MPO Technical Committee Meeting   1/17/2023

James Freas, Ben Chambers, Roy Stolzenberg, Kevin McDermott, Jessica Hersh-Baller, Alberic Karina-Plun, Luis Carrazana, Charles Proctor,

All right, thanks.

I'm going to brief Bill Masala's trip on that.

All right, thanks.

First up, we have management of the public.

Do you have any members of the public who would like to speak?

Aye.

Great.

Yeah, so we're going to talk about all of the targets all together.

So the reason we talk about performance targets is basically because when the new infrastructure act was passed going back to 2012, then we didn't have the progress that really established this need to look at system measurement being strategic about how investments were occurring into

So what happened is that as part of that legislation there were some national goals that were identified and in order to support achieving those national goals there was this practice that was established to develop national performance targets in several critical areas that would be established to help

to help sort of frame how investments are being made into projects that would support the achievement of those national targets.

So the national targets are focused on infrastructure conditions and things like what kind of condition bridges and pavement are in.

They're focused on safety.

They're focused on system reliability.

So how travel and freight reliability on the interstate system.

And then there are also performance measures that are established for air quality.

The air quality measures do not apply to our MPO area because we are not in a non-engagement area.

Our air quality is too good.

We don't have to report on the air quality, but we do need to set standards in all these other areas.

The way this works is that the targets are established by the US military transportation every four years for most of the targets.

And then we also review the safety performance targets annually.

So the targets are established

Nationally, and then the state's established performance targets that are intended to support the achievement of a national target.

And then that trickles down to the MPOs.

So then the MPOs are required to set performance targets that also support the achievement of the state maximum target.

So kind of a little flow chart so that we are making sure that the targets that are established nationally are being pursued by all of the different levels of transportation planning and projects.

Basically, by establishing targets, what we are doing is we are committing to pursue projects and objectives that support the achievement of those targets.

The overall progress towards meeting performance targets are evaluated at the state level, not at the MPO level, and we have the option as the local MPO to either up the state targets or set our own targets.

The Charlottesville, Albemarle, MPO has historically adopted the state targets, which makes sense because so much of the state infrastructure is maintained by the state of Virginia.

And then the policies and the processes that are used to identify projects are all heavily influenced by the state records and state policies as well.

So typically we are pursuing a project based on how the state is prioritizing.

projects.

And so that's why we have historically adopted the state targets.

So just to go through a couple of the specific targets, I think the one that probably makes the most sense if you wanted to deviate from adopting the state targets are the state peak targets, just because the data is showing that the Charlottesville, Albemarle, MPO area maybe is showing a slightly different trend from some areas on the state.

But again,

We are not significantly doing anything different beyond using the state established processes for evaluating projects at this time.

So there's an argument that can be made either way.

We need to set targets, safety targets regarding the number of fatalities and the fatality rate, the number of serious injuries and the serious injury rate, and then the number of non-motorized fatalities and serious injuries.

So this chart up here basically shows

What the state adopted targets are, what the trends are that are being shown in the Charlottesville area, and then what the actual targets would be if we adopt one set or the other.

So you can see that for the change in fatalities, if we use the statewide target, this is actually showing an increase overall in the number of fatalities.

What happens is that the performance targets themselves at the state level have to be established using data and performance measures.

And so what they're showing is that the data based on their projections actually showing that there's going to be an increase in the number of fatalities.

So the performance target is actually trying to minimize how much those fatalities increase over the target year period.

That said, when this discussion was held with the CTB a few months ago, the Commonwealth Transportation Board a couple of months ago, they established both the performance-based targets and then they also established aspirational targets and instructed the VDOT staff basically to consider ways that they could work towards achieving these more aspirational targets.

Regardless of the targets that are set related to fatalities or serious injuries,

Projects that improve the safety are our priorities for our region and it will significantly impact whether or not we pursue safety projects.

Those tend to be the projects that are prioritized for all of the localities.

So if we adopt the targets, the statewide targets for the safety performance, we would be adopting the targets that are shown in the stats column in the red.

