for transportation conformity in compliance with the State Implementation Plan (SIP) and the Carbon Monoxide Limited Maintenance Plan (CO LMP). Address, as needed, the region s status relative to EPA s 2015 ozone standard and the state s designation of possible nonattainment area. (Pending summer 2017 ozone data. (FY 2017)) Goal 2: Conduct a regional air quality planning program. Strategy: Coordinate and inform governmental agencies, stakeholders and the public regarding the regional air quality issues.

49 Convene Air Quality Subcommittee. Develop educational materials. Planning as needed for Spring 2019 biennial forum. Strategy: Conduct analysis of air quality emissions to evaluate the benefits of various pollutant control strategies Model and analyze air quality data to demonstrate impacts from the PAG Travel Reduction Program and Clean Cities Program, and in response to jurisdictional requests. Conduct comparative analyses of pollution control strategies that impact the release of ozone precursors. Improve quality of MOVES model inputs and acquire better understanding of model mechanism and outputs. Continue to review MOVES/MySQL interaction. Strategy: Analyze greenhouse gas emissions Preparations as needed for FY greenhouse gas emissions analysis.

50 11 Regional Integrated Watershed Planning Purpose: Provide local governments and the public with objective, reliable information, communicating a regional perspective on key water issues. Conduct and coordinate regional water quality management planning for the prevention of water pollution in accordance with Section 208 of the Clean Water Act and ADEQ water quality contract. Improve watershed health by providing policy review, recommended strategies and sharing resources. Provide comprehensive and integrated water resource, infrastructure, wastewater and stormwater quality advice for shared watersheds in the region. In accordance with eligible Surface Transportation Program Block Grant funds, connect programs for environmental restoration and stormwater pollution prevention. Deliverables: Water Quality Management planning documents including 208 consistency Ongoing reviews, amendments inventories and updates to the PAG Water Quality Management Plan (208 plan). Water Quality Management planning coordination for non point sources Ongoing and green stormwater infrastructure. Hydrologic assessments and recommendations to inform regional water Ongoing strategies. GIS maps for water quality, water resource and water infrastructure As needed information as needed to inform regional policy discussions and projects. Regional water resource outreach materials and presentations Ongoing Green Infrastructure Planning Analysis June 2018 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Clean Water Starts with Me outreach education $10, Plan Update Consultant Services, as needed. $100, amendments and consistency review services, as $25,000 needed. Green Infrastructure Consultant, as needed. $25,000 Goal 1: Fulfill Mandatory Designated Watershed Planning Responsibilities Strategy: Conduct wastewater planning as the Designated Water Quality Management Agency under Section 208 of the Clean Water Act utilizing modern & innovative technologies.

51 Update PAG 208 Plan as needed. Update inventory tool and integrate point source facilities into 208 Plan update as needed. Conduct consistency reviews and amendments as needed for new or significant changes to wastewater treatment systems in the PAG region. Coordination with Statewide Water Quality Management Working Group, local designated management agencies, ADEQ, and Watershed Planning Subcommittee as needed. Develop billings and required quarterly reports for the ADEQ grant. Goal 2: Conduct Section 208 non point source water quality planning. Strategy: Coordinate information sharing. Convene the Stormwater Management Working Group. Conduct regional stormwater pollution prevention and education program emphasizing green infrastructure and transportation relationships. Share construction industry resources in coordination with jurisdictional partners to aid efficiency of regulatory navigation Track outreach efforts and produce an annual program summary report. Goal 3: Develop policies for sustainable watershed livability and regional water resource reliability Strategy: Conduct a cross-jurisdictional, multi-disciplinary watershed planning program. Convene Watershed Planning Subcommittee or similar group to recommend resolutions, as needed, and to engage stakeholders in the Santa Cruz River Basin Study. Recommend regional strategies for resiliency in vulnerable areas such as incorporating riparian management goals into water budgets and outreach to well owners, by coordinating with stakeholders, experts & decision makers for mutually beneficial solutions. Conduct riparian health assessment using Cienega Creek as a regional proxy in drought impact reports& planning to support informed river management decisions.

52 Strategy: Partner on efforts to enhance the human environment and promote climate resiliency. Initiate a regional Green Infrastructure/Low Impact Development Plan, in coordination with transportation planning, for mitigation of stormwater quality impacts of surface transportation and weather resilience. Coordinate Low Impact Development Working Group and partners to support Green Infrastructure prioritization assessments and to promote low impact development in land development, transportation and water resource planning. Assist with grants and community partnerships; advise developmental conservation incentive programs, and explore case studies for financing programs for green stormwater infrastructure, as appropriate. Pursue funding options and collaborations to advance integration of health, inability & mobility with environmental quality.

