Charlottesville-Albemarle Metropolitan Planning Organization

Transcription

1 Charlottesville-Albemarle Metropolitan Planning Organization POB 1505, 401 E. Water St, Charlottesville, VA (434) phone (434) fax AGENDA METROPOLITAN PLANNING ORGANIZATION POLICY BOARD 4:00 p.m., Wednesday, May 25, 2016 Water Street Center, 407 E. Water Street, Charlottesville, VA Item Time Description 4:00 Call to Order Matters from the Public: limit of 3 minutes per speaker 1 Public are welcome to provide comment on any transportation-related topic, including the items 4:00 listed on this agenda, and/or comment during items marked with an *. 2 4:15 Response to Matters from the Public 3 Review and Acceptance of the Agenda* 4 Approval of Meeting Minutes from March 23 rd, 2016 CA-MPO Strategic Plan* Based on feedback received at the MPO joint committee meeting held in February 2016, MPO 5 4:15 staff has drafted a CA-MPO Strategic Plan. This plan helps set the vision for the MPO and 4:25 provides strategies and actions for achieving that vision. The Policy Board will conduct their final review and consider the plan for adoption. Click here for the CA-MPO Strategic Plan :25-4:35 4:35 4:40 4:40-4:50 4:50-5:00 5:00 5:10 FY17 Unified Planning Work Program (UPWP)* - PUBLIC HEARING Staff prepared a final draft of the FY17 UPWP. The Work Program identifies all of the activities that the CA-MPO will undertake in the coming fiscal year. The Policy Board will hold its required public hearing and consider the progam for adoption. Click here for the FY17 UPWP Title VI Plan* - PUBLIC HEARING Staff prepared a final update of the Title VI Plan. The update includes recommendations from the VDOT and DRPT Title VI review, along with updated demographic data. The Policy Board will hold its required public hearing and consider adoption of the plan. Click here for the Title VI Plan TIP Amendments* - PUBLIC HEARING VDOT requested two amendments to the Transportation Improvement Program. These amendments invole the Safety/ITS/Operational Improvements grouping and the Route 29 Widening and Corridor Improvements. The changes are updates based on current estimates and actualy obligations. The Policy Board will hold its required public hearing and consider the requested amendments. Click here for the Amendment Description Click here for the TIP Tables Staff Update & Committee Reports MPO staff will provide a brief update on projects and activities throughout the MPO. The CTAC and MPO Tech representatives will provide a brief report on their committees and agenda items for future meetings. Transit Updates: CAT, JAUNT, UTS, RideShare

2 :10 5:20 5:20 5:30 Items Added to the Agenda * Other Business Additional Matters From the Public Members of the Public are welcome to provide comment on any public-interest, transportationrelated topic, including the items listed on this agenda. (limit of 2 minutes per speaker). Times are approximate * Requires a vote of the Board

3 Charlottesville-Albemarle Metropolitan Planning Organization POB 1505, 401 E. Water Street, Charlottesville, VA (434) phone (434) fax MPO Policy Board Minutes: March 23, 2016 Committee Voting Members Staff John Lynch, VDOT Culpeper District Chip Boyles, TJPDC Kathy Galvin, City of Charlottesville Wood Hudson, TJPDC Ann Mallek, Albemarle County (Chair) Nick Morrison, TJPDC Kristin Szakos, City of Charlottesville (Vice-Chair) Chuck Proctor, VDOT-Culpeper District Diantha McKeel (Albemarle County) Jay Lindsay, DRPT Non-Voting & Alternates Karen Davis, JAUNT John Jones, CAT Julia Monteith, UVA Office of the Architect Committees Luke Juday, Citizens Transp Advisory Committee Public None Call to Order: Chair Mallek called the meeting to order at 4:02pm. Matters from the Public: None Response to Matters from the Public: None Review and Acceptance of the Agenda: The Policy Board unanimously approved the agenda. Approval of Minutes: The Policy Board unanimously approved the minutes. Election of Officers: Kathy Galvin nominated Kristin Szakos as Chair. Ms. Mallek seconded. Ann Mallek nominated Diantha McKeel as Vice Chair. Ms. Szakos seconded. Both were elected unanimously. Ms. Szakos thanked Ms. Mallek for all her hard work as Chair of the Policy Board in the past. CTAC Appointment: Nancy Carpenter applied to be a member of the CTAC Committee. Kristin Szakos voiced her support for the appointment to the Board. Ms. Mallek moved that she be appointed and John Lynch seconded. The appointment was approved unanimously. Page 1 of 4

4 PUBLIC HEARING: TIP Annual Obligation Report Chuck Proctor gave an overview of the TIP and explained that there is a summary of the expenditures from last year and this is a reporting of the funds and transactions. Mr. Boyles explained the report as the accounting portion of what had been budgeted. Mr. Proctor concurred and also said that VDOT checks to be certain the TIP information is correct and then sends it back to the MPO. Comments from the Public: None Public hearing was closed. Ms. Mallek moved to approve the TIP Annual Obligation Report. Ms. Galvin seconded and the motion passed unanimously. Staff Update & Committee Reports: UPWP Mr. Boyles directed the Board members attention to the Unified Planning Work Program (UPWP). He asked that if the Board had any questions or comments to please direct them to the MPO Staff and they will incorporate them before it is brought back to the committee in May. It will be brought before the committee in May for adoption. Ms. Galvin asked how the UPWP relates to small area plans. Mr. Boyles said that as part of the modeling process for the entire MPO, Albemarle is looking at Rio Small Area Plan in a phased approach and will be paid for with MPO funds. The plan funding will come from different sources, not out of MPO annual operating funds. He went on to say that the County received funding to help with the Rio Small Area Plan through the Office of Intermodal Planning and Investment, aka the Urban Development Area (UDA) Program. Ms. Galvin asked about the funding for this and whether the City of Charlottesville could apply for planning grants to fund West Main Street, in particular. Mr. Boyles said his understanding was that the UDA grants were designed for rural areas to help determine what parts of the counties would qualify. Mr. Proctor said they were designed to help define where growth areas are. Ms. Galvin wanted to be certain not to miss out on funding opportunities. Mr. Boyles noted that it is not a cash grant. If granted, VDOT allows you to use one of the consultants on their approved list for no cost, so it still has a value, but it is not a cash award. Page 2 of 4

5 MPO Strategic Plan - SWOT Analysis The Joint Committee meeting minutes are not detailed, but they reference the SWOT analysis that occurred. Mr. Boyles asked that the Board members look at it and the Board will revisit in more detail during the May meeting. Title VI Nick Morrison noted that there was a Draft of the Title VI document in the agenda packet and online with updated demographics and a different format, making it easier to read and more visually pleasing. He solicited feedback from the Board to be incorporated into the final document. Mr. Boyles reminded the Board that the document had not been updated in quite a while, and the state wants these to be as up to date as possible. Ms. Galvin noted that there is a desire to enhance upward mobility of residents. She wondered whether the transportation infrastructure projects could be tied to jobs with local hiring and training. Ms. Szakos noted that it is difficult to determine what can be done with limited funds. Ms. Mallek wondered how far the County and City could take it within VDOT s parameters. Mr. Lynch said there are state and federal provisions for job development and disadvantaged business enterprise goals. Local, small, women and minority-owned businesses are encouraged to apply. He said he would follow up to determine what could be done. Mr. Boyles said that the MPO may be able to use the Project Development Advisory Program (PDAP) process in which there were pro-active measures taken where the County and the PDAP Panel had meetings to involve local businesses and neighborhoods. He said the MPO would be willing to do research to determine more of those types of practices which then could be shared with the City and the County. Mr. Boyles noted that it is a longer-term process than just taking it project by project. HB2 Update Current Status FY16 Mr. Boyles said there is a CTB public meeting on April 12 in Culpeper at the VDOT District office to receive input. HB2 Update Current Status FY17 Mr. Boyles said the next application period is in August. He asked the Board what projects to pursue. Ms. Szakos mentioned the Free Bridge. Mr. Boyles said the MPO had made that recommendation in the past, but the City was not in favor of it at the time. Given the information the MPO has now on the application scoring, the MPO sees Free Bridge as a good project to pursue, but the Staff will not do that without agreement from the localities. Mr. Boyles recommended having a joint meeting between the City and the County. Ms. Davis asked to be moved into the process. She feels UVA presents an opportunity to assist with information and data. Page 3 of 4

6 Transit Updates: CAT, JAUNT, UTS, RideShare Mr. Jones reported that CAT ridership was down 3% in February and 2% for FY16. He surmised it may be from the nicer weather and lower fuel costs. He also reported that CADVL will be up and operational by October 31. Mr. Jones noted that the Fifth Street Station (what will become Route 2) will be running by October 1, which coincides with Wegman s opening. There will be two busses per hour and Sunday service. Ms. Davis reported that JAUNT has its First Annual Rodeo with a cookout, Title VI training, dispatch training and skills testing to assess drivers. Ms. Davis reported that JAUNT reached a record for their highest trips in a day with 1,209. She noted that there will be a new design on the busses and that there busses will be equipped with ZONAR (a digital mechanical updating system). Lastly, she reported that the RFP to renovate their facility has been approved and they will be relocating their offices to the space upstairs until the renovations are complete. Mr. Boyles reported on Rideshare and reminded the Board that if you take an alternate form of transportation at least two times a week, there is an option for you to use an Emergency Ride Home, if a true emergency arises. The commuter can call a cab and Rideshare will pay for the ride home. Mr. Juday stated that the CTAC committee did not meet last month because of the joint committee meeting. There was no report from DRPT Other Business: None Additional Matters from the Public: None. Meeting adjourned at 5:10 Page 4 of 4

7 Strategic Plan Charlottesville-Albemarle MPO [DRAFT May 25, 2016]

8 Charlottesville-Albemarle MPO Strategic Plan Introduction In Fiscal Year 2016, the Charlottesville-Albemarle Metropolitan Planning Organization (CA-MPO) adopted its first Strategic Plan, setting a vision for the ensuing three years (FY17 through FY19). This plan serves as a subsection of the Thomas Jefferson Planning District Commission s (TJPDC s) Strategic Plan, adopted in 2015, since the Planning District houses the MPO. While Federal and State statutes set the purpose and core operations of all MPOs, each has its own focus and values. Some MPOs function as technical agencies, while others emphasize policy discussions. Many MPOs focus entirely on the mandated documents (Long Range Transportation Plan, Transportation Improvement Program and Unified Planning Work Program), while others go further by developing additional corridor studies, bike and pedestrian programs, and other initiatives. This Strategic Plan sets the vision for the CA-MPO s vision, values, objectives, strategies and actions for serving the region. MPO staff and officials should continually review this document to: Guide development of the Unified Planning Work Program (UPWP); Developing and managing the annual budget; Determine the focus of special studies and grant applications; Identify special initiatives; Better manage the administration of the MPO; and, Generally, serve as a guide for MPO activities. The Charlottesville- Albemarle MPO The CA-MPO provides a forum for conducting continuing, comprehensive, and coordinated (3-C) transportation decision-making among the City, County, University of Virginia (UVA), JAUNT, Charlottesville Area Transit (CAT), Department of Rail and Public Transportation (DRPT) and Virginia Department of Transportation (VDOT) officials. The City of Charlottesville and Albemarle County established the MPO in response to a federal mandate, through a memorandum of understanding signed by the Thomas Jefferson Planning District Commission (PDC), JAUNT, VDOT and the two localities in The policy making body of the CA-MPO is its Board, which consists of five voting members. The voting membership of the Policy Board consists of two representatives from Charlottesville and two representatives from Albemarle. The fifth representative is from the Virginia Department of Transportation (VDOT). Non-voting members include the Department of Rail and Public Transportation (DRPT), Charlottesville Area Transit (CAT), JAUNT, the University of Virginia (UVA), the Federal Highway Administration (FHWA), the Federal Aviation Administration (FAA), the Federal Transit Administration (FTA), and the Citizens Transportation Advisory Committee (CTAC). The MPO is staffed by the Thomas Jefferson Planning District Commission (TJPDC). Working in conjunction with partner and professional agencies, the staff collects, analyzes, evaluates and prepares materials for use by the Board and Committee Members at their regularly scheduled meetings, as well as any sub-committee meetings deemed necessary. Page 1 of 13