So it does have a little bit of a difference compared to if we adopt the targets that are based on what our local trends are showing.

So we'll use why we wouldn't anchor the operational targets, but would that change how we are selecting projects?

I think at this point, I would say that we are pursuing, as I think I shared with you all, we are pursuing the same-sex algorithm, which would help us identify more regionally specific goals for the performance metrics.

So it seems like if we wanted to say that we wanted to adopt a comprehensive set of strategies for y'all that would see the current, that would be the opportunity where we could really critically think through what those targets are and what it is that we're doing to support those beyond just, you know,

It is interesting though that based on using the existing performance projections for that

Any other questions?

This is always the one that feels really uncomfortable to establish.

Okay.

So the next one is really measuring the infrastructure conditions of some performance targets.

So this is looking at what are the state of the maintenance of bridges, and then also combine those with overall system reliability and performance.

So for any of the performance measures that are talking about good condition, the goal is to

to be above whatever that performance target is.

So you can see that for the Charlottesville, Albemarle, MPO area, you know, just looking at the percent of bridges that are in good condition, the actual percentage we're showing is 10.8, whereas the four-year target adopted by the state is 45.1.

So this is the place where our region is a little bit below the state target.

And there are a lot of reasons for that, but keep in mind that this is just looking at bridges that are in the national highway system, not necessarily all bridges in our area.

So it could be that there are only a few and if there's one or two that need, that are in poor condition that could, you know, disproportionately impact what a performance measure looks like or what that actual performance is.

So any of the ones that are in good condition, our goal is to be above that performance target.

And then any of the ones that are in poor condition are goals that people live after.

So you can see that we don't want any more than 7.8% of our bridges to be in poor condition.

And we are at frequent that sort of thing.

So we're doing well in that category.

Again, this makes a lot of sense to adopt from the state, to adopt the statewide targets for this, because the state is basically prioritizing that

The maintenance of the bridges in the pavement already, so it makes sense to, for our region to adopt the state carcass here.

And then for the reliability factors here at the bottom of these final grade, you can see that the Shellsville-Albemarle area is performing very well about the state carcass in all of those areas.

So again, this is an area where it would make sense for us to adopt the state carcass because we're not seeing significant

That would make this a higher priority for our region compared to the statewide system.

Yes.

Well, so the state target is 25.1 to be in good condition.

We have 10.8% that are in good condition.

So we have less than good condition than the state targeted for our region.

Oh, yes, you're right.

I'm sorry.

Thank you, Murray.

Yeah.

I didn't hear the question.

They're rated on several criteria, superstructure, substructure, surface conditions of the deck.

And if you're below in any one of those, it's rated as fair.

And then if it's below like five, I think it's rated poor.

So it's just a matter of the rating system you use and when they evaluate it, what it rates as on a scale of one to 10.

The data is posted for each structure on the website.

Those are ones that we just don't want to get.

Any other questions on these?

And then the last one is the transit asset management targets and honestly, Juwhan, feel free to, or Zadie, feel free to jump in if you want to add anything to this.

But basically for the transit asset management, these are established in conjunction with the transit agencies, just as a standard to make sure that they're

Plea and equipment and facilities are all in good condition.

So for the smaller transit agencies, which are most of the transit agencies that operate in the state, including both Jaunt and CAT, the Department of Rail and Public Transportation sponsors what they call a Tier 2 Asset Management Plan that establishes statewide performance measures for these agencies.

So basically, these goals that are set are set for all of the smaller transit agencies throughout the state by DRPT and the Charlottesville, Albemarle, MPO as well as the other MPOs have the opportunity to adopt the, you know, performance goals that are going to support the larger state by goals for all transit operators throughout the state.

That's mostly based on the asset condition.

Mileage is not considered at all when it comes to TAM planning.

It is just the age of the asset.

And it is considered like the maximum age of an asset in terms of its expected lifespan.

We use another scale that is useful life versus the useful life benchmark.

Useful life is at the point at which an asset is eligible to receive federal funding for replacement.

