Metropolitan Planning Organizations: Strategies for Future Success (2022) / Chapter Skim
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Section 2 - Conduct of Research
Section 2 - Conduct of Research
Pages 39-66
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SECTION 2 Conduct of Research
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• Access to Resources, referring to information accessibility, management, and data sharing; • MPO Product Relevancy, describing how the products and processes have or are evolving to adapt to change; • External Partnerships, how the MPO relates to partnering agencies that have their own mis sions (e.g., state DOTs, transit providers) as well as segments of the public; and • External Change Forces, addressing forces largely or entirely beyond the control of most MPOs.
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42 Metropolitan Planning Organizations: Strategies for Future Success Survey Summary: NCHRP Project 08-122 Figure 4-1. Summary of major survey results.
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plans (LRTPs) , often referred to as Metropolitan Transportation Plans or sometimes regional Association of MPOs transportation plans, all of which in this context refer to a fiscally constrained plan of projects with 2019 Conference Participant at least a 20-year time horizon.
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Regional context was identified as an important factor in decision-making, which is likely true for other affiliated objectives as well. It is worthwhile to review the "Social Equity" topic sheet in the Toolkit for the 21st Century to see how the San Francisco Bay Area has worked social equity considerations into its planning framework.
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These findings were significantly informed by input from the Regional Roundtables and Information Forums conducted from February to April of 2021. The approach taken for these sessions and the key findings from them are summarized in the next chapter.
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16. Better coordination and guidance between MPOs, state DOTs, and U.S.
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The key findings presented represent the comments and suggestions of the individual roundtable attendees. The Regional Roundtables did not attempt to create consensus findings or test the comments against other sources.
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These six single-state roundtable discussions included representatives from at least two MPOs, the state DOT, the FHWA Division Office, the FTA Region Office, and a transit operator. Two of the Regional Roundtables were multi-state, megaregion discussions by two or more MPOs that included only MPO representatives.
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One or two of the policy topics were discussed during the roundtable discussions. Agenda for the Six Single-State Regional Roundtables The Regional Roundtables were led by senior planning professionals with experience in meeting facilitation and sought to engage all attendees in the discussion.
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Each RRD addressed the importance of working relationships between MPOs and their agency partners as indicated by the following key findings. All MPOs in Connecticut are hosted by a Council of Government (COG)
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(FL RRD and DC–MD–VA RRD) Regional transportation planning and coordination are promoted throughout Florida where multiple MPOs have come together and established separate Regional Transportation Planning Organizations including the Central Florida MPO Alliance and the West Central Florida MPO Chairs Coordinating Committee in the greater Tampa Bay area.
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(NY RRD) Project delivery workshops are being used by the New York State DOT, transit agencies, and MPOs to inform project sponsors and MPO members of the status of ongoing projects.
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Federal legislation addresses the process state DOTs and MPOs must use in project selection and the allocation of federal transportation funds. The following key findings regarding these issues are listed below.
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(DC–MD–VA RRD) New York State DOT purchased and shared with MPOs transportation data through Tran search that is used to develop MPO plans and programs.
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These evolving technologies will continue to play an important role in supporting the 3C planning process during customary or usual practices and unexpected events, as noted by the following key findings. The Cheyenne MPO started their plan update with an economic forecast of 1%, increased later to 1.28% per year, and now that seems too low.
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(AZ RRD) The MPOs are working with Texas DOT and the Texas A&M Transportation Institute (TTI)
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Registration for the Information Forums was advertised through newsletters and emails from the AMPO, NARC, and AASHTO. The events were also advertised in direct emails sent to MPO staff and others who had registered through the Phase I MPO survey, Regional Roundtables, and prior Information Forums as well as any that had previously joined PublicInput.com (a private website/engagement vendor used for this project)
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MPOs need to be strong advo cates for changing how federal requirements support working in the micromobility space, including partnerships with private entities. • From Pilot to Permanence.
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Transportation Plan: 39% Source: National MPO Survey. Social Equity (Rickey Rogers and Nalungo Conley)
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Similarly, it is important to be cognizant of who is not at the table to identify gaps in outreach and to be proactive to fill them. "Our agency does very well with public engagement." 3% Source: National MPO Survey.
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Percentage of participants that said their travel demand models are changing to meet new needs: 39% Source: National MPO Survey. MPO Staff Retention and Attraction (Ashby Johnson and Doreen Lang)
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Ratio of people saying adoption of mileage-based user fee is "most promising" compared to increasing the federal fuel tax: 6:1 Source: National MPO Survey. 100 80 60 40 20 0 5-Oct-16 5-Oct-17 5-Oct-18 5-Oct-19 5-Oct-20 5-Jun-16 5-Jun-17 5-Jun-18 5-Jun-19 5-Jun-20 5-Feb-17 5-Feb-18 5-Feb-19 5-Feb-20 5-Feb-21 Figure 6-1. Number of searches for the term "Telework" in the United States over time (Source: Google Trends)
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Incorpo rating land-use planning into transportation planning processes was cited by 94% of survey participants in the Information Forum as being important or very important. • Different Population Trends Going Forward.
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MPOs are well-served to work with state and federal partners to ensure that they are spending the time and resources neces sary to meet federal requirements but also to explore the flexibility in the specifics of how the requirements are met to achieve local policy goals. • Increasing the Relevancy of Long-Range Planning.
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A greater understanding is needed to address the degree to which the regulatory or political imperatives placed on MPOs can be adjusted to better apply existing resources to pursue implementation strategies, management practices, partnerships, and effective reactions to social, technological, and environmental challenges that change very rapidly.
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