9 Charlottesville-Albemarle MPO Strategic Plan MPO Document While a Strategic Plan is optional, there are three mandated documents that all MPOs must maintain. These documents include: Unified Planning Work Program (UPWP): The Unified Planning Work Program (UPWP) identifies all activities to be undertaken in the Charlottesville-Albemarle Metropolitan Planning Organization (CA-MPO) for each fiscal year. The UPWP provides a mechanism for coordinating transportation planning activities in the region, and is required by the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA). Long Range Transportation Plan: One of the recurrent responsibilities of the CA-MPO is the creation of a Long Range Transportation Plan (LRTP): a federally mandated plan that outlines the region s transportation improvements over the next 20 years. It states the region s collective vision for the transportation, identifying and budgeting for federally funded transportation projects. The LRTP considers all modes of transportation. Per federal mandate, the Charlottesville-Albemarle MPO s LRTP must be updated every five years. Transportation Improvement Program: The Transportation Improvement Program (TIP) is a prioritized listing/program of transportation projects that is developed and formally adopted by the Charlottesville-Albemarle Metropolitan Planning Organization (MPO) as part of the metropolitan transportation planning process. It is a financial document that schedules federal spending on transportation projects. Strategic Planning Process CA-MPO staff first identified the need for a Strategic Plan in the FY16 UPWP. In calendar year 2015, staff conducted an analysis of federal and state mandates for MPOs. In early 2016, staff developed an online survey that went out to the MPO Policy Board, MPO committees, state agencies and local officials. After several weeks, CA-MPO staff collected 27 survey responses, which represented a broad range of stakeholders. Staff processed those responses for a joint meeting between the MPO Policy Board, Citizen Committee and MPO Technical Committee (held on February 24 th ). During that meeting, MPO officials participated in a facilitated discussion, which served as the foundation for the following vision and action items. Vision In addition to its mandated purpose, the Charlottesville-Albemarle MPO strives to: Serve as the local and Statewide leader in transportation planning innovation; Provide a forum for regional partnerships and coordination; and, Advance projects and initiatives through facilitation. Page 2 of 13

10 FY17-FY19 Strategic Plan SWOT Analysis and Corresponding Actions Charlottesville-Albemarle MPO Strategic Plan Strengths Well Established: The MPO is established through Federal mandate and receives a relatively stable funding source from FHWA, VDOT, FTA and DRPT. With these resources, the MPO is on strong financial ground. Influential Board and Committees: The MPO s Board and committees consist of influential representatives that include: elected officials, planning commissioners, planning directors, state officials, and community stakeholders. There are few organizations that offer such a diverse and prominent collection of decision-makers and advocates. Build on strength, by: Ensuring that the MPO Board and committees continue to communicate CA-MPO s efforts to local officials. Active Board Involvement: The MPO Policy Board is active with the MPO, as seen by the strong attendance record, and in their jurisdictions. Knowledgeable Staff: In the online survey, MPO officials indicated that staff provides quality and timely services. While relatively small, this office provides a diverse and skilled perspective to the MPO. Build on strength, by: Continuing to attend statewide transportation events; Continuing to foster training and professional certifications; and. Beginning to engage with national transportation officials and training opportunities. Regional Coordination: The MPO offers a unique opportunity for regional coordination and the exchange of information between localities. Build on strength, by: Serving as the forum for cross-jurisdiction committees; and, Providing additional opportunities for officials to exchange information. Strong Partnerships: The MPO has strong partnerships with state agencies (VDOT and DRPT) and local organizations (JAUNT, CAT, the University of Virginia, and others). Build on strength, by: Continuing to strengthen communication and information sharing with the state agencies; Page 3 of 13

11 Charlottesville-Albemarle MPO Strategic Plan Continuing to be involved with local organizations; and, Building new relationships, such as with Piedmont Virginia Community College, the Charlottesville-Albemarle Airport and Virginia Rail Association. History of Innovation: The TJPDC and CA-MPO have a long standing history of innovation. With efforts that are well-known statewide and nationally, the CA-MPO can compete for funds and programs that would normally be dedicated to larger regions. Build on strength, by: Reinstituting the United Jefferson Area Mobility Plan (UnJAM) approach, by unifying the rural and urban transportation planning documents; Encouraging CTAC to generate new ideas and approaches; Actively pursuing grant programs that promote innovation; Inviting outside experts to present new ideas to the MPO; and, Working more closely with UVA and the Virginia Transportation Research Council. Ties with the Planning District: Not all MPOs are staffed by a Regional Commission, as some are housed by a locality. The overlap with a regional agency is a strength, providing a third party forum for multi-jurisdictional deliberation. Overlap with the PDC also provides access to the RideShare program, Rural Transportation Program (RTP) and TJPDC corporation, which provides opportunities for additional funding opportunities. Build on strength, by: Renaming the Charlottesville-Albemarle MPO, to be more consistent with the TJPDC brand and in preparation for the expansion of the MPO s boundaries; and, Exploring ways to better communicate the overlap and difference between TJPDC and CA-MPO. A Nimble Organization: There are certain benefits to being a small to mid-sized MPO. With less overhead, the organization can easily take a new direction and adjust to changes in funding, as opposed to a larger office. Build on strength, by: Maintaining a relatively small core staff; and, Contracting with on-call consultants for times when greater staff capacity is needed. Active with House Bill 2: The CA-MPO had active involvement with development of the State s House Bill 2 standards, providing early and detailed feedback. With consistent involvement, staff has a high level of familiarity with the new process, which will help the localities secure funding for projects. Build on strength, by: Continuing to monitor and participate with the House Bill 2 process; Obtaining or recreating the House Bill 2 spreadsheet, to assess potential success of local and regional projects; and, Integrating the State s process and methodologies into regional and local prioritization efforts. Page 4 of 13

12 Charlottesville-Albemarle MPO Strategic Plan Weaknesses Lack of Clarity for Citizens Committee: Especially between Long Range Transportation Plan updates, there is a sentiment in the MPO that the Citizen s Committee (CTAC) does not have a clear function. This was apparent in the online survey, where respondents indicated that CTAC lacks a clear mission. Address weakness, by: Holding additional discussions with MPO Policy and CTAC about the Committee s role; Restructuring the Policy Board and Committee bylaws, based on conclusions from the MPO discussions and Strategic Plan; Developing an orientation packet to clarify the Committee s purpose and function; and, Scheduling an annual joint meeting between the MPO Policy, MPO Tech and CTAC. Lack of Interest in Committees: While the MPO Policy Board is active, there are attendance problems with the MPO Committees. The Citizens Committee continues to have unfilled vacancies, due to a lack of interest from the public and local officials. Additionally, the MPO Technical Committee occasionally has difficulties with reaching a quorum, though recent reassignments have improved attendance. Address weakness, by: Actively assisting localities with their MPO Committee appointments; Marketing the importance and role of the committees; and, Promoting the importance of MPO committees through the LRTP update. Limited Communication between MPO Bodies: Overall, there is limited communication between the MPO committees and with the Policy Board. This disconnect can contribute to a lack of purpose and direction with the committees. Address weakness, by: Scheduling an annual joint meeting between the MPO Policy, MPO Tech and CTAC; Establishing a MPO Tech liaison on the MPO Policy Board as a non-voting member; and, Formalizing liaisons between the MPO Tech Committee and CTAC. Limited Awareness of Organization: Generally, there is little awareness of the MPO throughout the region, not only with citizens but among local officials. Even within the MPO, there can be confusion over the exact purpose and function of the organization. Among many local officials, there is not a clear understanding of how the MPO and PDC are related and how their functions differ. There may also be confusion over the roles of the MPO versus State agencies. Address weakness, by: Initiating targeted branding efforts to critical decision-makers; Presenting targeted messages at various community meetings; Bringing greater structure to the Transportation Planning Academy; and, Renaming the Charlottesville-Albemarle MPO to be more consistent with the TJPDC brand. Page 5 of 13

13 Charlottesville-Albemarle MPO Strategic Plan Overloaded Work Programs: In previous years, the MPO s work program (UPWP) tended to be overloaded with tasks. While the ambitious work programs attempt to meet a large demand of needs, it spread resources across too many efforts. Address weakness, by: Prioritizing the MPO s initiatives and efforts; Adopting more streamlined work programs that are focused on the highest priority efforts; Establishing and maintaining a multi-year calendar of critical deadlines, updates and initiatives; and, Using the Strategic Plan as the foundation for the MPO s UPWP. Disconnected Planning Efforts: While the Livable Communities project attempted to create greater coordination between the MPO and local plans, there were no permanent agreements that established long-term procedures. Without coordinated efforts, local plans can be inconsistent with regional priorities. Localities may also have limited awareness of regional projects and vice versa. Address weakness, by: Formalizing procedures for coordinating MPO and local planning efforts; Establishing an enhanced project tracking matrix that includes all transportation projects in the MPO area; Creating a public, online data center that provides an inventory of all available transportation information for the region; and, Directing the MPO committees to focus on coordination between planning efforts. Limited Coordination with Rural Communities: While the TJPDC manages the Rural Transportation Program and the MPO, there is limited coordination between these efforts. The region once had greater urban-rural agreement, with the Unified Jefferson Area Mobility Plan (UnJAM). Greater coordination with the rural communities would also help transition the MPO into its future expansion, which may occur with the next decennial census. Address weakness, by: Reinstituting the United Jefferson Area Mobility Plan (UnJAM) approach, by unifying the rural and urban transportation planning documents; Enforcing the MPO bylaws, by having a nonvoting PDC member on the Policy Board; Establishing an MPO liaison on the Rural Transportation Council; and, Including select rural members in growing rural jurisdictions (such as Greene County) on MPO communications. Limited Interaction with Commonwealth Transportation Board: Aside from brief conversations, there is little interaction between MPO officials and the Commonwealth Transportation Board (CTB). Compared with MPOs that have a CTB representative on their Policy Boards, the CA-MPO has less communication with its member. Page 6 of 13

14 Charlottesville-Albemarle MPO Strategic Plan Address weakness, by: Establishing a non-voting position on the Policy Board for a CTB representative; Holding a regular meeting with the CTB representative, to communicate regional priorities; and, Attending CTB meeting and preparing comments to forward to state officials. Inconsistencies with Administrative Documents: There are several inconsistencies between the MPO s administrative and guiding documents. Bylaws for the Board and committees are not fully aligned with the MPO s Memorandum of Understanding. Also, Board and committee practices are not always consistent with the bylaws. Address weakness, by: Amending administrative documents to ensure greater consistency; Amending the Board s and committees bylaws to be consistent with other administrative documents and Strategic Plan; and, Regularly reviewing bylaws to ensure consistency with Board and committee practices. Limited Diversity within MPO: In FY16, VDOT and DRPT conducted a Title VI review of the CA-MPO. Their conclusions identified a lack of diversity on the MPO Board, committees and staff. While the MPO Technical Committee now has greater diversity, due to recent appointments, the Citizens Committee still fails to represent a broad range of community groups. Address weakness, by: Promoting CTAC to minority groups; and Actively assisting localities with their MPO Committee appointments, to ensure diversity. Awareness of Transportation Processes: Overall, local officials and the greater public have limited knowledge of the transportation planning process. Consequently, there can be frustration in the community over specific projects. Without established priorities and clear steps in the process, transportation projects can stall. Address weakness, by: Bringing greater structure to the Transportation Planning Academy; Establishing online tools that help to explain the transportation planning process; and, Establishing an enhanced project matrix, for tracking the progression of local transportation project. Opportunities Building New Relationships: While the Charlottesville-Albemarle Airport is a major transportation node in the community, there is limited coordination between airport and MPO officials. At the February Joint Meeting, attendees communicated a desire to establish a closer relationship with the airport. MPO officials also communicated a need to continue building relationships with local planning commissions and community groups. Page 7 of 13