So generally in the Commonwealth, we see most of our assets begin their kind of phase out

When they reach their useful life, which is generally about half the useful life benchmark.

We do expect that over the short term, the actual versus the target is going to drift up a little bit because there is this significant delay in getting vehicles just due to shortages and backlogs still in the manufacture of buses.

So as far as the adoption of the NPS performance targets, we are asking you all to make your recommendations to a policy board who will ultimately determine which targets are adopted.

The staff recommendation is that you all recommend the adoption of the state-established performance targets for safety, infrastructure, and system performance.

The alternative safety requirements targets are more stringent than the state ones.

Correct.

What are the consequences of these targets?

Does anything happen with that?

Not at the MPO level.

Basically, these are a guiding framework that we would use.

These are the targets we want to achieve in our area.

We will commit to the programming to support the achievement of those targets.

Optionally, they probably won't make that much of a difference because in our area, we already prioritize safety projects.

And as you can see, we don't really have the sustainability concerns, and the state already prioritizes the infrastructure maintenance types of things.

So I don't know that functionally it would make a significant difference, but we are not necessarily going to be penalized if we don't meet the targets.

All right, a motion and a second.

Ben Chambers.

Yes.

Roy Stolzenberg.

Yes.

Yes.

If I created it, I don't know anybody.

Go with it.

Next up, what's the next, a little deep dive.

Do I have to do the slides first, right?

So the Federal Transit Administration Section 5310 program is authorized under the Fixing America's Service Transportation Act, which was passed in 2015.

And the Section 5310 program supports transportation services for seniors and people with disabilities.

It's a discretionary grant program.

DRPT administers the program and

and is the designated recipient.

And then they pass through the funds to entities within the region.

So mobility management builds coordination among transportation providers and expands the availability of services for seniors and people with disabilities.

It has three goals.

to increase transportation, to improve access to transportation, and to build transportation services for seniors and people with disabilities.

So it wants, they would want us to work with public transit first, and then if that's not meeting the needs, then work to increase transit in other ways.

The Foothills mobility, area mobility system

has a mobility management program and the TJPDC is considering applying for a mobility management grant that would be similar to the foothills area mobility systems.

It would be a one hall center, one song one hall center that would have a website and information on all of the transportation options available, transit and volunteer driving and other things as well.

and it'd be a call center where people can call in or visit the website and they would be referred to a ride and they just went service already.

If we were awarded the grant, we would introduce the concept of mobility management and we would start working with service providers and marketing would be to serve human service providers who work with older adults and people with disabilities.

We're not going to turn away anybody who calls and isn't an older and older person with disability, but the grant is focused on serving that population.

So we'll start the call center website

We'll also have a data system that will gather data on needs.

So we'll be calling people back and making sure that they were able to get to where they needed to go.

And if they weren't, we'll track that in our data system as well.

And we'll be building partnerships.

So the first year budget is $100,000.

That slide is old.

with a 4% local match, and it would have a halftime manager for 12 months for the year and a full-time staff for six months.

And then once the first year is up, we can continue to grow the program.

We'll be able to have that data saying where the needs are, and then we can work with service providers on meeting those needs.

So some of the things that we can do would be to support transit and adding new services.

We can also do like a taxi or a gas voucher program.

We can help support a volunteer driver program.

We can try to expand services to our counties, help coordinate scheduling.

That's something that

Even by like having a even by transit interface is one of the goals of mobility management like the one call center is to be able to have people you know I want to ride the bus and you don't have to know if it's John or UTS or CAT eventually it will just be like one system to the public which would be easier to understand.

We can also do travel training where somebody works with a person who has

barriers to riding transit and develops a plan to help them learn how to ride transit and build upon those barriers.

Travel trainers typically ride on the bus with the people and then sometimes they'll follow behind as the person rides on their own until they're comfortable that the person's able to do it on their own.

This will also, the Mobility Management Program will also be working to create efficiency and collaboration among the service providers.

And so we're applying for a grant.

It's due at the end of the month.

And if we get it to start the program, we'll do program startup in July.

Or any modifications to it?