53 93 Regional Traffic and Congestion Information System (Transview) Purpose: In partnership with the PAG member agencies and working with Public Information Officers, LEO/EMS and DOT representatives from all PAG jurisdictions, ADOT, and the University of Arizona, coordinate the acquisition of regional transportation and travel-related data. Utilize public-private partnerships to enhance and expand capabilities. Maintain data consistency and quality, and distribute real time and archive information to emergency responders, traffic engineers/operators, media re broadcasters and the general public, including the state 511 system. Deliverables: TransView.org website Traffic Incident Reporting System [TIRS] Real time Online GIS System Based Interactive Maps Development and management of the PAG Regional Transportation Data Archive System Support and assist the PAG Regional Traffic Operations Center concept (ADOT STOC), including FHWA coordination and the FAST Act Performance Based Planning efforts Ongoing Ongoing Ongoing Ongoing Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Total Cost Regional Traffic and Congestion Information System contract $100,000 services Communications Equipment and associated software $30,000 Goal 1: Provide a resource where travelers can acquire real time travel information. Strategy: Maintain TransView.org website and related applications, including live streaming traffic video, alerts and news updates, real time traffic incidents and photo enforcement information and locations, construction and special events info. Provide a single point of contact ( for

54 official traveler information for the PAG region. Reduce regional congestion and traveler delay by improving the quality, quantity, accessibility and use of multi modal traveler information in the region, including real time streaming video and GIS enabled reporting delivered over a wide range of formats. Real time Online GIS System Based Interactive Maps with selectable layers that could include: o Traffic Incidents: Tucson Police Department, Pima County Sheriff's Department, ADOT H.C.R.S./511, AZ DPS, other PD/Fire Dispatch feeds o Real time Photo Enforcement Information and Locations o Road Condition info: Road Closures (e.g. Operation Splash, Mt Lemmon), Traffic Barricades o Traffic Cameras, real time streaming for I 10/I 19 and major arterials o Real time Bus Locations (and projected arrival times ( next bus information) as a tool for each bus stop) o Road Construction projects and details o Bike Routes o Parking information & locations Continue development of the Regional Traffic and Congestion Public Information System to include real time maps, traffic speeds and streaming traffic video. Continue inter agency cooperation, application implementation and R&D with PAG Member Jurisdictions, the University of Arizona, ADOT and FHWA. Continue to educate the regional traveling community to improve traveler habits and increase public appreciation of the benefits of Intelligent Transportation Systems (ITS) thereby improving public safety and reducing load on LEO/EMS). Provide Incident/Disaster Management assistance. Promote multi modal trip planning assistance. Develop live, on line parking info in cooperation with Park Tucson and the University of Arizona. Update system computing and data storage resources to maintain provided services. Investigate application of mobile device friendly applications and data feeds in cooperation with University of Arizona and other regional stakeholders. Display Regional Construction Information (in cooperation with

55 regional PIOs to establish a consistent format for the public). Special Event Notifications (in cooperation with regional PIOs for events throughout the region). Display of Dynamic Message Sign Alerts on TransView.org as possible through partnership with owning jurisdictions (includes both Freeway and Arterial DMS throughout the region). Provide Volume/Travel Time Info (enhanced travel information and traffic management ability throughout the region, as this data becomes available). Strategy: Develop and manage PAG Regional Transportation Data Archive System. Develop and manage PAG Regional Transportation Data Archive System. Strategy: Maintain Traffic Incident Reporting System [TIRS]. Maintain Traffic Incident Reporting System [TIRS] which supports the AZ511 Travel Information System) and XML format traveler information sharing with the ADOT/AZTech RADS. Expand TIRS to include incident data from other first responder agencies.

56 Regional Partnerships and Services Program Director: Jim DeGrood, Mary Carter 32 Clean Cities Program 35 Regional Partnerships 38 RideShare Services and Travel Demand Management 46 RTA Support 47 Mainstreet Business Outreach Program and RTA project Implementation Pass-Through Partnerships Regional programs for which funding is passed through from PAG to another partner or agency for implementation Program Director: John Liosatos 92 Regional Pavement Management and Systems Data 95 Transportation Art by Youth Program 96 Multi-modal Transportation Safety Initiatives Regional Partnerships and Services

57 32 Clean Cities Program Purpose: Work directly with local businesses and government agencies, as members of the Tucson Regional Clean Cities Coalition, pursuant to the coalition s designation by the U.S. Department of Energy, to improve air quality, promote transportation system sustainability and enhance economic vitality by maintaining a viable clean fuel/fleet market in the PAG Region. Increase the use of clean fuels, clean fuel vehicles and the availability of clean fuels stations to build a diverse portfolio of fuel options. Deliverables: Annual Report to the Department of Energy detailing alternative fuel March 2018 vehicles and fuel use as well as providers in the Clean Cities region Quarterly alternative fuels pricing report Ongoing Annual Operating Plan Nov Alternative Fuels Data Center Station Openings/Closings updates Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Outreach and education No one vendor over $5,000 Goal 1: Administer the Tucson Clean Cities Coalition DOE Clean Cities Program, including needed outreach and education in support of expanding alternative fuels in the region. Strategy: Fulfill requirements of the program per US DOE designation and contract. Plan and execute the required number of stakeholder meetings, events, conferences and trainings outlined in the Clean Cities contract with DOE. Complete and update required reports and submit results to DOE. Fleet outreach and facilitation for establishment of alternative fuel stations. Growth of the Coalition membership. Conduct outreach and education in the region with relevant stakeholders

58 Goal 2: Seek outside funding in partnership with other entities in support of the implementation of alternative fuels within the region and, pursuant to grants received, administer funding in cooperation with identified partners as a part of the Clean Cities program. Strategy: Administer and meet all requirements associated with partnership funding grants as part of the Clean Cities Program. Administer and meet all requirements of the National Parks Initiative grant award through the Clean Cities program. Administer and meet all requirements of the Alternative Fuel and Advanced Vehicle Procurement Aggregating Initiatives grant in coordination with the National Association of Regional Councils (NARC). Goal 3: Enhance and maintain funding for Clean Cities Program activities, strengthen tie to PAG mission and link services performed to available resources. Strategy: Evaluate program activities and potential for restructure, reflecting changes as appropriate in renewal of DOE contract. Conduct an annual survey of members and stakeholders regarding alternate fuels and program benefits and potential needs in the region. Document activities and processes within the Clean Cities program. Initiate assessment of work to be provided under DOE contract renewal, including reassessment of deliverables.