15 Charlottesville-Albemarle MPO Strategic Plan Support opportunity, by: Holding an annual MPO meeting at the Charlottesville-Albemarle Airport; Establishing a non-voting member of the MPO Policy Board that represents aviation; Establishing a non-voting member of the MPO Policy Board that represents Piedmont Virginia Community College (PVCC); Establishing non-voting positions for rural communities that are likely to join the MPO after the next decennial census; Scheduling a regular MPO presentation to local planning commissions, at least once a year; Engaging local planning commissions early and often in the LRTP updates; and, Engaging rail organizations, especially with opportunities with the local rail station. Leader of Best Practices: In agreement with the online survey and joint meeting, there are opportunities for the MPO to be a leader in best practices. This leadership role can help influence non-mpo projects, as well. Support opportunity, by: Encouraging CTAC to generate new ideas and approaches; Actively pursuing grant programs that promote innovation; and, Inviting outside experts to present new ideas to the MPO. Alternative Funding Sources: With limited resources on the Federal and State levels, along with uncertainty with future funding legislation, there may be opportunities to secure alternative funding sources for projects and MPO programing. Support opportunity, by: Actively pursuing grant opportunities to supplement MPO services; Establishing a well-defined project pipeline, with defined funding strategies; Evaluating possibilities for public-private partnerships; and, Identifying contract services needed by local governments and MPO (i.e. modeling). Annual Evaluation: With a strategic plan in place, MPO officials believed there were opportunities to have regular evaluation of the MPO s progress. Support opportunity, by: Regularly referring to the MPO Strategic Plan; and, Establishing an annual survey that tracks progress. Partnerships with Adjoining MPOs: The Staunton-Augusta-Waynesboro MPO is less than a dozen miles away from the CA-MPO s western boundary. These MPO s share a Corridor of Statewide Significance, Interstate 64, and are tied by commuting patterns. There are opportunities to partner with SAW- and other MPOs, to coordinate on projects and share information on best practices. Page 8 of 13

16 Charlottesville-Albemarle MPO Strategic Plan Support opportunity, by: Continuing active involvement with VAMPO; and, Coordinating procedures and efforts with neighboring MPOs, by establishing an MOU for joint review of LRTPs and models for regional projects. Facilitation of Local Transportation Projects: As VDOT helped to facilitate the Route 29 Solutions projects, there may be opportunities for the MPO to facilitate solutions to other challenging transportation projects in the region. Support opportunity, by: Continuing to participate with the Route 29 Solutions efforts; and, Encouraging MPO officials to actively endorse the MPO for these efforts. Expansion of MPO Boundaries: With the next decennial census, the MPO boundaries will likely expand to Greene County, due to development patterns along the Route 29 Corridor. The Governor may also identify potential expansion to the eastern counties, towards Zion Crossroads. There are opportunities to help transition to this expansion and to take advantage of a new MPO footprint. Support opportunity, by: Evaluating implications for an expanded MPO boundary; Preparing for the funding and procedural implications of exceeding 200,000 people in the MPO area; and, Establishing non-voting positions for rural communities that are likely to be integrated into the MPO after the next decennial census. Threats State Programs and Processes that Deemphasize MPOs: In Virginia, the CTB develops the Six-Year Improvement Program, largely independent of the MPO process. Only after the CTB adopts a SYIP are funds programmed into the TIPs. With development of the House Bill 2 process, there may be additional challenges to the MPO s importance. Meet threat, by: Working with VAMPO to promote State Code changes that provide greater weight to MPO processes; and, Helping VAMPO communicate a need to emphasize MPOs in the House Bill 2 process. Potential Funding Biases: With the State funding several large capital projects along the Route 29 corridor, there could be a bias against other immediate investments in the region. While House Bill 2 should help to minimize political influences, a bias may still exist. Meet threat, by: Integrating State processes into MPO and local projects, to strengthen HB2 applications; and, Page 9 of 13

17 Charlottesville-Albemarle MPO Strategic Plan Restructuring and redefining transportation projects to ensure higher scores in the State s funding processes History of Extended Project Timelines: In the CA-MPO region, there is a tendency for project timelines to take multiple decades, from concept to construction. Extended processes could also create biases in the State s funding decisions, as they try to invest in projects with faster turnaround. Meet threat, by: Establishing an enhanced project matrix, for tracking the progression of transportation project throughout the region; and, Establishing a well-defined project pipeline, with defined funding strategies. Relative Stature of Region: As a smaller MPO, this region will not have as much influence over State decision-makers as larger MPOs, such as Richmond, Hampton Roads, Roanoke or Northern Virginia. Meet threat, by: Continuing an emphasis on innovation, to carve out a unique status as a leader in transportation. Lack of Institutional Memory: While MPO staff is skilled and knowledgeable, there was a complete turnover since completion of the last LRTP. With staff s lack of institutional memory, there may be a limited background on previous projects and efforts. Meet threat, by: Formalizing checklists and procedures, to ensure that new staff can easily integrate into their MPO role; and, Tying comments and notes to projects, documenting decisions and events. Action Items and Schedule The following schedule assigns timelines to the objectives and action items identified in this plan. The schedule should serve as a guide for the MPO s FY17-FY19 UPWPs. Fiscal Year 2017 July 2016 June 2017 Projects: LRTP 2045 Update Begin two-year planning process. Engage local planning commissions, early and often. Promoting the importance of MPO committees. Page 10 of 13

18 Charlottesville-Albemarle MPO Strategic Plan Jefferson Area Bike and Pedestrian Plan Conduct work in coordination with the LRTP update. MPO Travel Demand Model Finalize Transportation Analysis Zones (TAZs); and, Assist with collecting and allocating demographic data. Route 29 Solutions Continue to participate with the Route 29 Solutions efforts; and, Encourage MPO officials to actively endorse the MPO as a project facilitator. Amtrak Station Redevelopment Engage community and rail organizations with potential redevelopment of Amtrak Station. Regional Transit Study Complete work on Regional Transit Study. Studies Improve regional connections between the City and County; Assist member jurisdictions with local projects; and, Assess connections with other regions and MPOs. MPO Administration: Committees and Policy Board Restructure Policy Board and Committee bylaws, based Strategic Plan; Establish MPO Tech liaison on the MPO Policy Board as a non-voting member; Establish a nonvoting PDC representative on the MPO Policy Board; Establish an Aviation representative as a nonvoting member of the MPO Policy Board; Establish improved orientation packets for Policy Board and committees; Promote the CTAC to minority groups; Formalize liaisons between the MPO Tech Committee and CTAC; Include select rural members (such as Greene County) on MPO communications; and, Establish an MPO liaison on the Rural Transportation Council. Training and Education Services Establish a formal structure to the Transportation Planning Academy; Create an enhanced project tracking matrix that maps all MPO projects online; and, Establish online tools that help to explain the transportation planning process. Other Administrative Tasks Identify contract services needed by local governments and the MPO (i.e. modeling); Amend administrative documents to ensure greater consistency; and, Formalize checklists and procedures, to ensure that new staff can easily integrate into their MPO role. Page 11 of 13

19 Charlottesville-Albemarle MPO Strategic Plan Fiscal Year 2018 July 2017 June 2018 Projects: LRTP 2045 Update Integrate findings from the Jefferson Area Bike and Pedestrian Plan; Coordinate procedures and efforts with neighboring MPOs, by establishing an MOU for joint review of LRTPs and models for regional projects; and, Continue development of the LRTP. Jefferson Area Bike and Pedestrian Plan Develop a complete list of recommendations; Coordinate with local planning efforts; and, Complete a final prioritized list of projects and efforts. Project Financing Evaluate possibilities for public-private partnerships; and, Restructure and redefine transportation projects to ensure higher scores in the State s funding processes; Integrate the State s process into MPO and local projects, to strengthen funding applications; and, Work with VAMPO to promote State Code changes that provide greater weight to MPO processes. Studies Improve regional connections between the City and County; Assist member jurisdictions with local projects; and, Assess connections with other regions and MPOs. MPO Administration: Committees and Policy Board Establish a non-voting member of the MPO Policy Board that represents Piedmont Virginia Community College (PVCC); and, Establish non-voting positions for rural communities that are likely to be integrated into the MPO after the next decennial census. Outreach and Marketing Rename the CA-MPO, to be more consistent with the TJPDC brand and in preparation for the expansion of the MPO s boundaries. Data Sharing Creating a public, online data center that provides an inventory of all available transportation information for the region; and, Establish a well-defined project pipeline, with defined funding strategies. Page 12 of 13

20 Charlottesville-Albemarle MPO Strategic Plan Fiscal Year 2019 July 2018 June 2019 Projects: LRTP 2045 Update Reinstitute the UnJAM approach of a unified document; Continue to monitor and participate with the House Bill 2 process; Integrating the State s process and methodologies into prioritization efforts; and, Adopt the 2045 Long Range Transportation Plan. Transportation Improvement Program (TIP) Develop and adopt the FY19 TO FY22 TIP. Title VI and Public Participation Review and update the Title VI and Public Participation Plan. Studies Improve regional connections between the City and County; Assist member jurisdictions with local projects; and, Assess connections with other regions and MPOs. MPO Administration: Committees and Policy Board Establish a non-voting position on the Policy Board for the CTB representative. Other Administrative Tasks Prepare for the funding and procedural implications of exceeding 200,000 people in the MPO area. Appendix Strategic Plan Survey Results from February 24 th Joint Meeting Page 13 of 13

21 Unified Planning Work Program (UPWP) Fiscal Year 2017 July 1, 2016 June 30, 2017 Approved by the MPO Policy Board May 25, Charlottesville-Albemarle MPO

22 FY17 Unified Planning Work Program Preface Prepared on behalf of the Charlottesville-Albemarle Metropolitan Planning Organization (CA- MPO) by the staff of the Thomas Jefferson Planning District Commission (TJPDC) through a cooperative process involving the City of Charlottesville and the County of Albemarle, Charlottesville Area Transit (CAT), JAUNT, University of Virginia (UVA), the Virginia Department of Transportation (VDOT), the Department of Rail and Public Transportation (DRPT), the Federal Highway Administration (FHWA), and the Federal Transit Administration (FTA). The preparation of this work program was financially aided through grants from FHWA, FTA, DRPT, and VDOT. 2 Charlottesville-Albemarle MPO

23 FY17 Unified Planning Work Program Table of Contents PREFACE... 2 TABLE OF CONTENTS... 3 INTRODUCTION... 4 PURPOSE OF THE UNIFIED PLANNING WORK PROGRAM... 4 PURPOSE OF THE METROPOLITAN PLANNING ORGANIZATION... 4 RELATIONSHIP OF UPWP TO LONG RANGE TRANSPORTATION PLANNING... 5 HIGHLIGHTS OF FY15 UPWP... 9 FY16 UPWP ACTIVITIES BY TASK TASK 1: ADMINISTRATION TASK 2: LONG RANGE TRANSPORTATION PLANNING TASK 3: SHORT RANGE PLANNING TASK 4.0: CONSULTANT STUDIES CA-MPO IN FY PUBLIC PARTICIPATION PROCESS REVIEW AND APPROVAL OF TASKS ONLINE POSTING STATE REVIEW REVIEW OF FINAL FY16 UPWP GLOSSARY OF ACRONYMS APPENDIX ATTACHMENT A: TASKS PERFORMED BY VDOT ATTACHMENT B: MEMORANDUM OF UNDERSTANDING (JANUARY 28, 2009) ATTACHMENT C: FTA SECTION 5303 FUNDING BREAKDOWN Charlottesville-Albemarle MPO