You have one very minor thing.

I don't know if the letter is still said on here.

Oh, yeah, I'll fix that.

What exactly is a half-time value?

A half-time value is 20 hours a week.

That's all we're doing.

That's what we're starting.

We want to make sure to start with small and little over time.

It's not huge, the amount in the state, and so I think we put in a massive application, just not likely to be funded.

We need to build our program to show success over time, and then

Yes, I was actually wondering, who designed the 100,000 or the other figure put it in the statement?

No, the way the CJPDC receives local per capita funding, 75% of that funding per policy of the commission is required to be on regional projects.

25% is on local specific projects.

So that regional, it depends on what we're working on.

So in years past, we've spent a large amount of that building the regional housing partnership.

We've spent a lot of that funding on building the broadband application.

We have a motion to recommend the draft letter.

I have a motion to second.

Second.

All in favor, say aye.

Aye.

Aye.

Any abstentions?

Alright, so just as a reminder, we talked about this whole process that we're going through to get through our long-range transportation plan.

So Ryan will tell you in a minute about the demographic and land use trends that he's been working on and then we've got through the existence of some operations will be evaluated largely as part of our analysis on identifying the

The need priorities, but we have also met with the modeling staff at VDOT to talk about any sorts of usages for the regional travel demand model for this project.

We have reviewed the background plans and that will continue as the project moves forward.

And then we do have the draft goals and objectives that we already talked with you all about.

So really what I'm going to spend the bulk of my time today talking about

It's the project prioritization process that we've been working through with what we need to talk about, how we're going to evaluate what some of these goals and objectives are based on our system needs.

So just to give you a little bit of a reminder, the framework for the development of the needs of the project prioritization process had a few

Guiding principles that we are moving into to establish the system.

So, based on using existing publicly acceptable data or data that have been submitted to that video, both Cat and John provided us with some system online performance data that we'll be pulling in to use to assess the transit performance and help us identify where there might be infrastructure needs related to improving transit operations areas.

And then,

And then the other thing is that it's based on our existing SAP and technical capacity.

So we don't have to necessarily rely on things that we don't already have available to run this process.

And it is very highly focused on developing a reputable process.

So it's something that we can use and adapt and treaters.

The process is developed on our regionally established goals and objectives.

So we were working through that kind of simultaneously as developing that project to at least get an idea of what the goal and objective categories would be.

And then each of the thresholds that was developed for the evaluation of system and project priorities includes two different thresholds.

So we have a policy decision we can make based on some different thresholds that are available for us to assess how we want to measure animal reported.

different considerations.

So we've been having these discussions.

I hope it's been iterative.

I hope I've been informing you as a job so that your feedback is incorporated into the process.

But just a couple of things that I'll emphasize as we go through it today is that we incorporate an additional multi-modal system considerations into the project organization based on your input.

We also try to apply more of an equity lens approach to making sure that where

It could be factored into each of the different evaluation criteria that there was an equity component.

And then we also added environmental impact factors to determine the need for work.

I'll talk through that in a minute.

Just so you all have an idea of how this whole process is going to work, basically performance measures are established in each of the goal and objective

That's going to be standardized to a seven point scale.

And then that's going to give us an opportunity to combine the standardized scores into the final week category based on how much weight we want to get in each of the factors.

So our draft goals, these are the different categories that will be measured, safety, equity and accessibility, efficiency, economic development, land use, environmental impacts.

And then this is just an example of what that whole compilation process is going to look like.

So there's going to be a needs score that is evaluated based on that normalization between zero to seven, as you can see in this column right here.

in each of those categories, and then there's a weight assigned in that space on how much priority we're going to give to each of those different criteria, multiply those together, and that's going to give you a weighted score, and then the project's priority is going to be based on the score.

You won't see the environmental impacts on here, and that's because those are going to be an adjustment based on the final score that was applied at the end, and I can explain that in a minute, but any questions so far?

So I just want to highlight a few things that are a little bit different than what we had talked about previously.