59 35 Regional Partnerships Purpose: Facilitate partnering for regional activities in alignment with PAG s mission through coordination and collaboration on projects or initiatives that improve the quality of life and economic well being of area residents. Assist partners that are pursuing goals in alliance with PAG goals by providing leadership, organizational structure, and financial administrative assistance. Deliverables: Financial reports Outreach materials Organization documents such as bylaws, outreach plans, and fundraising plans Specific dashboard reports for grants and partnerships Agency documents, bylaws, partnership policy, engagement plans and outreach work plans. As needed Ongoing Ongoing Ongoing Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Approved community projects Estimated Cost Non-MPO Pass-Thru TBD per application/approval Goal 1: Assist partners that are pursuing goals in alliance with PAG goals Strategy: Under partnership agreements, provide support for Center for Pima Basin Sustainability and Regional Partnering Center Provide program support and administrative guidance for Partnerships in coordination with organizational bylaws. Provide financial administration for doing business as accounts for each group in return for financial administration fee as established through a Memorandum of Understanding. Strategy: Execute agreements to provide program support services for specific entities or activities affiliated with the regional partnerships.

60 Dispose A Med: A multi jurisdictional group that provides education about safe and environmentally sensitive disposal of unused medications. Conserve 2 Enhance: A well established group consisting of jurisdictional, University, non profit and private sector participants, that encourages citizens to conserve water and to use funds saved through water conservation to implement watershed restoration projects. Southern Arizona Regional Solar Partnership: A multi jurisdictional and private sector group that works to connect solar practitioners and to promote solar energy education and outreach throughout the region. Tucson Regional Clean Cities Coalition: A jurisdictional, schools, and private sector organization that works to expand the use of alternative fuel vehicles and to build the local fuel supplies and refueling infrastructure that supports these vehicles.

61 38 RideShare Program and Travel Demand Management Purpose: Reduce traffic congestion, improve mobility and enhance air quality by promoting car pooling and other alternate modes of travel. Assist area commuters in finding convenient, affordable and accessible transportation options for their commute. Assist schools and employers in Pima County to help resolve the transportation challenges facing their students and employees that impact the their mobility and productivity. Implement the Travel Reduction Ordinances (TRO) established within each jurisdiction for major worksites. Provide alternate mode information, tools, techniques and analyses for employers to achieve TRO goals. Conduct marketing and outreach strategies to increase awareness of commuter services and use of alternative transportation. Improve commute characteristics to reduce congestion and improve air quality through a traffic signal optimization program. The Travel Reduction Program has connections with over 219 employers representing over 135,000 employees who live and work in Pima County. Creation of a new Travel Reduction Commuter Services Center will focus on supporting employers in strategic decision making when conducting site selection, recruiting and retaining top talent, and expanding within the region. Development of the Travel Reduction Commuter Services Center will be initiated as a pilot project in conjunction with the University of Arizona Beyond Traffic Innovation Center. An employer assessment tool; utilizing modeling strategies and GIS mapping methods can be created for specific employment centers across the region in the various jurisdictions. An asset inventory within the employment center, traffic patterns, employee commute times, transportation resources, construction projects and logistical limitations can be assembled into a traffic contour to illustrate location challenges, commuter pain points and opportunities employers have to subsidize transportation services for members of their workforce. Deliverables: Interactive web based RidePro carpool, vanpool, bike and transit matching system Vanpool program Guaranteed Ride Home Program Sun Rideshare infomercial/marketing efforts and materials Commuter Traffic Signal Optimization Program Sun Rideshare Commuter Program Quarterly newsletter, Sun Rideshare News TRP database of employer sites, contact information and number of employees for each year Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing

62 Database of TRP events for annual reports Internet based Activity Inventory Report Summary report of TDM activities reported by major employers Monthly and annual reports as specified in scope of work in ADEQ grant Internet based employee survey on commuter behavior/alternative mode usage Summary report of employee survey results for TRP employers Webinar, one-on-one, and classroom training sessions for TRP and Rideshare employers Quarterly Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Vanpool vehicle decaling $10,000 Vanpool Program $100,000 NTD Reporting $6,000 Commuter Traffic Signal Optimization Program consultants $100,000 TRP training, recognition program materials and publications $12,000 Promotional and outreach materials for partnerships $15,000 TRP outreach campaign $30,000 RidePro maintenance, support, enhancements LAN and website $30,000 School pool implementation and software $30,000 Travel Reduction Commuter Services Center(s) study and $300,000 implementation Goal 1 Increase awareness of Sun Rideshare services and increase the number of Sun Rideshare registrants. Strategy: Conduct a marketing campaign in Pima County that reaches Sun Rideshare s target audience. Promote Sun Rideshare through media outlets like radio, newspaper and digital media. Provide marketing collateral for outreach events and distribution at libraries, job centers, employers, and government centers. Install Sun Rideshare decals on commuter vans.