24 FY17 Unified Planning Work Program INTRODUCTION Purpose of the Unified Planning Work Program The Unified Planning Work Program (UPWP) for transportation planning identifies all activities to be undertaken in the Charlottesville-Albemarle Metropolitan Planning Organization (CA- MPO) area for fiscal year The UPWP provides a mechanism for coordination of transportation planning activities in the region, and is required as a basis and condition for all federal funding assistance for transportation planning by the joint metropolitan planning regulations of the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA). Purpose of the Metropolitan Planning Organization CA-MPO provides a forum for conducting continuing, comprehensive, and coordinated (3-C) transportation decision-making among the City, County, UVA, JAUNT, CAT, DRPT and VDOT officials. In 1982, Charlottesville and Albemarle officials established the MPO in response to a federal mandate through a memorandum of understanding signed by the Thomas Jefferson Planning District Commission (TJPDC), JAUNT, VDOT and the two localities. The same parties adopted a new agreement on January 28, 2009 (Attachment B). The MPO conducts transportation studies and ongoing planning activities, including the Transportation Improvement Program (TIP), which lists road and transit improvements approved for federal funding, and the 20-year long range plan for the overall transportation network, which is updated every five years. Projects funded in the TIP are required to be in the long range plan. The policy making body of the CA-MPO is its Board, consisting of two representatives from the City of Charlottesville and two representatives from Albemarle County. A fifth representative is from the VDOT, Culpeper District. Non-voting members include DRPT, CAT, JAUNT, UVA, FHWA, the Federal Aviation Administration (FAA), FTA, and the Citizens Transportation Advisory Committee (CTAC). CA-MPO is staffed by the TJPDC, which works in conjunction with partner and professional agencies, to collect, analyze, evaluate and prepare materials for the Policy Board and MPO Committees at their regularly scheduled meetings, as well as any subcommittee meetings deemed necessary. The MPO area includes the City of Charlottesville and the portion of Albemarle County that is either urban or anticipated to be urban within the next 20-years. In 2013, the MPO boundaries were updated and expanded to be more consistent with 2010 census data. The Commonwealth s Secretary of Transportation approved these new boundaries in March A map of the MPO area appears on the next page: 4 Charlottesville-Albemarle MPO

25 FY17 Unified Planning Work Program Relationship of UPWP to Long Range Transportation Planning The MPO develops its UPWP each spring. It outlines the transportation studies and planning efforts to be conducted during the upcoming fiscal year (July 1 June 30). The transportation studies and planning efforts outlined in the UPWP are guided by the regional transportation vision, goals, issues, and priorities developed through the extensive long range planning process. Federal law requires the MPO to address eight basic planning factors in the metropolitan planning process. These eight planning factors are used in the development of any plan or other work of the MPO, including the Work Program, and are as follows: Economic Vitality: Support the economic vitality of the metropolitan area, especially by enabling global competitiveness, productivity, and efficiency; Safety: Increase the safety of the transportation system for motorized and non-motorized users; Security: Increase the security of the transportation system for motorized and nonmotorized users; Accessibility/Mobility: Increase the accessibility and mobility of people and freight; Environmental Quality: 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; Connectivity: Enhance the integration and connectivity of the transportation system, across and between modes, for people and freight; Efficiency: Promote efficient system management and operation; and, Maintenance: Emphasize the preservation of the existing transportation system. 5 Charlottesville-Albemarle MPO

26 FY17 Unified Planning Work Program MPO Transportation Infrastructure Issues and Priorities In addition to the eight planning factors identified by FHWA and FTA, the issues listed below (in no particular order) have been identified by the MPO, its transportation planning partners, and the public throughout the metropolitan planning process. These issues are interconnected components of effective regional transportation planning, and collectively create the planning priorities facing the CA-MPO that will be addressed through the Work Program tasks and deliverables. The following issues call for a need to: Expand and enhance transit, transportation demand management strategies including ridesharing services, and parking strategies to provide competitive choices for travel throughout the region; Improve mobility and safety for the movement of people and goods in the area transportation system; Improve strategies to make the community friendly to bicycles and pedestrians, particularly the mobility and safety of bicyclists and pedestrians, as well as access to transit, rail and transit/rail facilities; Take more visible steps to better integrate transportation planning with local government land use plans, with a goal of creating patterns of interconnected transportation networks and long-term multimodal possibilities such as non-vehicular commuter trails, regional commuter rail service, plus right-of-way corridors for light-rail transit and/or bus ways; Ensure that new transportation networks are designed to minimize negative impacts on the community and its natural environment, and to save money; Encourage more public involvement and participation, particularly addressing environmental justice and Title VI issues; 1 Improve the understanding of environmental impacts of transportation projects and identify opportunities for environmental mitigation; and, Seriously consider budget shortfalls and its impediments to transportation projects and work to tap alternative sources of funding. Public Participation/Title VI and Environmental Justice The MPO makes every effort to include minority, low-income and limited-english speaking populations in transportation planning. Throughout this document there are several tasks that specifically discuss the MPO s efforts to include these populations. In addition to the UPWP, the MPO also maintains a Public Participation Plan and a Title VI/Environmental Justice Plan. The Public Participation Plan was reviewed at the end of FY16. The Title VI/Environmental Justice Plan was updated in May of Both plans specify that the MPO must post public notices in key locations for low-income, minority and limited-english speaking populations. Both plans state that the MPO must make all official documents accessible to all members of our community. The Title VI/Environmental Justice Plan also outlines a complaint process, should a member of these specialized populations feel as though they have been discriminated against. These documents work in tandem with the UPWP to outline the MPO s annual goals and processes for regional transportation planning. 1 The 1994 Presidential Executive Order directs Federal agencies to identify and address the needs of minority and low-income populations in all programs, policies, and activities. 6 Charlottesville-Albemarle MPO

27 FY17 Unified Planning Work Program Funding Two federal agencies fund the MPO s planning activity. This includes FHWA s funds, labeled as PL, and FTA, labeled as FTA. The FHWA funds are administered through VDOT, while FTA funds are administered through the DRPT. Funds are allocated to the TJPDC, to carry out MPO staffing and the 3c s process. The CA-MPO budget consist of 10% local funds, 10% state funds, and 80% federal funds. VDOT receives federal planning funds from FHWA for State Planning and Research. These are noted with the initials SPR. The total budget for SPR items reflects 80% federal funds and 20% state funds. Attachment A shows the tasks to be performed by VDOT s District Staff, utilizing SPR funds. VDOT s Transportation and Mobility Planning Division (TMPD), located in the VDOT Central Office, will provide statewide oversight, guidance and support for the federally-mandated Metropolitan Transportation Planning & Programming Process. TMPD will provide technical assistance to VDOT District Planning Managers, local jurisdictions, regional agencies and various divisions within VDOT in the development of transportation planning documents for the MPO areas. TMPD will participate in special studies as requested. DRPT staff also participates actively in MPO studies and committees, although funding for their staff time and resources is not allocated through the MPO process. The following tables provide information about the FY17 Work Program Budget. These tables outline the FY16 Program Funds by Source and by Agency. The second table summarizes the budget by the three Work Program tasks: Administration (Task 1), Long Range Planning (Task 2), and Short Range Planning (Task 3). More detailed budget information is included with the descriptions of the task activities. 7 Charlottesville-Albemarle MPO

28 FY17 Unified Planning Work Program FY17 Work Program: Funding by Source Funding Source Federal State Local Total 80% 10% 10% 100% FY-17 PL Funding $170,294 $21,287 $21,287 $212,867 FY-17 FTA Funding $83,938 $10,492 $10,492 $104,922 PL+FTA Total $254,231 $31,779 $31,779 $317,789 VDOT SPR $168,000 $21,000 $21,000 $210,000 Total FY17 Work Program $422,231 $52,779 $52,779 $527,789 FY17 Work Program: Funding by Task Funding Source Task 1 Task 2 Task 3 Total 25% 40% 35% 100% FY-17 PL Funding $53,695 $83,422 $75,750 $212,867 FY-17 FTA Funding $26,139 $41,851 $36,932 $104,922 PL+FTA Total $79,834 $125,273 $112,682 $317,789 VDOT SPR $60,000 $75,000 $75,000 $210,000 Total FY17 Work Program $132,334 $209,273 $186,182 $527,789 VDOT SPR: Non-Urbanized/Rural Transportation Planning Program - $170,000 8 Charlottesville-Albemarle MPO

29 FY17 Unified Planning Work Program Highlights of FY16 UPWP The CA-MPO conducted several plans, projects and initiatives in FY16. Below are highlights from the previous year, helping to give context for the FY17 activities. Coordination of Route 29 Solutions Projects In FY15 and FY16, CA-MPO staff was significantly involved in coordinating efforts for the Route 29 Solutions Projects, a series of improvements along Route 29, north of Charlottesville. MPO officials served on the Route 29 Advisory Panel and helped to coordinate this complicated effort. House Bill 2 Prioritization The House Bill 2 (HB2) legislation establishes a State process for scoring and ranking transportation projects, based on an objective and fair analysis that is applied statewide. The legislation is intended to improve the transparency and accountability of project selection, helping the Commonwealth Transportation Board (CTB) to select projects that provide the maximum benefits for tax dollars spent. In FY16, CA-MPO staff submitted an application for interchange improvements at exit 118 along I-64. The MPO also helped evaluate and coordinate other applications. Bike and Pedestrian Count In FY15 and FY16, the CA-MPO coordinated a Bike and Pedestrian counting effort between the City of Charlottesville, Albemarle County and the University of Virginia. A large volunteer effort resulted in detailed count records for 10 locations across the area. Jefferson Area Bike and Pedestrian Plan The TJPDC started work on updating the Jefferson Area Bike and Pedestrian Plan, last approved in The document will provide a prioritized project listing, with detailed costs and strategies for implementation. In FY17 and FY18, this effort will integrate into the LRTP update. Regional Transit Study Starting in FY16, the CA-MPO began to evaluate opportunities for greater coordination between the region s transit agencies. This study is slated to be completed in the fall of FY17. Long Range Transportation Plan In FY16, the CA-MPO began preliminary steps towards the upcoming update of the LRTP, with a completion date scheduled in FY19. Staff prioritized the LRTP project list, according to performance measures that mimic the State s new prioritization system. Additionally, the MPO began to update the Travel Demand Model, which is integral to the planning effort. 9 Charlottesville-Albemarle MPO

30 FY17 Unified Planning Work Program Transportation Demand Management (TDM) Six-Year Plan RideShare completed work on their TDM Plan, which emphasizes TDM measures and their impacts on reducing and managing traffic congestion, improving air quality and supporting economic development programs. The plan will provide a solid foundation for funding requests and feed directly into the programming process. Transportation Planning Academy The CA-MPO developed a training program for local officials and staff, as well as citizens. This effort focuses on the fundamentals of transportation planning and best practices. The long-term vision is to maintain knowledge of these processes; train future MPO officials; provide greater transparency to the MPO; and, train existing community leaders. In FY16, this academy training reached over 450 people, over the course of four events. New online features will help to expand that reach. CA-MPO Strategic Plan In FY 2016, CA-MPO adopted its first Strategic Plan, setting a vision for the ensuing three years (FY17 through FY19). This plan serves as a subsection of the Thomas Jefferson Planning District Commission s (TJPDC s) Strategic Plan, adopted in 2015, since the Planning District houses the MPO. Title VI and Public Participation Plan To ensure federal compliance with Title VI requirements, VDOT and DRPT conducted a formal review of the CA-MPO processes and identified opportunities for improvement. In response, MPO staff reviewed and updated both the Title VI and Public Participation Plans, addressing and exceeding those federal standards. Better Block Demonstration Project In partnership with the City of Charlottesville and University of Virginia Planning Department, the CA-MPO launched a demonstration project in the downtown area, at the intersection of Garrett and Second Street. UVA students installed temporary bulb-outs, landscaping and crosswalk markings, while the City chalked bike lanes along 2 nd Street. The demonstration project lasted one day, on April 16 th, but served as the first in an annual effort to test best practices for street design. Website Redesign In FY15, staff determined that the TJPDC and CA-MPO websites were outdated and no longer met the growing expectations for information sharing. Consequently, staff engaged in an extensive effort to completely redesign the agency website, with a focus on greater usability and new interactive features that inform the public. 10 Charlottesville-Albemarle MPO

31 FY17 Unified Planning Work Program FY17 UPWP Activities by Task Task 1: Administration Total Funding: $79,834 PL Funding: $53,695 FTA Funding: $26,139 VDOT SPR: $60,000 A) Reporting and Compliance with Regulations PL Funding: $5,000 FTA Funding: $3,000 There are several reports and documents that the MPO is required to prepare, including: The Transportation Improvement Program (TIP), FY18 Work Program, Monthly progress reports and invoices, and Other funding agreements. TJPDC staff will also provide for use of legal counsel and audit services for administering federal and state contracts. End Products: Maintain the Transportation Improvement Program (TIP), as necessary; Complete annual Unified Planning Work Program (UPWP); Administer Grants and other funding; Execute project agreements, along with related certifications and assurances; and, Complete invoicing, monthly billing, and progress reports. B) Staffing Committees PL Funding: $14,695 FTA Funding: $8,139 TJPDC staff is responsible for staffing the MPO Policy Board and Committees. These efforts include preparation of agendas, minutes, and other materials for the committees listed below. The MPO continues to urge localities to appoint committee representatives from minority and low-income communities, as well as increasing its own proactive approaches to engage these groups. In FY17, TJPDC staff will also continue to be involved with committees related to the Route 29 Solutions Projects. The CA-MPO staffs the following groups: MPO Policy Board, MPO Technical Committee, Citizens Transportation Advisory Committee (CTAC), and Additional committees as directed by the MPO Policy Board End Products: Staff committees; Maintain memberships on committees; 11 Charlottesville-Albemarle MPO