Just as we got through this process, we realized maybe some of the outcomes weren't really getting us where we wanted to go and we're identifying the priorities that we knew when it needed to be captured.

So the roadway safety is pretty much the same category.

We're using the potential for safety improvement, intersections, and segment rankings.

And then the thresholds are listed where we can choose which of those we want to include in the evacuation.

For the pedestrian safety, the initial methodology that they have recommended was based on identifying crash clusters using

and they realized that this wasn't really capturing a lot of the corridors or the segments that had pedestrian safety needs.

So the recommendation that was switched to using the corridors and segments that were identified as part of the pedestrian safety action plan.

This is a plan that was developed by VDOT in 2018.

There have been a couple of revisions.

I think the most recent map, the version 3.0 map, incorporates 2020 data, but it identifies the top 1% of the corridors and the top 5% of the corridors.

This both looks at areas where there are existing crash clusters, and it also looks at corridors using a predictive analysis of these are areas where

There's a lot of potential for crashes based on different characteristics, like speed limit, attraction of our destinations that might be attracted to pedestrians, things like that.

So it doesn't just depend on crashes already occurring, but helps us determine where they're taking you from crashes that could occur, even if they haven't occurred yet.

For the equity and accessibility, I think we already talked about this in some detail, but we're really using job access as a proxy to how easy it is for people to access points of interest throughout the travel system, travel, yeah, transportation system.

Originally, we were kind of basing this on accessibility to activities centers, but after some back and forth,

I think we decided to take out the use of the activity centers as sort of a standard as a gauge to use for access.

So I'm going to read my notes here because this gets a little bit technical, but it uses spatial statistics to determine the job access for each sense of thought where there's a modulation of people.

So you're figuring out how many people are in a sense of thought, how many jobs do they have access to, and where there's an efficiency, it's going to show up as a transportation system.

In order to help us determine where the transportation system has a deficiency that could be corrected or where there's an opportunity improvement, what we're doing is we're taking the existing condition of the system that we're measuring so we can take bike access to jobs, for example.

We want to say if we're measuring how many people have access to jobs by bike,

We're going to compare, we want to compare how many people currently have access to bikes, to jobs by bike versus how many people could have access to jobs by bike under an idealized scenario.

So for the bike access to jobs, we're comparing the job accessibility at the existing level of travel stress to jobs that are accessible at the highest level of travel stress of level four.

That means that

All of the barriers to being able to access jobs by court review.

So everybody can access jobs at that very highest level of travel stress.

That's what the deficiency is, and that helps us determine where there's an opportunity, where there's an improvement, and how that creates job outcomes.

Does that make sense to everybody?

Okay.

So each one of those categories has an existing condition that's being compared to an ideal condition.

For transit access, that splits the difference between how many people can access just outside PIM, but now we're becoming able to access those data by vehicle.

So vehicle access is the ideal condition for transit access being compared to if we're auto-excessive, comparing the difference between current accessibility during peak hours to accessibility during non-peak hours.

So there is a population component to this.

And so for the general factors, we're applying this analysis to the general population.

And then we're also going to do the same thing using the equity priority communities, specifically related with transit access.

And the other thing I want to, I just want to reiterate that

The quantitative analysis is just starting point to have the discussion.

Maybe Olivia could ask a question.

Just a few more books can be worn, right?

It's included in the memo, who is included in that.

And I think with the broader emphasis on environmental justice, we could just cut those things or ADA.

I think it does pretty comprehensively covers the areas that we have to make sure we are...

The challenge of that is not going to pick out specific demographics.

So if you wanted to know specifically who are the populations that are negatively, that have a negative,

The ability of system efficiency is pretty standardized and not really different from what we presented before.

The one thing that is different is that we added this bus transit on-site performance

evaluation to it.

And there were a couple of different commercials that we could use to work with the transit providers to figure out which makes sense.

But again, this is really going to evaluate where there is an on-prem performance deficiency in the system that is impacting transit.

And this would help emphasize where there might be some sort of bottleneck or some issue where

where there's a need to improve the infrastructure.

We can either use out the thresholds with system-wide weekly average on-prem performance from the previous year.