63 Participate in community activities and events. Provide user friendly website with program information. Conduct special regional promotions, such as Car Free Day. Rideshare week and Bike to Work Day. Distribute quarterly newsletter with program updates and information. Incorporate free media into marketing plan, such as news stories and social media. Offer privately sponsored incentives to increase registrations and alternative mode usage. Establish partnerships to provide incentives and share Sun Rideshare messaging. Goal 2: Remove some of the common obstacles to using alternative transportation. Strategy: Provide such programs as Guaranteed Ride Home, carpool matching, vanpool subsidies and a user friendly web site and online registration system. Allow for easy registration for Guaranteed Ride Home on the Sun Rideshare interactive website. Allow for easy access to Guaranteed Ride Home vouchers on the Sun Rideshare interactive website. Reduce the monthly cost of vanpooling by providing vanpool subsidies. Provide an interactive website for smart phones and tablets that allows people to find potential carpool partners. Provide a hotline for telephone inquiries. Provide a video tutorial to explain Sun Rideshare services and online registration. Provide transit trip planning on interactive web site. Goal 3: Reduce congestion and travel delay for commuter travel by optimizing traffic signalization on a regional basis. Strategy: Conduct region wide traffic signal optimization program. Coordinate Regional Signal Timing and Operations Program (RSTOP) to allow signal performance evaluation, refinements

64 and necessary equipment upgrades. Maintain and update regional traffic signal model. Provide training on traffic signal model to jurisdictional representatives. Perform traffic signal time plan evaluations and retiming throughout region. Use current turning movement counts from PAG Modeling Group as input into regional traffic signal model. Examine new central traffic signal system for valuable data opportunities related to performance management program and improved planning. Facilitate jurisdictional involvement in and oversight of Regional Transportation Data Network being administered on behalf of the region by City of Tucson. Implement and evaluate Transync optimization and data management tool for traffic signal systems in close coordination with UA and University of Nevada Reno. Goal 4 Enhance engagement with Transportation Coordinators at TRP companies. Strategy: Meet with Transportation Coordinators regularly and provide training opportunities throughout the year. Contact new TCs as soon as they are appointed to schedule one on one training session. Meet with established TCs at least once a year. Provide at least two classroom training sessions for TCs each year. Contact employers that may be expanding to address any transportation or parking issues. Conduct training or informational forums on current transportation or air quality topics as needed. Participate in employer events, such as health fairs, rideshare sign ups, benefit fairs, etc. Ongoing recruitment of employers to join TRP. Work with wellness coordinators, where appropriate, to enhance the work place travel reduction program. Maintain an accurate database of TRP employer contact information. Goal 5 Increase alternative mode usage at TRP participant work sites by 2 percent.

65 Strategy: Assist TRP employers in promoting alternative modes of transportation at the work place. Provide an infomercial that can be used for training, new hire orientation, and staff meetings. Conduct rideshare sign up events to promote vanpooling and carpooling. Promote Bike to Work activities to increase bike commuting. Promote Sun Rideshare, Vanpool, Guaranteed Ride Home and other TRP related activities with employers. Assist employers in establishing subsidy programs or pre tax payment for transit and vanpooling. Review employer annual plans and offer guidance where plans have inadequate policy components. Continue TRP Employer Recognition Program. Conduct Learn to Ride workshops, bike safety classes and other opportunities for commuters to learn about alternate transportation. Goal 6: Meet the requirements and goals of the ADEQ Scope of Work Strategy: Implement TRP as specified in the Travel Reduction Ordinances for each jurisdiction. Implement an annual employee survey. Implement an annual employer plan, also known as the Activity Inventory Report. Provide materials for TCs to distribute to employees and display at work place. Refer noncompliant companies to local jurisdiction for enforcement action, when needed. Submit annual report to ADEQ with quantified emission benefits of TRP. Submit monthly reports and monthly invoices for reimbursement. Conduct quarterly TRP Task Force meetings to review compliance issues. Submit to ADEQ annual plan by April 1. Implement recommendations from 6 Sigma Pilot Study.

66 Goal 7: Maintain and increase the federal funding allocation to the region for multi modal transportation projects. Strategy: Monitor submittal of annual NTD reports to the FTA. Review monthly vanpool logs submitted by primary drivers. Prepare PAG financial data as needed for NTD submission. Goal 8: Assist area parents in finding carpool options for transporting their children to school. Strategy: Develop school pool interactive carpool matching system. Select schools for pilot study. Select software for interactive carpool matching system. Work with school administration to promote school pool program. Recruit parents to register in the matching system. Provide parents with carpool match lists. Goal 9: Establish a Travel Reduction Commuter Services Center for the employers within the region. Strategy: Environmental scan. Conduct transportation and services asset inventory of the region sorted by employment center. Collect input from major employers to assess appetite and value proposition of the Beyond Traffic Assessment Tool. Request input on high level components of the assessment tool to enable efficiency in the design of the resource. Strategy: Design the tool. Design Beyond Traffic Employer Assessment BTEA for TRP