32 FY17 Unified Planning Work Program Issue public notices and mailings; Establish improved orientation packets for Policy Board and committees; Restructure Policy Board and Committee bylaws, based on the Strategic Plan; and, Maintain the TJPDC/MPO Website. C) Information Sharing PL Funding: $8,000 FTA Funding: $3,000 The MPO functions as a conduit for sharing information between local governments, transportation agencies, and the public. MPO staff will provide data and maps to: State and Federal agencies, localities and the public, as needed. Staff will also contribute articles to TJPDC s News Brief, a bimonthly newsletter to stakeholders. The CA-MPO will continually monitor and report on changes to Federal and State requirements related to transportation planning and implementation policies. Staff will attend seminars, meetings, trainings, workshops, and conferences related to MPO activities as necessary. Staff will assist local, regional and State efforts with special studies, projects and programs. End Products: Continue to review and update facts and figures; Provide technical data, maps and reports to planning partners; Formalize the Transportation Planning Academy; Continue to develop an information center on a new MPO website; Maintain the TJPDC s social media; and, Maintain the MPO Website. D) Cross-Jurisdictional Communication PL Funding: $8,000 FTA Funding: $3,000 In FY17, the CA-MPO will take added steps to coordinate with its member governments, the Rural Transportation Program (RTP) and other MPOs from across the State. Staff will conduct ongoing intergovernmental discussions; coordinate transportation projects; and, attend/organize informational meetings and training sessions. MPO staff will attend additional meetings with local planning commissions and elected boards, to maintain a constant stream of information with local officials. End Products: Attend local planning commission meetings; Attend City Council and Board of Supervisors meetings; Establish greater communication between Planning District Commission and MPO Policy Board; Continue coordination of Route 29 Solutions Process; Coordinate MPO s LRTP with update of the Rural Long Range Plan (RLRP); Participate and maintain membership with the Virginia Association of MPOs (VAMPO); Participate and maintain membership with the American Association of MPOs (AMPO); and, Hold annual joint-mpo Policy Board meeting with the Staunton-Augusta-Waynesboro MPO. 12 Charlottesville-Albemarle MPO

33 FY17 Unified Planning Work Program E) Ladders of Opportunity PL Funding: $5,000 FTA Funding: $3,000 The CA-MPO has an updated Title VI and Environmental Justice Plan (approved May 2016) to assist in meeting federal requirements for engaging minority, low-income, and limited Englishspeaking populations. TJPDC and local staff will participate in and help develop community events and educational forums, such as workshops, neighborhood meetings, local media, and the MPO web page. Staff will also participate in and act upon training efforts to improve outreach to underserved communities, such as low-income households, people with disabilities, minority groups, and limited English-speaking populations. End Products: Enforce the Title VI/Environmental Justice Plan; Increase participation from underserved communities; Provide proper and adequate notice of public participation activities; Provide reasonable access to information about transportation issues and processes in paper and electronic media; Demonstrate responsiveness to public input received during transportation planning processes; and, Maintain and update the MPO website to meet ADA accessibility standards. F) Public Participation PL Funding: $5,000 FTA Funding: $3,000 The CA-MPO emphasizes public participation in its processes and plans, as is outlined in the Public Participation Plan, recently updated in FY16. With new features on the MPO website, there will be new opportunities for the public to get involved. The MPO will also formalize the Transportation Planning Academy to help train the community in transportation processes and involve underserved communities in the process. End Products: Implement the standards in the Public Participation Plan; Add new features to the MPO website that are focused on public participation; and, Formalize the Transportation Planning Academy Program, to train officials and stakeholders. G) Online Resources PL Funding: $8,000 FTA Funding: $3,000 The new CA-MPO website offers the public added opportunities to participate in the MPO process and includes information items that explain transportation issues in an easily understood format. Additional features will focus on training local officials and stakeholders on the MPO process and transportation concepts. End Products: Develop additional features for the CA-MPO website; and, Formalize the Transportation Planning Academy program. 13 Charlottesville-Albemarle MPO

34 FY17 Unified Planning Work Program Task 2: Long Range Transportation Planning Total Funding: $115,779 PL Funding: $83,422 FTA Funding: $41,851 VDOT SPR: $75,000 A) 2045 Long Range Transportation Plan (LRTP) PL Funding: $20,000 FTA Funding: $5,000 The CA-MPO approved the 2040 LRTP in May of 2014, with amendments approved in September. In FY17, the CA-MPO will continue to maintain the plan and will conduct an annual review. Additionally, staff will apply amendments to the HB 2 standards to the CLRP and Visioning List, to test tweaks to the prioritization process. At the end of the exercise, staff will provide feedback to the Secretary of Transportation. Finally, staff will begin the update process for the LRTP, which will be a significant demand on staff resources. These early stages will build towards FY18 and FY19, with an adoption deadline for May of The final plan will be a relaunch of the CA-MPO s Jefferson Area Mobility Plan (UnJAM), by combining the MPO and Rural Transportation Program s long range plans. End Products: Begin process for updating the LRTP; Amend the LRTP, as needed; Maintain detailed standards for amending the LRTP; Conduct an exercise that will assess how the HB 2 prioritization process will affect the LRTP; and, Prepare data for an update of the Travel Demand Model, to occur in FY17. B) MPO Travel Demand Model PL Funding: $16,422 FTA Funding: $5,000 The CA-MPO will review and update the Traffic Analysis Zones (TAZs) and demographics for the MPO s Travel Demand Model. These updates are in preparation for Albemarle County s Hillsdale Drive/Rio Road study and the LRTP effort. The new TAZs will be better aligned with census boundaries, resulting in more accurate demographic data and analysis. The updates will also serve as a base layer for assessing transit services and the transit functions of the model. Staff will assess linkages of the TAZs with the transportation network. The CA-MPO will explore possibilities for expanding the modeling area to Greene County and other areas anticipated to be included in the MPO boundary after the next census. End Products: Amend the TAZ boundaries to be consistent with census blocks; Update the TAZ/network linkages to capture actual conditions; and, Update the demographic data in coordination with Albemarle County and VDOT. 14 Charlottesville-Albemarle MPO

35 FY17 Unified Planning Work Program C) Jefferson Area Bike and Pedestrian Plan PL Funding: $15,000 FTA Funding: $9,000 In FY16, CA-MPO staff began work on updating the Jefferson Area Bike and Pedestrian Plan, last approved in The updated plan will include a comprehensive list of all bike and pedestrian projects for the region. Performance measures, a prioritization process and detailed project costs will offer a road map to implementing the region s bike/ped vision. This format will also result in greater consistency and integration with State funding processes. The plan will encompass the Rural Transportation and MPO areas, rolling into a joint Rural/MPO Long Range Plan. Development of the Jefferson Area Bike and Pedestrian Plan will run in parallel with the LRTP update, allowing recommendations to be integrated between documents. The plan is slated to be completed in FY18. End Products: Establish bike and pedestrian goals for the region; Complete a detailed inventory of existing conditions; Complete a detailed inventory of bike and pedestrian recommendations for existing plans; Initiate a public process for crafting goals and vetting priorities; and, Beginning work on performance measures and a prioritization process. D) Bike and Pedestrian Count Program PL Funding: $10,000 FTA Funding: $5,851 In FY16, the CA-MPO conducted bike and pedestrian counts for the MPO area, in partnership with the City of Charlottesville, Albemarle County and the University of Virginia. After completing the fall counts, stakeholders continued to meet, to explore the opportunities for a formalized count program. In FY17, the partners will establish a program for future counting efforts and fine-tune procedures for coordinating efforts. End Products: Formalize coordination between the CA-MPO/TJPDC, City of Charlottesville, Albemarle County and UVA; Initiate counting efforts for FY17; Establish an improved system for storing and analyzing data; and, Establish a universal counting methodology for the region. E) Amtrak Station Redevelopment PL Funding: $2,000 FTA Funding: $10,000 Downtown Charlottesville is home to the only train station in the CA-MPO boundaries. Currently, the station is over capacity and unable to meet planned Amtrak service in the corridor. In response, the CA-MPO began discussions with member localities and other stakeholders, to begin a planning effort for the site and regional rail corridor. The MPO is currently setting up meetings with DRPT to discuss possible steps for ensuring that the station can remains attractive to users as service in the area is expected to increase. In FY17, the CA-MPO intends to begin work on the rail corridor plan, in partnership with DRPT, to determine demand for facilities 15 Charlottesville-Albemarle MPO

36 FY17 Unified Planning Work Program improvements and options for meeting those needs. End Products: Secure funds to begin a rail plan for the corridor that is within the CA-MPO boundaries; Work with DRPT to engage stakeholders and build consensus around the rail plan effort; and, Work with DRPT to initiate work on the rail plan, with possible completion in FY17. F) Data Management PL Funding: $10,000 FTA Funding: $4,000 TJPDC staff will focus efforts on collecting and processing data for various efforts, including VDOT s maintenance of the model. Staff will prepare data for the update of the Travel Demand Model s TAZs. CA-MPO staff will build on the recent website redesign that occurred in FY16, by starting an online data center with interactive maps and tables. The MPO will also create new data, with the bike and pedestrian counts and other collection efforts. Most significantly, staff will draft a data management plan, in preparation for the LRTP update. End Products: Develop a data management plan; Provide VDOT with data to maintain and update the Travel Demand Model; Develop an online data center, improving access to information; Collect and analyze bike, pedestrian and transit data to assist with future planning efforts; Collect and consolidate other data; Continue to share information to ensure a cooperative and collaborative process; and, Respond to mapping and data requests from local officials, state agencies and the general public. G) Performance Measurements PL Funding: $10,000 FTA Funding: $3,000 Staff will begin to evaluate LRTP projects and performance measures with any changes to the State s House Bill 2 prioritization process. In preparation for the LRTP update, the CA-MPO will begin to evaluate new performance measures for the 2045 plan. Staff will also develop specialized measures for bike and pedestrian projects, as part of the Jefferson Area Bike and Pedestrian plan. Staff will also begin to develop performance measures for transit projects, as the State s process gives less focus to transit maintenance and capital expenses. These standards will help the region prioritize transit investments, as well as a cost benefit of those services. End Products: Maintain the LRTP performance measures to evaluate proposed changes to the plan; Evaluate LRTP projects under any proposed tweaks to the State s House Bill 2 prioritization process; Develop specialized performance measures for bike and pedestrian projects, for the Jefferson Area Bike and Pedestrian Plan; and, Develop specialized performance measures for transit projects, in preparation for the LRTP update. 16 Charlottesville-Albemarle MPO

37 FY17 Unified Planning Work Program H) Other Studies Grant Funds CA-MPO staff will continue to pursue grant opportunities and other planning studies that will focus on: Improving regional connections between the City and County; Assisting member jurisdictions with local projects; and, Assessing connections with other regions and MPOs. End Products: Work with local officials and staff to identify additional planning efforts; Coordinate with neighboring regions to identify the potential for coordinated planning efforts; and, Continue to monitor grants and funding sources, to support additional efforts. 17 Charlottesville-Albemarle MPO