So basically if the on-prem performance is the same as the previous year, that wouldn't necessarily show up as a high need.

Whereas if the on-prem performance is deteriorating between years, that would show up as there is a system that needs to be corrected.

And then land use and economic development.

This has largely been developed since we had previously discussed this.

So what we had talked about with the consultant team was using the walk score and mic score

from the trans in order to help us identify projects where there is a good opportunity for transportation infrastructure to make more meaningful connections within the development areas in order to increase the walkability between where people are coming from and important community features that people want to access.

So this is getting into the land use component right here.

And then there's also an evaluation that will be applied to the disadvantaged populations.

So the general methodology is that areas that have a higher walk score or segments that have a walk higher walk score but not a longer walk score will have a higher priority because it's a better opportunity to connect

for those transportation features to provide a connection in an otherwise vulnerable area.

So it's kind of the opposite of the access.

So since you know it's going to be the D-Tran block store would have to be agnostic to the current conditions, right?

It was just how close are you?

It's a little bit of a black box.

Yeah.

Well, I'm going to look at it before I can fully digest the company or who can be in the works.

These are different parts of town that have lower walkability scores.

They could have better walkability scores if you do people's linkages, maybe.

So yeah, I've kind of questioned that myself.

And I think it's the walkability scores coming from the walkability score of, I forget now, who actually generates a walkable order.

But it's the third party's community.

And part of that depends on the thresholds that we use.

So we can either say, I think the recommended threshold for either for box scores that were above, I don't remember, but 49, so 49 and above, or any area that's basically saying if you have the

I don't know, this isn't really what it says, but basically saying it's in the top half of what could be walkable in our area with some additional improvements.

You know, we can use that as a threshold.

The other threshold is that they recommended what any, just you get the overall walk for, for all of the areas in the city of Charlottesville and the backlash of growth areas in Albemarle County.

Yeah, that's sort of my concern for this whole presentation or this whole document.

Right, so again, we are working within the framework of the project that we started with.

This gives us a point to start having a conversation about what the system needs are, but we completely acknowledge that the conversation does not stop.

This basically says, based on these needs, this is where we think are the areas that we need to look at, but let's talk about it and see if anything does or doesn't make sense and have a bigger conversation.

So again, it's a starting point.

It's not the end of the conversation.

Yeah, that makes sense.

I guess it's just when we have kind of a lot of spits on the app, we can do slot jacks and it doesn't make sense.

And another aspect of this, since I'm not in a meeting, I need to read meaningful forward words, like allow people to go longer distances across a relatively small area.

We're six by eight miles from the southeast west,

You get from one side to the other.

It's funny, you pitch out the activity center, which is something I kind of keep coming back to.

It's like five or six different major areas in our community where people probably want to get to.

When they get to downtown, they get to Pantops.

When they get to Adriatic and 29, that's where the density is, where the potential density is.

That's where our services are.

So, I mean, I don't want to take you all from where you're headed, but it's just like,

actually fits together something that is meaningful and it's not just collecting data, but sometimes you can collect data and you get results from it and then you end up with something that's not really very transformative.

The patchwork of the projects is not really worth a larger goal.

And our goals are relatively broad, too, so it's kind of like how do we fit in with that.

What is also challenging about this is we're trying to figure out how do you prioritize things that are kind of at kind of the little opposite ends of the of the spectrum so Michael what you're talking about gets a little bit more towards like the accessibility measures where were their overall accessibility barriers to how people are able to access jobs generally versus how do we create these sort of walkable communities where people can

Get places without having to rely on vehicle.

So those are both really important priorities.

You need to consider a multitude of ways that people can access both of those and they both support and identify goals for a region.

So as I mentioned above, when we talked about the whole matrix, we added in some environments and resiliency calculations or evaluations to the overall priority process.

These are basically going to be adjustments that are first in the final score.

So you'll get your cumulative score from all the other factors, and then there will be an adjustment to the combining based on some of these identified resiliency needs.