67 companies within major employment centers which illustrates the layered map of transportation resources, public transit routes, general traffic patterns, commuter patterns, construction projects, and relevant services which enable and enhance citizen mobility. Collaborate with UA to conduct defined elements of the modeling analysis and incorporate the data collected via the annual employer survey. Create opportunities for public comments on elements of the assessment tool. Input may be collected by survey, or face to face interactions. Strategy: Beta test/ prototype. Select sample of TRP employers to test the assessment tool. Test implementation of the tool across various industries to determine patterns of results, value add results and implications. Record results of test and develop FAQs and process for employers to request and implement the findings of an Beyond Traffic Employer Assessment. Strategy: Communication. Create Beyond Traffic Employer Assessment campaign collateral, messaging and a pitch to explain the BTEA tool, elements, use and value proposition. Communicate to Travel Reduction Program organization executive leaders that the tool is complete via written communication, Board presentations and executive forums and LinkedIn.. Communicate value and application of the BTEA tool to TRP Human Resource professionals.

68 46 RTA Support Purpose: Provide direction, coordination and support for implementation of RTA projects and programs to help ensure delivery of required elements pursuant to identified costs and timelines. Deliverables: Transportation improvements throughout the region pursuant to the Ongoing voter approved plan IGAs for project funding As needed RTA Annual Report and other reports as needed Dec 2017 Periodic updates to the RTA brochure May 2018 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Consultant or other services as directed Senior Transportation Navigator Assistance Estimated Cost RTA Funded RTA Funded Goal 1 Provide staff and administrative support for implementation of RTA projects and programs. Strategy: Identify and engage businesses impacted by transportation project development before and throughout project development. Provide support to the RTA Board, Citizens Accountability for Regional Transportation (CART) Committee (and its subcommittees), the Technical/Management Committee (TMC), Transportation Planning Committee, and the Safety, Transit, Bicycle/Pedestrian, and Wildlife Linkages Working Groups. Monitor performance by Lead Agencies in the delivery of RTA projects. o Financial performance will be monitored to ensure budget adherence. o Scopes of the projects will be monitored to ensure that the functionality is maintained.

69 Prepare the RTA Annual Report, in accordance with statute, with the support of the Citizens Accountability for Regional Transportation (CART) committee. Conduct annual audit and prepare audit report for public release. Provide ongoing public outreach on the performance of the RTA plan. Interact with the construction industry to eliminate barriers to performance and improve the end product delivered to the public. Forecast and manage cash flow for the RTA. Evaluate requests for RTA transit service expansion. Perform Express Service performance evaluation of existing RTA funded services; develop express service standards and identify service modifications. Perform training and outreach with Pima Council on Aging (PCOA) for senior transportation navigators. Consult and coordinate with the City of Tucson on transit services funded by the RTA within the corporate limits of the City of Tucson. Oversee any consultant contracts on/or for the RTA as directed. Forecast future project funding needs and implement RTA bond program to ensure timely project funding. Prepare annual budget for adoption by the RTA Board. Assist in the development and implementation of policies by the RTA Board that direct work elements to be completed. Monitor actual revenue collections and estimate future revenue collections. Prepare for consideration of a possible extension of the RTA Plan and taxing authority. Provide financial management and oversight of RTA collections, disbursements, investments and indebtedness. Process RTA payments for approved projects. Monitor project delivery and report progress on projects promised to the voters in 2006 ballot materials.

70 47 MainStreet Business Outreach and RTA Project Implementation Purpose: Provide assistance to small businesses in an attempt to minimize the impact on businesses located in roadway construction areas, particularly along major RTA project corridors, and in other areas, through contract agreements. Deliverables: Business planning for small businesses Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Consultant or other services as directed Estimated Cost RTA funded Goal 1 Assist businesses impacted by development of RTA plan projects. Strategy: Identify and engage businesses impacted by transportation project development before and throughout project development. Provide construction project information and communication outreach to area businesses before and during construction. Provide a Point of Contact (ombudsman) for business issues related to a roadway construction project. Provide business consulting services to identify opportunities to strengthen small businesses and help mitigate potential losses. Actively participate in the planning, design and construction phases of a transportation project to be in a position to better inform and assist potentially impacted businesses. Assist local jurisdictions in making revisions to land use and permit policies to reduce their negative impact on businesses affected by transportation project construction.