38 Task 3: Short Range Planning Total Funding: $105,279 PL Funding: $75,750 FTA Funding: $36,932 VDOT SPR: $75,000 A) Transportation Improvement Program (TIP) PL Funding: $4,000 FTA Funding: $2,000 There are a number of federal-aid highway programs (i.e. administered by FHWA) which, in order to be eligible for use by the implementing agency, must be programmed in the TIP. Similarly, there are funds available under federal-aid transit programs (i.e. administered by FTA) which, in order to be used, must also be programmed in the TIP. Any federally-funded transportation projects within the MPO must be included in the TIP, including transit agency projects. Project descriptions including implementing agency, location/service area, cost estimates, funding sources, funding amounts actual or scheduled for allocation, type of improvement, and other information, including a required overall financial plan. MPO, TJPDC, VDOT, DRPT, and local City and County staff will continue to collaborate and monitor maintenance of the TIP. The final TIP document shall be posted on the TJPDC website. End Products: Update the TIP format to improve accessibility and transparency; Process the Annual Obligation Report; Process TIP amendments and adjustments; Monitor the TIP as necessary, ensuring compliance with federal planning regulations; and, Maintain the TJPDC Website and update to meet ADA accessibility standards. B) Six-Year Improvement Program (SYIP) PL Funding: $15,750 FTA Funding: $3,000 The CA-MPO will work with State and local agencies to prioritize and submit a list of recommended projects to the District Planner, for consideration in the State s prioritization and selection process. Staff will document how it developed and prioritized the list of projects. Staff will also test how anticipated tweaks to the House Bill 2 process will influence candidate projects for the SYIP. This exercise will prepare the CA-MPO and localities for the State s methodology. End Products: Attend VDOT s Fall Transportation Meeting; Attend VDOT s Spring Transportation Meeting; Test the HB 2 standards with candidate projects for the SYIP; Hold a regional meeting to coordinate project submittals from the member localities and MPO; and, Submit a list of prioritized projects for consideration in the SYIP. 18 Charlottesville-Albemarle MPO

39 FY17 Unified Planning Work Program C) Route 29 Solutions Outreach PL Funding: $13,000 FTA Funding: $2,000 In FY15, staff was significantly involved in coordinating efforts for the Route 29 Solutions Projects, a role that continued into FY16. Staff continues to serve on the Route 29 Advisory Panel, intended to help mitigate the effects of construction on the corridor and the surrounding businesses. In FY17, staff will remain active with the Panel and assist with coordinating VDOT s efforts to complete the corridor improvements. End Products: Continue to serve on the Route 29 Advisory Panel; and, Continue to assist VDOT with efforts to complete the corridor improvements. D) Travel Demand Management (TDM)/Rideshare Program PL Funding: $1,000 FTA Funding: $5,000 The RideShare program, housed by the TJPDC, is an essential program of the MPO s planning process. RideShare and TDM efforts have been, and will continue to be included in the long range transportation planning process. RideShare staff works with the MPO by providing data and advice with regard to how RideShare and TDM can affect the MPO. End Products: Continue efforts to improve carpooling and alternative modes of transportation in MPO; Conduct inventories of Park-and-Ride lots and access how those lots are part of the larger transportation system; and, Per the Strategic Plan, integrate TDM into all MPO recommendations and projects. E) Regional Transit Study PL Funding: $2,000 FTA Funding: $10,000 In FY16, CA-MPO staff started work on a study to determine how CAT and JAUNT could better align services and administration. There are also considerations of how to better coordinate with University Transit System (UTS). In FY17, staff will continue with this study, in partnership with the transit providers, the University, local officials and other stakeholders. End Products: Continue meetings and partnership with stakeholders; Complete the Regional Transit Study; Present findings to the Charlottesville/Albemarle/University PACC; and, Assist with implementing recommendations, if applicable. F) Short Range Bike and Pedestrian Planning PL Funding: $20,000 FTA Funding: $8,000 Aside from work on the Jefferson Area Bike and Pedestrian Plan, the CA-MPO will also commence with several short range efforts for improving the bike and pedestrian environment. These efforts include data collection, reports, implementation of projects and programming. 19 Charlottesville-Albemarle MPO

40 FY17 Unified Planning Work Program End Products: Identify opportunities for new bicycle and pedestrian facilities, as requested; Hold the annual Better Block project, to demonstrate best practices in street design; Continue to build and maintain the Regional Cycling Program; Conduct year-long bike and pedestrian counts; Establish an annual bike and pedestrian report; Implement recommendations from the Bike Route 76 Corridor Study; and, Pursue other funding opportunities to support bicycle and pedestrian facilities and planning. G) Transportation Planning Academy PL Funding: $10,000 FTA Funding: $3,000 In FY16, the CA-MPO began work with a Transportation Planning Academy, providing training on transportation planning and concepts. The effort included two MPO-organized events, as well as presentations at community meetings, conferences and an Albemarle County training session. In FY 17, staff will focus on formalizing the program, by: developing online resources; setting regular training events throughout the year; and, establishing partnerships with other educational organizations, such as UVA and professional associations. End Products: Hold at least three training events during FY17; Create an enhanced project tracking matrix that maps all MPO projects online; Establish online tools that help to explain the transportation planning process; and Establish a formal structure to the Transportation Planning Academy. H) Enhance Readiness for High-Priority Projects PL Funding: $10,000 FTA Funding: $3,932 MPO staff will work with the City and County on outreach efforts to implement MPO plans and recommendations. This will include exploration of additional funding opportunities and identification of priority projects. Specific efforts include seeking funding sources to implement project concepts from the 2040 LRTP, Bike and Pedestrian plans, the Pantops Master Plan, the Northtown Trail project and other previously adopted planning documents. End Products: Facilitate outreach efforts in the pursuit of funding sources for high priority projects within the MPO; and Write implementation white papers on select MPO-related projects, for road, bike, ped and transit improvements. I) On-Call Services PL Funding: $0 FTA Funding: $0 MPO, VDOT, and local staff will be available to conduct transportation studies and planning efforts as requested by our planning partners; projects focusing on transportation system 20 Charlottesville-Albemarle MPO

41 FY17 Unified Planning Work Program improvements to improve mobility, safety, and security for area pedestrians, bicyclists, and motorists. All safety studies will ensure a working partnership with the surrounding area s businesses and neighborhoods. End Products: Transportation study or planning effort, as requested, that can be used as a basis for implementing short-term and long-term transportation solutions. Task 4.0: Consultant Studies PL Funding: $0 FTA Funding: $0 These projects would be funded, or proposed to be funded, by sources other than MPO planning funds, and are included for information. As of the adoption of this document, there are no consultant studies in process, but TJPDC staff will amend this document to incorporate any future consultant studies. 21 Charlottesville-Albemarle MPO

42 FY17 Unified Planning Work Program CA-MPO in FY18 The CA-MPO Strategic Plan identifies several efforts for FY18. Staff anticipates work on the following efforts, some of which will carry-over from FY17. LRTP 2045 Update Integrate findings from the Jefferson Area Bike and Pedestrian Plan; Coordinate procedures and efforts with neighboring MPOs, by establishing an MOU for joint review of LRTPs and models for regional projects; and, Continue development of the LRTP. Jefferson Area Bike and Pedestrian Plan Develop a complete list of recommendations; Coordinate with local planning efforts; and, Complete a final prioritized list of projects and efforts. Project Financing Evaluate possibilities for public-private partnerships; Restructure and redefine transportation projects to ensure higher scores in the State s funding processes; Integrate the State s process into MPO and local projects, to strengthen funding applications; and, Work with VAMPO to promote State Code changes that provide greater weight to MPO processes. Other Studies Improve regional connections between the City and County; Assist member jurisdictions with local projects; and, Assess connections with other regions and MPOs. Committees and Policy Board Establish a non-voting member of the MPO Policy Board that represents Piedmont Virginia Community College (PVCC); and, Establish non-voting positions for rural communities that are likely to be integrated into the MPO after the next decennial census. Outreach and Marketing Rename the CA-MPO, to be more consistent with the TJPDC brand and in preparation for the expansion of the MPO s boundaries. Data Sharing Creating a public, online data center that provides an inventory of all available transportation information for the region; and, Establish a well-defined project pipeline, with defined funding strategies. 22 Charlottesville-Albemarle MPO

43 FY17 Unified Planning Work Program Public Participation Process Review and Approval of Tasks MPO Policy Board: March 23 rd Online Posting Posted on TJPDC.org: May 5 th State Review Draft submittal for VDOT review/comment: May 3 rd Draft submittal for DRPT review/comment: May 3 rd Review of Final FY16 UPWP Citizen Transportation Advisory Committee (CTAC): May 4 th MPO Technical Committee: May 17 th MPO Policy Board: May 25 th **PUBLIC HEARING: May 25 th, 2015** Note: Copy of public hearing in appendix D 23 Charlottesville-Albemarle MPO

44 FY17 Unified Planning Work Program Glossary of Acronyms The following transportation-related acronyms are used in this document: 3-C Planning Process Federal Planning Process which ensures that transportation planning is continuing, comprehensive, and coordinated in the way it is conducted AADT Annual Average Daily Traffic BRT Bus Rapid Transit CAT Charlottesville Area Transit CTAC Citizens Transportation Advisory Committee CTB Commonwealth Transportation Board DRPT Virginia Department of Rail and Public Transportation FHWA Federal Highway Administration FTA Federal Transit Administration FY Fiscal Year (refers to the state fiscal year July 1 June 30) GIS Geographic Information System JAUNT Regional transit service provider to Charlottesville City, and Albemarle, Fluvanna, Louisa, Nelson, Buckingham, Greene and Orange Counties LRTP Long Range Transportation Plan MAP-21 Moving Ahead for Progress in the 21 st Century (legislation governing the metropolitan planning process) MPO Metropolitan Planning Organization NHS National Highway System PL FHWA Planning Funding (used by MPO) RideShare Travel Demand Management (TDM) services housed at TJPDC that promote congestion relief and air quality improvement through carpool matching, vanpool formation, Guaranteed Ride Home, employer outreach, telework consulting and multimedia marketing programs for the City of Charlottesville, and Albemarle, Fluvanna, Louisa, Nelson, and Greene Counties. RLRP Rural Long Range Transportation Plan RTA Regional Transit Authority RTP Rural Transportation Program SAFETEA-LU Safe, Accountable, Flexible, Efficient, Transportation Equity Act: A Legacy for Users (legislation that formerly governed the metropolitan planning process) SOV Single Occupant Vehicle SPR FHWA State Planning and Research Funding (used by VDOT to support MPO) SYIP Six Year Improvement Plan TAZ Traffic Analysis Zone TDP Transit Development Plan (for CAT and JAUNT) TDM Travel Demand Management TIP Transportation Improvement Program TJPDC Thomas Jefferson Planning District Commission TMPD VDOT Transportation and Mobility Planning Division UPWP Unified Planning Work Program (also referred to as Work Program) 24 Charlottesville-Albemarle MPO

45 FY17 Unified Planning Work Program UTS UVA VDOT VMT Work Program University Transit Service University of Virginia Virginia Department of Transportation Vehicle Miles Traveled Unified Planning Work Program (also referred to as UPWP) Appendix Attachment A: Tasks Performed by VDOT Attachment B: Memorandum of Understanding (January 28, 2009) Attachment C: FTA Section 5303/PL Funding Breakdown Attachment D: Public Notice and Resolution 25 Charlottesville-Albemarle MPO

46 ATTACHMENT A Charlottesville/Albemarle Urbanized Area FY-2017 Unified Planning Work Program VDOT Input State Planning and Research (SPR) Funds Available $ 380,000 Tasks 1.0 Administration of the Continuing Urban Transportation Planning Process (3-C) Budgeted $60,000 Preparation for and attendance at MPO (Policy Board), Technical Committee and various other local and jurisdictional committee meetings as necessary Preparation of PL funding agreements and addenda Review and process billing invoices and progress reports Process amendments to the FY TIP Review road plans for conformance with current transportation plan Conduct Federal-Aid/Functional Classification System reviews Coordinate multi-modal activities and maintain/update transportation inventory datasets Assist with the update of the Public Participation Plan, Title VI/Environmental Justice Plan, and other regional plans Monitor regional travel Review proposed enhancement projects as necessary Review local and regional transportation planning activities and attend public hearings 2.0 Long-Range Transportation Planning Budgeted $75,000 Respond to inquiries concerning the Year 2040 Long-Range Transportation Plan Assist the MPO with the updates of the Year 2040 Long-Range Transportation Plan Assist the MPO with model runs to forecast traffic demand and develop multimodal transportation needs for long-range plans and corridor studies Evaluate and review comments and respond to concerns relative to transportation planning process Participate in Citizen Transportation Advisory Committee (CTAC) for MPO Review the Transportation Plan Model for coordination and future model update efforts Evaluate and review comments and respond to concerns relative to corridors, pedestrian, multi-modal, and access management studies Evaluate planning study efforts as they relate to the NEPA process.