71 Goal 2 Implement projects for which the RTA has been designed as lead agency and/ or assigned by agreement to provide specific services. Strategy: Provide project planning, design and project oversight on projects with no identified RTA jurisdiction for lead agency. Manage the delivery of transit services in the areas outside of the corporate limits of the City of Tucson. Provide project management and contractual support for RTA bus pullout program. Provide project management and contract administration on the SR-77 Wildlife linkages project for fencing outside of ADOT right-of-way. Strategy: Control costs and maximize resources available for project implementation. Perform Value Analysis studies for all projects having a project cost over $10,000,000

72 92 Regional Pavement Management and Systems Data Purpose: Provide pass through funding to the City of Tucson for operation and data collection of a regional pavement management program, including required federal Highway Performance Monitoring System (HPMS) data and reporting. Deliverables: ARAN 9000 data collection Ongoing IRI data reported to FHWA Spring 2018 Annual HMPS data report via ADOT website. June 2018 Cyclical collection of PA²S²ER ratings of regional jurisdictions local Ongoing streets. Personnel training in ARAN operation and PA²S²ER rating system. Ongoing Updated pavement condition maps. Ongoing Capital/Equipment and Outside Services Breakdown: Item Estimated Cost Labor $281,213 Travel $5,000 Training $3,000 Miscellaneous Professional Services $9,000 Non-Office Supplies $587 Computer Equipment <$5,000 $10,000 Computer Equipment >$5,000 $25,000 Computer Software Maintenance $115,300 Goal 1: Ongoing implementation of a Regional Pavement Management Program Strategy: Using the region s ARAN van, coordinate and support the collection of pavement management data on an ongoing basis to meet PAG member jurisdiction needs across the region. Conduct Regional Task Force stakeholder meeting as needed.

73 Continue development and facilitation of data, reports and training Regional stakeholders PMS programs. Identify and adjust methodologies for ARAN 9000 data collection and usage to meet the needs of the regional jurisdictions. Continue cyclical collection of roadway surface conditions for Regional stakeholders local streets. Continue MMP work reporting to document ARAN driving and data processing and track functional PMS activities. Make current pavement management data and services available throughout the region on a regular schedule. Evaluate ARAN sensor data to create a regional method for the calculation of an overall condition index for pavement sections. Strategy: Maintain ARAN van technologies and operating condition. Perform annual ARAN preventive maintenance and calibration on ARAN Continue daily and weekly collection of control sites to verify calibrations. Goal 2 Develop and make available accurate data for the Highway Performance Monitoring System (HPMS), IRI and other Regional Pavement Data Complete collection and HPMS reporting of Federal Aid Roadways and National Highway Systems data. Goal 3: Transportation System Preservation and Asset Management Strategy: Regional Pavement Management Program operated through cooperative agreement with the City of Tucson Evaluate trends in regional pavement deterioration and design

74 considerations. Complete and report road conditions data for Federal Aid Roadways to safety HPMS reporting, requirements and other regional uses. Continue cyclical collection of PA²S²ER ratings for Regional stakeholders local streets. Continue training program for ARAN operation and PA²S²ER rating for interested jurisdictions. Update regional pavement condition maps. Assist TDOT s Pavement Management team with maximizing the utility of the data collected Processing, analysis recommendations / best practices Reporting mechanisms Assist local jurisdiction in cost effective M&O of certain transportation related infrastructure as deemed viable and beneficial Pavement (with TDOT assistance) Bridge (with PCDOT assistance) Signs and Striping (with PCDOT assistance through regional HSIP funded project) Sidewalk/accessibility Other categories upon request by local asset managers

75 95 Transportation Art by Youth Program Purpose: Enhance the transportation experience, improve quality of life within the community and strengthen community identity, while also providing education and opportunity for local youth, and in many cases, at risk youth. Provide contract administration or pass through funding to local agencies for implementation of Transportation Art by Youth projects consistent with policies for eligible projects. Deliverables Development of approved projects Dec 2017 Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Transportation Art by Youth contracts/administration. $150,000 Goal 1: Manage the Transportation Art by Youth Program Strategy: Maintain and implement procedures and policies that facilitate Transportation Art by Youth project implementation. Monitor all Transportation Art by Youth contracts. Issue call for TABY projects for Summer Review eligibility and obtain needed approvals. Issue notice to proceed to approved projects. Monitor project development and process reimbursements as needed. Evaluate program for continuation or policy changes.

76 96 Multi-Modal Transportation and Safety Initiatives Purpose: Create partnerships and assist in regional public education and outreach efforts to foster the development of multi modal transportation and transportation safety projects in order to add to the regional traveling community s mobility, safety, access to transportation choices, and quality of life. Support regional efforts that enhance the area s recognition as a safe and multi modal community. Reduce costs through shared resources and less duplication of effort.. Deliverables Partnerships with member jurisdictions Bicycle and Pedestrian Safety Diversion Program Ongoing Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Outreach, education and safety materials $25,000 High Capacity Transit/Express service Studies and Analysis $1,100,000 Regional Safety Program, Materials and Outreach $50,000 Diversion Program (contracting partner fee funded) $10,000 Transit-related Survey services $250,000 Regional Transit Analyses $273,000 Goal 1 Enhance multi modal projects and programs in alignment with regional goals through clear messaging, shared resources and reduced duplication of effort. Strategy: Working with member jurisdictions, identify and create partnerships for a variety of multi modal transportation and safety initiatives. Support messaging, planning, coordination and implementation of regional multi modal programs. Use media to promote and educate the community on bicycle and pedestrian use and safety. Identify multi modal improvements that could achieve results and be accomplished with available resources.

77 Strategy: Regional Alternate Modes Program including materials and outreach support for agency programs Update regional bicycle maps Update regional bicycle maps as needed Enhance electronic access to the map via the internet and mobile app Distribute maps and promote electronic application through various PAG outreach events Purchase and distribute bicycle helmets at regional outreach events. Purchase and distribute bicycle/pedestrian lights at regional outreach events. Support and coordinate with member jurisdictions on bicycle and pedestrian outreach activities to provide regional public education to raise awareness and improve safety. Goal 2 Bring together regional partners in a cooperative and cost sharing effort to reduce the number of bicycle and pedestrian crashes and citations through education and outreach activities.. Strategy: Working with member jurisdictions, create and support a Bicycle and Pedestrian Diversion Program to educate cyclists and pedestrians who receive citations for breaking the law. Work with courts and law enforcement to ensure course maintains compatibility with state and local laws and acquire buy-in from courts. Contract services for program administration and compliance with court requirements. Monitor number of participants per month and calculate cost per participant. Goal 3 Provide assistance and resource support for regional alternate mode planning and safety programs.. Strategy: Monitor regional alternate mode assistance program to maximize the benefit realized by the region through the distribution of alternative mode and safety materials such as, but not limited to, those below.

78 Safety education materials. Safe-Routes-To-School coordination. Bicycle lights and helmets.

79 Administration Administration Program Directors: Cindy Navarro, Rob Samuelsen, Sheila Storm, Dave Atler 00 - Administration 04 Human Resources 05 Finance and Accounting 06 Technology Systems 07 Communications 08 Graphic Support

80 00 Administration Purpose: Provide fair, accurate and efficient administration of personnel, financial and communication matters. Maintain complete and accurate information, and facilitate compliance with applicable laws, regulations, and administrative requirements. Deliverables: Human Resources Updated Employee Handbooks Updated Policies and Procedures Staff Training Employee Benefit Programs Agency Pandemic Plan update Finance Annual Audit Report Internal Operating Budget Payroll and Vendor Checks Federal 990 Report Monthly Billings and Reimbursements Communications PAG Annual Report RTA Annual Report Quarterly Newsletters Marketing Communications Plan Public Involvement Plan PAG Website Content As needed As needed Ongoing Ongoing As needed Ongoing Ongoing Ongoing Annual Ongoing Annual Annual Quarterly As needed As needed Ongoing Capital/Equipment and Outside Services over $5,000 including Pass Through Funding: Item Estimated Cost Legislative Services $33,000 Financial Audit $17,500 Legal Services $48,000 Grant Program Services $24,000 Interns $25,000 Financial Software $6,500 Technology Software $15,000

81 Furniture $10,000 Server $6,000 PC Replacements $30,000 Project Management Software/Licenses $13,200 Website Consulting $30,000 Regional Public Involvement $50,000 Calendar/ /office software agency wide $15,000 Document Management Software $10,000

82 04 Human Resources Purpose: Provide agency wide human resource services. Goal 1: 2018 PAG Personnel Handbook Strategy: Review and revise the PAG Personnel Handbook as needed Goal 2: Employee Performance Evaluations (EPE) Strategy: Complete annual performance evaluations for all staff by October 1, and Division Directors by January 1 of each year. Goal 3: PAG Health Insurance and Benefits for each Fiscal Year Strategy: Engage insurance broker to obtain bids in early April for receipt of quotes by end of April for any needed Regional Council action in May of each year. Goal 4: Employee Development, Training and Cross Training Strategy: Create and implement training development for all staff, including annual training in sexual harassment, bullying and office safety. Goal 5: Employee Events Strategy: Identify and implement two or more participatory PAG staff events every year.

83 05 Finance and Accounting Purpose: Provide agency wide financial and accounting services. Goal 1: Successfully complete financial audits with external auditors Strategy: Implement policies and procedures that meet compliance and control standards Successfully close each fiscal month with accurate results and strong documentation. Reconcile the various bank accounts each month. Record and track all financial transactions including accounts payable, accounts receivable, billings, payroll, cash management, and general ledger. Successfully submit all reports, tax forms, regulatory filings, etc. to regulatory bodies, agencies, municipalities, and/or organizations as required by agreement or law. Goal 2: Comply with all procurements. Strategy: Provide the systems, processes, and controls that meet internal and external requirements. Maintain all contracts for PAG/RTA so they are compliant with law, policy, and external sources. Execute each informal and formal procurement in accordance with policy. Manage the Purchase Requisition process. Goal 3: Develop financial reports to facilitate delivery. Strategy: Provide monthly financial reports to Directors and Managers Monthly financial program reports.

84 06 Technology Systems Purpose: Provide agency wide computer, network, phone and audio visual support services. Meet the hardware and software requirements of a wide area network for regional planning operations. Goal 1: Maintain PAG s servers, phone and network operations. Monitor PAG s servers, phone and network equipment to ensure they are maintained and functioning properly. Goal 2: Ensure that PAG s staff has reliable and up to date computer hardware and software. Maintain a 5 year computer replacement plan for employee workstations and servers. This plan helps ensure that PAG maintains pace with current technology and hardware is replaced before a catastrophic failure occurs. Goal 3: Maintain and update PAG and RTA websites Coordinate with PAG s communication department updating information on PAG and RTA related websites. Website security maintenance. Goal 4: Assist with any electronic presentations and recording of PAG and RTA related meetings for the compilation of accurate and timely meeting minutes. Provide assistance in utilizing computers, digital recordings, or PAG s phone system to record meetings as needed.