47 3.0 Short-Range Transportation Planning Budgeted $75,000 Evaluate existing transportation system and identify deficiencies Recommend improvements to alleviate unacceptable conditions Coordinate recommended improvements with other plans and studies Coordinate planning activities with the private sector to identify mobility and commuter access issues such as additional commuter parking lots, etc. Review and comment on traffic impact studies, Rezoning s and Comprehensive Plan updates and changes Review environmental impact reports for impacts to existing and future transportation facilities Provide advice and support on freight issues and information compilation. 4.0 Non-Urbanized/Rural Transportation Planning Program Budgeted $170,000 Assist in the administration of the Rural Transportation Programs for the Thomas Jefferson Planning District Commission and the Rappahannock- Rapidan Regional Commission. Preparation for and attendance at Rural Technical Committee and various other local and jurisdictional committee meetings as necessary Review and process billing invoices and progress reports Coordinate multi-modal activities and maintain necessary transportation inventory datasets Monitor regional travel Review proposed enhancement projects as necessary Review local and regional transportation planning activities and attend public hearings for compliance with Chapter 729 Assist the PDCs with the update of the Rural Long-Range Plan Evaluate and review comments and respond to concerns relative to transportation planning process Evaluate and review comments and respond to concerns relative to corridor, pedestrian, multi-modal, and access management studies Evaluate planning study efforts as they relate to the NEPA process. Evaluate existing transportation system and identify deficiencies Recommend improvements to alleviate unacceptable conditions Coordinate recommended improvements with other plans and studies Coordinate planning activities with the private sector to identify mobility and commuter access issues such as additional commuter parking lots, etc. Review and comment on traffic impact studies Review environmental impact reports for impacts to existing and future transportation facilities Provide advice and support on freight issues and information compilation.

48 VDOT s Transportation and Mobility Planning Division (TMPD), located in the Central Office, will provide statewide oversight, guidance and support for the federally mandated Metropolitan Transportation Planning & Programming Process. TMPD will provide technical assistance to VDOT District Planning Managers, local jurisdictions, regional agencies and various divisions within VDOT, in the development of transportation planning documents for the MPO areas. TMPD will participate in special studies as requested. FY-17 Funding Statewide - $500,000

49

50

51

52

53

54 FY17 Work Program: Funding by Task Funding Source FY-17 PL FY-17 FTA Funding Funding Total Task 1: Administration $53,695 $26,139 $79,834 A. Reporting and Compliance with Regulations $5,000 $3,000 $8,000 B. Staffing Committees $14,695 $8,139 $22,834 C. Information Sharing $8,000 $3,000 $11,000 D. Cross-Jurisdictional Communication $8,000 $3,000 $11,000 E. Ladders of Opportunity $5,000 $3,000 $8,000 F. Public Participation $5,000 $3,000 $8,000 G. Online Resources $8,000 $3,000 $11,000 Task 2: Long Range Transportation Planning $83,422 $41,851 $125,273 A Long Range Transportation Plan (LRTP) $20,000 $5,000 $25,000 B. MPO Travel Demand Model $16,422 $5,000 $21,422 C. Jefferson Area Bike and Pedestrian Plan $15,000 $9,000 $24,000 D. Bike and Pedestrian Count Program $10,000 $5,851 $15,851 E. Amtrak Station Redevelopment $2,000 $10,000 $12,000 F. Data Management $10,000 $4,000 $14,000 G. Performance Measurements $10,000 $3,000 $13,000 H. Other Studies $0 $0 $0 Task 3: Short Range Planning $75,750 $36,932 $112,682 A. Transportation Improvement Program (TIP) $4,000 $2,000 $6,000 B. Six-Year Improvement Program (SYIP) $15,750 $3,000 $18,750 C. Route 29 Solutions Outreach $13,000 $2,000 $15,000 D. Travel Demand Management (TDM)/Rideshare Program) $1,000 $5,000 $6,000 E. Regional Transit Study $2,000 $10,000 $12,000 F. Short Range Bike and Pedestrian Planning $20,000 $8,000 $28,000 G. Transportation Planning Academy $10,000 $3,000 $13,000 H. Enhance Readiness for High-Priority Projects $10,000 $3,932 $13,932 I. On-Call Services $0 $0 $0 Task 4.0: Consultant Studies $0 $0 $0

55 Public Notice CONTACT: Nick Morrison (434) phone Hearings will be held: Wednesday, May 25, 2016 at 4:00 p.m. The Charlottesville-Albemarle Metropolitan Planning Organization (CA-MPO) will host four public hearings, including: FY17 Unified Planning Work Program (UPWP) There will be a public hearing on the adoption of the FY17 Unified Planning Work Program (UPWP), which will guide the activities of the MPO for the 2017 fiscal year. The DRAFT FY17 Work Program is available on the CA-MPO website, at Copies of the draft documents are also available at TJPDC offices. Title VI and Environmental Justice Plan There will be a public hearing on proposed changes to the Title VI and Environmental Justice Plan. This plan outlines how the MPO avoids adversely affecting or inadvertently excluding any minority, low-income, limited-english-speaking, disabled or elderly populations. This plan will work in tandem with the Public Participation Plan. This plan can be reviewed at Hardcopies of this plan can be reviewed at the City of Charlottesville, Albemarle County, the Thomas Jefferson Planning District Commission and the Jefferson-Madison Regional Library. Public Participation Plan There will be a public hearing on proposed changes to the Public Participation Plan. The proposed changes include new demographic data and maps that show the MPO s expanded boundary. For more details regarding the Public Participation Plan please go to Amendments to the FY15-FY18 Transportation Improvement Program (TIP) The Virginia Department of Transportation (VDOT) has several proposed amendments to the TIP, including: Safety/ITS/Operational Improvements Grouping The amendment is an update based on current estimate and actual obligations: Add $380,754 (HSIP) to FFY15; Thomas Jefferson Planning District Commission 401 E. Water St. Charlottesville, VA (434)

56 Move $202,503 (ACC-HSIP) from FFY16 to (HSIP) FFY16; Add an additional $290,200 add $1,800 (STP) to the FFY16 PE phase; Move $57,664 (STP) from FFY15 to FFY16; Release $3,200 (STP) from FFY15 Right-of-Way phase; Release $404,575 (HSIP) from FFY15, Move $276,786 (STP) from FFY15 to FFY16 and add an additional $5,909; Move $507 (STP) from FFY15 to FFY16 and add an additional $19,000; Add $203,354 (HSIP) to FFY16; Add $315,000 (STP) to FFY16; Add $653,000 (AC-HSIP) to FFY16 with conversion in FFY17; Add $13,200 (STP) to FFY17; and, Add $173,017 (AC-Other) to FFY16 and $15,555 (AC-Other) to FFY17 Construction Phase. Route 29 Widening and Corridor Improvements UPC Number: The amendment is an update based on current estimate and actual obligations. These amendments are linked with the Rio Road Grade-Separated Interchange (UPC ) and Berkmar Drive Extended (UPC ) projects. Release $1,231,572 (Equity Bonus) & $2,251,200 (AC-Other), and add $2,189,136 (Surface Transportation Program) in FFY16 PE; Move $3,420,000 (AC-Other) from previous to (Surface Transportation Program) FFY16 RW; Add $12,905,450 (Equity Bonus), $1,259,029 (Surface Transportation Program), $7,972,859 (NHPP), $13,580,381 (AC-NHPP), $10,297,296 (AC- Surface Transportation Program), $6,963,854 (AC-Other) to FFY16; Add $3,056,558 (ACC-NHPP) & $675,000 (ACC- Surface Transportation Program) to FFY17; Add $7,987,789 (ACC-NHPP) & $965,227 (ACC- Surface Transportation Program) in FFY18 CN. (3/10/16) The TIP document outlines the project schedule and funding breakdown for regional transportation projects that are currently underway. Information for the FY15-FY18 TIP and the Annual Obligation Report can be found at ( Draft copies of the TIP and Obligation Report are also available for review at the TJPDC offices. The hearings will be held at the Water Street Center, 407 East Water Street Charlottesville, Va The public is welcome and encouraged to attend. Comments may also be submitted via telephone, or letter to the MPO: POB 1505, Charlottesville, VA 22902; phone (434) ; Hearing impaired persons may call 711 for access.

57 Title VI Plan Approved: XXXXX The Title VI Plan outlines how the Charlottesville-Albemarle MPO meets Title VI and Environmental Justice compliance. This plan discusses the efforts the MPO makes to include specialized populations in the regional planning process. This plan also discusses the demographic breakdown of the MPO region and outlines a procedure for filing complaints should any MPO stakeholders feel they were subject to discrimination under Title VI guidelines and accompanying policies.

58 Charlottesville-Albemarle Metropolitan Planning Organization Table of Contents Purpose.4 Title VI 4 Environmental Justice..8 Limited English Proficiency 8 Title VI Coordinator..12 Charlottesville-Albemarle MPO Community Characteristic.13 Charlottesville-Albemarle MPO Responsibilities & Strategies Discrimination Complaint Procedures...25 Appendix A: Discrimination Complaint Form..29 Appendix B: Language Use...31 Primary Revision Author: Nick Morrison- Planner I Secondary Revision Authors: Will Cockrell, AICP- Director of Planning Wood Hudson- Senior Environmental Planner 2

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60 Charlottesville-Albemarle Metropolitan Planning Organization I. Purpose This Title VI/Environmental Justice Plan will discuss how the Charlottesville-Albemarle Metropolitan Planning Organization (CA-MPO) mitigates against and avoids inadvertently excluding low-income, minority, limited-english-speaking, disabled, and elderly populations in the planning process and in the development of numerous planning documents. This plan will also include a procedure that allows members of these populations to submit grievances regarding perceived discriminatory actions. II. Title VI In 1964, the United States Congress passed the Civil Rights Act, an Act that enforced constitutional and civil rights for minority populations. This landmark piece of legislation was made up of 11 titles, all of which are listed below. Title VI of this Act is the driving force behind this document. I. Voting Rights II. Public Accommodation III. Desegregation of Public Facilities IV. Desegregation of Public Education V. Commission of Civil Rights VI. Nondiscrimination in Federally-Assisted Programs and Activities VII. Equal Employment Opportunity VIII. Registration and Voting Statistics IX. Intervention and Procedure after Removal in Civil Rights Cases X. Establishment of Community Relations Service XI. Miscellaneous Title VI of the 1964 Civil Rights Act is made up of five sections. The first section states the following 4

61 Charlottesville-Albemarle Metropolitan Planning Organization SEC. 601: No person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. The remaining four sections discuss how Section 601 will affect federal agencies. SEC. 602: No federal agencies can enact or fund projects that do not adhere to the criteria outlined in Section 601. SEC. 603: Any agency that does not adhere to the parameters outlined in SEC. 601 and 602 are subject to judicial review. Funding for any federal agency can be withdrawn if SEC. 601 and 602 are not met. SEC. 604: SEC. 605: Title VI will not affect employment unless said employment is federallyfunded. Title VI will not affect any federal agencies authority regarding contract of insurance guaranty. Title VI applies to the Charlottesville-Albemarle MPO in that the MPO is a federallymandated agency, funded primarily through federal tax dollars. Currently the MPO handles Title VI through its public participation plan, last updated in Over the years, Title VI has been expanded by numerous other Acts and Executive Orders. Below is a list of nondiscrimination laws that have expanded upon the original scope of Title VI. Non Discrimination Acts: The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 prohibits unfair and inequitable treatment of persons displaced or whose property will be acquired as a result of federal and federal-aid programs and projects. 5