85 07 Communications Purpose: Provide agency wide communications support. Goal 1: PAG is seen as an effective regional organization that supports mobility, sustainability and livability. Strategy: Communicate PAG activities through various communication channels. Write and publish PAG s Annual Report. Develop annual theme. Work with graphic design for annual design concept. Solicit content ideas from directors/managers/program leads to assemble into a digital PAG Annual Report. Print copies as needed for marketing purposes. As programs generate new activities, plans or reports, promote the information through news releases to the media and to PAG contacts. Potential subjects: PAG Officers; RTA Officers; TIP Open Houses; RMAP Open House/Events; Ahrens Award; Swanson Award; Clean Air News; Clean Water/Stormwater News; Water Trends, Pedestrian Safety; Safety Initiatives; Demographic Trends; Regional Assembly; RTA Project info; New management hires; Final Plans/Resolutions approved by Regional Council, etc. Prepare and publish PAG Regional Objective Newsletter quarterly. New content may include recent Regional Council actions, more trend articles. Prepare, review and coordinate PAG program and RTA notifications, including electronic newsletters, announcements, or other news for consistent messaging and branding. Build PAG/RTA brand through active content management of PAG/RTA websites, including regular content and imagery updates through photography or graphic design and postings of updated PAG program news, activities and events. Build PAG/RTA brand through active development of Social Media content schedule and promotion of current program events, activities and announcements. Serve as content portal for management of all PAG Social Media content, images and video postings. Identify opportunities to expand Social Media presence through LinkedIn and Twitter. Coordinate announcement distributions as needed through marketing software to support PAG events. (To promote such events as Regional Assembly, program

86 activities, surveys, etc.) Coordinate speaker requests and identify speaking opportunities for program staff; provide talking points as needed; review presentations for content, quality control and brand consistency as needed. Provide PR Counsel and support to Executive Director and Management as needed. This includes review of documents, policies and speeches and also to strategize opportunities for improved communications with stakeholders to achieve PAG s mission. Coordinate media relations/media interviews/news release distribution for PAG/RTA. Solcit nominations for Annual Awards (Swanson Regional Leadership/Ahrens Partnering) Strategy: Edit, Monitor, Coordinate message development of an update all PAG/RTA materials and communications as needed Update PAG Employee Communication Plan as needed. Update PAG Social Media Plan as needed. Update FY Integrated Marketing Communication Plan. Review PAG Public Involvement Policy with program leads as needed and identify ways to improve public participation opportunities. Update Public Involvement Policy, Committee Fact Sheets and Manual, and PAG Overview Binder. Review, update and/or edit all PAG documents (agendas, minutes, reports, plans, new policies, presentations, speeches, committee fact sheets, surveys) prepared for external audiences to review messaging and for quality control. Prepare monthly reports of PAG activities for Regional Council. Strategy: Coordinate PAG public relations, marketing and advertising budget and campaigns Coordinate and manage marketing and advertising services to support all PAG programs as needed. Review and update media and general contacts in the PAG Contact Database. Meet annually with media representatives (advertising/editorial) to build/sustain media relations.

87 Goal 2: RTA is seen as an organization that delivers on its promises and provides safe, accessible, multi modal choices. Strategy: Communicate RTA activities through various communication channels. Collect annual report content from directors/managers/program leads to assemble into RTA Annual Report and ad. Update RTA Our Mobility brochure. (Annually) Place RTA Advertising as needed (newspaper, radio, online). Conduct RTA outreach to RTA stakeholders and community (Speakers bureau, support outreach and RTA project events/celebrations). Update RTA Marketing Communication Plan. Conduct PIO meetings as needed.

88 08 Graphic Support Purpose: Provide high quality graphic support for PAG planning programs to communicate information and enhance member agency and public use and understanding. Provide high quality outreach materials and support for regional events conducted in conjunction with PAG planning programs. Goal 1: Aid with consistency in the communication of PAG/RTA to member jurisdictions, the public and media and to ensure that proper branding strategies are implemented for outreach materials. Design PAG Annual Report for broad distribution, including jurisdictions, the public and media. Report includes FY financial statement. Design RTA Annual Report and special RTA reports. Prepare quarterly online newsletters (for PAG and two programs) for broad distribution, including jurisdictions, program members, the public and media. Newsletters include PAG news, jurisdictional news and other relevant regional information. Provide graphic design elements and layout for PAG/RTA websites. Create and design a consistent look and feel for all PAG products. Provide event planning support for public outreach events as needed, including RMAP and TIP related events, etc. This includes arranging for event location, refreshments and meeting materials, and placing legal ads. Provide design updates to relevant RTA materials, including RTA brochure. Aid in the design of various outreach materials for RTA led projects and programs. Design advertising and marketing materials as needed for all PAG programs. Produce all graphic design work for all PAG/RTA products. Produce print jobs for all PAG/RTA projects. Provide photography for PAG/RTA products, website, and social media platforms. Research and obtain new digital photography for display in PAG lobby monitor. Manage stock photo account for use in PAG/RTA collateral.

89 Appendices Appendices Appendix A: Appendix B: Appendix C: Appendix D: PAG Functional Organizational Chart Federal Planning Emphasis Areas FY Accomplishments and Highlights Revenue and Expenditure Tables

90 Appendix A PAG Functional Organization Chart