62 Charlottesville-Albemarle Metropolitan Planning Organization The Federal Aid Highway Act of 1973 states that no person shall, on the grounds of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal assistance under this title or carried on under this title. Section 504 of the Rehabilitation Act of 1973 states that no qualified handicapped person shall, solely by reason of his handicap, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity that receives or benefits from federal financial assistance. This Act protects qualified individuals from discrimination based on their disability. The Age Discrimination Act of 1975 states that no person shall, on the basis of age, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. This act prohibits age discrimination in federally-assisted programs. The Civil Rights Restoration Act of 1987, P.L amends Title VI of the 1964 Civil Rights Act to make it clear that discrimination is prohibited throughout an entire agency if any part of the agency receives federal assistance. The American Disabilities Act (ADA) of 1990 prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities. 23 CFR Part 200 Federal Highway Administration regulations: Title VI Program and Related Statutes Implementation and Review Procedures. 49 CFR Part 21 Nondiscrimination in Federally-Assisted Programs. 23 CFR Part 450 Federal Highway Administration planning regulations. 23 CFR Part 771 Federal Highway Administration regulations, Environmental Impact Procedures. Non Discrimination Executive Orders: Executive Order Environmental Justice (February 11, 1994), a 6

63 Charlottesville-Albemarle Metropolitan Planning Organization presidential mandate to address equity and fairness toward low income and minority persons/population. Executive Order organized and explained the federal government s commitment to promote Environmental Justice. Each federal agency was directed to review its procedures and make environmental justice part of its mission. U.S. DOT Order (April 15, 1997) expanded upon Executive Order requirements and describes process for incorporating Environmental Justice principles into DOT programs, policies, and activities. FHWA Order (December 2, 1998) FHWA Actions to Address Environmental Justice in Minority Populations and Low Income Populations DOT Order on Environmental Justice summarized and expanded upon the requirements of Executive Order to include all policies, programs, and other activities that are undertaken, funded, or approved by the Federal Highway Administration (FHWA), the Federal Transit Administration (FTA), or other U.S. DOT components. Executive Order Limited English Proficiency (August 11, 2000), a presidential directive to federal agencies to ensure people who have limited English proficiency have meaningful access to services. Executive Order ensures federal agencies and their recipients to improve access for persons with Limited English Proficiency to federally conducted and federally assisted programs and activities. The National Environmental Policy Act (NEPA) of 1969 addresses both social and economic impacts of environmental justice. NEPA stresses the importance of providing for all Americans, safe, healthful, productive and aesthetically pleasing surroundings, and provides a requirement for taking a systematic interdisciplinary approach to aid in considering environmental and community factors in decision making HWA/FTA Memorandum Implementing Title VI Requirements in Metropolitan and Statewide Planning This memorandum provides clarification for field officers on how to ensure that environmental justice is 7

64 Charlottesville-Albemarle Metropolitan Planning Organization considered during current and future planning certification reviews. The intent of this memorandum was for planning officials to understand that environmental justice is equally as important during the planning stages as it is during the project development stages. III. Environmental Justice In 1994, President Bill Clinton signed Executive Order that directed federal agencies to develop strategies to mitigate against adversely impacting the health or environmental quality of minority and low-income populations. This order also pushed forward efforts to keep these populations more informed about their communities and their rights. Adverse effects are defined as Bodily or physical harm Pollution (noise, water, air, soil, or other) Destruction of elements and features that can bind a community, such as available resources, aesthetics, and economic sufficiency Displacement of people, employment, or resources Isolation from a broader community Delay in receiving available resources Environmental Justice is meant to address the undue burden of these adverse effects on these specialized populations. This Executive Order was structured to not only require federal agencies and those benefitting from federal funding to mitigate potential adverse effects on these specialized populations, but also empower these populations to know their rights and participate in the betterment of their community. IV. Limited English Proficiency 8

65 Charlottesville-Albemarle Metropolitan Planning Organization Like the Environmental Justice Executive Order, the Limited English Proficiency Executive Order is structured to avoid adversely affecting these populations and to develop strategies to better engage these populations in their community. This order was signed by President Clinton in Limited English-speaking populations are often isolated from engaging in their larger communities. By making materials and opportunities accessible to these populations it becomes easier to communicate and perhaps determine methods of providing necessary resources. In considering how to access these populations four factors need to be addressed. These factors include Demographics: Knowing where the populations are located. Frequency: Determining how often the populations are contacted or engaged by the agency. Importance: Determining if the issues under consideration are important to these communities. Resources: Keeping an inventory of the resources available to engage these populations. This analysis, known as the four-factor analysis, is used to determine which language assistance services are appropriate to address the identified needs of the Limited English Proficiency (LEP) population. Below is the four-step process for the Charlottesville-Albemarle MPO. Factor 1: Demographics: Assessment of the Number and Proportion of LEP Persons Likely to be Served or Encountered in the Eligible Service Population The Charlottesville-Albemarle MPO has reviewed census data on the number of individuals in its service area that have LEP, as well as the languages that they speak. This data comes from the American Community Survey ( ). This data indicates the extent to which translations into other language are needed to meet the 9

66 Charlottesville-Albemarle Metropolitan Planning Organization needs of LEP persons within the community. Because the MPO s boundaries encompass both the City of Charlottesville and portions of Albemarle County, it should be noted that the figures below represent all the population of the City of Charlottesville and all of the population of Albemarle County, thus these numbers are not specific to the MPO. It should also be noted that these figures are estimates that consider the major language spoken at home. These figures do not assess if these populations are fluent in English. Spanish 5, % Indo-European 4, % Asian and Pacific Island Languages 4, % Other Languages 1, % The most pervasive, non-english language in the region is Spanish, which makes up slightly more than 4% of the total population. The Indo-European and the Asian and Pacific Island groups represent 3.5% and 3.3% of total population respectively. It is important to note that these broad census categories encompass numerous languages. Please see Appendix B for the full list of languages. Factor 2: Frequency: Determining how often the populations are contacted or engaged by the agency. The Charlottesville-Albemarle MPO is rarely approached for information by any populations who do not have a reasonable competent grasp of the English language. This agency has made efforts for certain projects to create materials in both English and Spanish should the project affect these populations, but this need is on a project-byproject basis. The goal of the Charlottesville-Albemarle MPO is to make sure that for any potential project that could affect this community the MPO staff makes every effort to include all 10

67 Charlottesville-Albemarle Metropolitan Planning Organization stakeholders that could be affected by the project, including limited-english-speaking populations. The MPO performs outreach when needed and provides assistance when requested. Factor 3: Importance: Determining if the issues under consideration are important to these communities. As stated above, the Charlottesville-Albemarle MPO provides materials for limited- English-speaking populations if they are needed for a particular project. For example, the MPO recently did a customer satisfaction survey to determine how riders felt about Charlottesville Area Transit (CAT). The survey was both in English and in Spanish due to the extreme importance of transit to the Hispanic population in our region. This allowed Spanish-speaking citizens the opportunity to contribute input on a service that was important to them. According to the survey responses, the Spanish-speaking population generally had the same opinion about CAT service as the English-speaking population. Factor 4: Resources: Keeping an inventory of the resources available to engage these populations. The following language assistance measures are currently being provided by the Charlottesville-Albemarle MPO. The MPO provides translators for MPO meetings for Spanish-speaking citizens if given at least two days notice. The MPO will do its upmost to provide translators for other languages if requested. The MPO will also make major plans available in a variety of languages if requested to do so. This agency aims to complete a document translation within a reasonable timeframe. Also, for various projects the MPO makes every effort to include all stakeholders in the planning and implementation process. When a project affects a limited-english-speaking population, the Charlottesville-Albemarle MPO takes action to make the information about the project as accessible as possible. At this time this agency has not had to do any of the 11

68 Charlottesville-Albemarle Metropolitan Planning Organization actions mentioned above. Because of this, it is very difficult to assess the costs that would be incurred. The MPO is prepared for these costs should the need arise. LEP Implementation Plan Through the four-factor analysis, the Charlottesville-Albemarle MPO has determined that the following types of language assistance are most needed and feasible: Limited-English-speaking populations make up approximately 11.5% of the total 96,217 residents age 5 years and older in Albemarle County and 14% of the total 42,055 residents 5 years and older in the City of Charlottesville. The largest group within this cohort is Spanish-speaking individuals. The MPO will do outreach to the Spanishspeaking population as a part of our general community outreach or our project-specific efforts. Again the MPO will do its upmost to engage all stakeholder groups and meet all limited-english-speaking requests. Further demographic information may be found in Appendix B. V. Title VI Coordinator The Title VI coordinator is expected to maintain the Title VI plan, develop strategies to maintain Title VI compliance, and oversee the Discrimination Complaint Process. Below is a list of the Title VI Coordinator s specific responsibilities. Monitor and review agency programs, policies, and activities for Title VI compliance in primary and special emphasis areas; Collect and review statistical data (race, color, sex, age, disability or national origin) of participants and beneficiaries of state highway programs, to prevent or eliminate potential disparate impact or disparate treatment discrimination; Work with staff involved in procurement or consulting contracts to insure that Title VI compliance is met; and mitigate any issue if not met; Train new staff members on Title VI compliance procedures; Maintain a list of interpretation service providers; 12

69 Charlottesville-Albemarle Metropolitan Planning Organization Periodically review and update the agencies Title VI Plan; Attend trainings to keep aware of nondiscrimination opportunities and procedures; and, Resolve Title VI complaints in a timely and thorough fashion The Title VI coordinator will be responsible for incorporating Title VI efforts into various plans produced by the Charlottesville-Albemarle MPO. The Title VI coordinator will also make every effort to insure that all information regarding the Charlottesville-Albemarle MPO is reasonably accessible to all populations. Informational materials will be readily available both on the MPO s website and in the TJPDC offices. Other MPO employees that could be a part of the Title VI process include the TJPDC s Executive Director, who will be kept informed of all Title VI complaints and has taken numerous Title VI training courses over the course of his/her career. Also, the TJPDC s Administrative Assistant will likely be the first point of contact if a Title VI or Environmental Justice complaint or request is made. The Administrative Assistant will do the initial processing for these situations and will forward the request on to the Title VI coordinator. VI. Charlottesville-Albemarle MPO Community Characteristics Figure 1 on the following page is provided to help orient the reader with the Charlottesville-Albemarle area. The large map displays the Charlottesville-Albemarle MPO broken down by block group. Similarly, the informational maps in the following sections (Figure 2 and Figure 3) use Charlottesville-Albemarle data sets on a block group scale. The column of maps on the right of Figure 1, from top to bottom, show the Thomas Jefferson Planning District Commission s jurisdiction, the middle map shows the Charlottesville-Albemarle MPO within the state of Virginia, and the bottom map shows the distinction between the campus and the City of Charlottesville within the city limits. 13

70 Charlottesville-Albemarle Metropolitan Planning Organization MPO Boundary TJPC Region TJPDC Virginia UVA & City Figure 1: MPO & TJPDC 14

71 Charlottesville-Albemarle Metropolitan Planning Organization Race The percentage of the minority population for each census tract is shown in figure 2. The data was extracted from the 2014 American Community Survey. The percentage of the minority population was calculated by dividing the White Alone category by the total population figures for each census tract. Shades of dark purple represent higher concentrations of minority populations. Highly diverse census tracts can be found within the boundaries of the City of Charlottesville, with less diverse census tracts to the west of the City. Figure 2 also overlays LRTP projects, allowing for decision makers to see if proposed projects may be adversely impacting high minority populations. Figure 2: Percent Minority 15

72 Charlottesville-Albemarle Metropolitan Planning Organization Low-Income The map in figure 3 displays the percentage of the population at the block group level living below the poverty line based on 2014 American Community Survey data estimates overlaid with the Long Range Transportation Plan projects. Overlaying this layer helps to identify if proposed LRTP projects lie within block groups with a higher percentage of low-income individuals. The darker shades of blue denote block groups with higher percentages of individuals living below the poverty line. It is important to note that the data can be misleading, as a large proportion of students occupy block groups within close proximity to the University. Students typically report lower incomes, thus placing them below the poverty threshold and causing the data to skew towards an inflated population in that category. Figure 3: Percent Below Poverty Line 16

73 Charlottesville-Albemarle Metropolitan Planning Organization Age Figure 4 represents the percentage of individuals in the 65 and older age category by the census tract level, using data extracted from the 2014 American Community Survey. Darker shades of red denote higher percentages of individuals in the 65 and older age bracket. As expected, census tracts within close proximity to the UVa grounds have low concentrations of older individuals, while census tracts outside of the City of Charlottesville boundaries have proportionately higher concentrations of older individuals. Figure 4: Percent 65 and Older 17