So the ones that are suggested were a 5% adjustment for segments,

I don't actually think there were a lot that were identified in V-TRANS, but that could be something that we see an increase in over time that gives us an opportunity to evaluate and prioritize those.

The last step of this is really figuring out how to...

So this is going to help us identify where the system needs are.

That helps us determine which kinds of projects we want to be looking at when we develop our constraints list.

So we'll go through the needs, we'll look at the projects that have been identified through other planning processes or that are relatively straightforward, where there's a very direct project that can be applied.

And we'll start seeing where there's a match between identified projects and the system needs that are determined.

And then we'll start actually prioritizing the projects.

And so to develop the project score, this is going to follow a little bit more some of those evaluation processes that are already in place like SMART SCALE.

And I'll be honest right now that I don't have that a minute with the full details of how this is going to be evaluated.

I can certainly get back to you if you all have any questions.

So we're basically going to use the potential for a project to reduce crash frequency based on crash modification factors that have already been developed.

So this is a list of potential things you can do in perspective improvements you can do to reduce crashes.

And there's a crash modification factor that is listed with all of those.

And so we can pull that in and then

and then convert the crash frequency reduction by the readable mileage to get the potential reduction and crash rate for the projects.

The accessibility is going to be largely based on the potential for the project to increase accessibility by the different modes, but doing that for the general population as well as for disadvantaged population.

And then what the consultants have proposed is that there are bonus points that are given to projects that provide multi-lingual elements in their project.

Is that one?

I believe so.

Potentially, I think, yeah.

I don't know if he gets his point or not.

Yeah, I can clarify that.

The mobility and system efficiency, that's really based on

You know, the average daily travel around the project limits and where the project limit buffer is determined by functional class.

So it's really measuring the potential impact to improve the system based on the average angle of interest and the functional classification, which indicates what the expected use of effort is.

And then also corporate

And then the land use and economic development.

This is where we would rely on the travel demand model to really measure where the drop earth is based on the analysis zones that are established.

So we are really going to be measuring how many additional jobs will be able to be accessed within those analysis zones.

And they are using the activity centers for this right here.

And I can have a conversation with them about

Whether or not we want to do that.

And then also using the box for and by score.

Again, this isn't, I don't have as much information and I wish I did have information a little bit more prepared for you, but the details are very limited and I'll have to have some conversations with them about exactly how it would be calculated.

Yeah, so I think we have a lot of flexibility on doing that, but we definitely, because the next phase of this, so we're working to basically review or most of them just with different stakeholder groups, and then we'll get those vetted, and then we'll go to the public and start asking for public feedback to determine how much weight to give any of those.

yeah like I have opinions based on like good reading and right like growth area versus places high for plots for high population like it's not like we're very like very stressed a lot of people pretty dense not the growth area for arcane reasons from 70s

I think that it is our influence to use the threshold based on what our preferred outcomes are versus vice versa.

Um, it's one kind of perfect question, um, on the like crash adjustment numbers or not, that's not really about this much underlying thing.

I don't know the answer to that.

I will say that these are the equivalent property damage only that is used in the SMART SCALE.

So this does align kind of if we wanted to get an idea of how we're supporting SMART SCALE, there is a little bit of an alignment.

We are able to adjust those, so we can find, we want to see the different values for those.

Definitely, you wrote in the notes, sort of all the notes, all of the notes that I was close about.

Is it the base amount that we said

But added to the overall score.

I think standardized to the seven.

Other questions?

Exactly.

Next up, we have the ACF writer.

I say that because I think that was like the most major milestone for me to produce.

The total population for Apple Farm in Charlottesville is about 158,000, the most dominant population for the white alone, second black American, and then I believe it's Asian and Hispanic or relatively close.

Yes, and a good point.

So what I heard from you was where

We'll try it.

Partly graded by education, household income,

Industry.

Travel time to work.

I love to grab something.

The writer, the state, the ruler, the percentage, the doctor, the school, the printer percentage.

Parkour, bus, bicycle, wall.

and all.

I'm sure that was probably right, but now there's a factor that could be going on with that record.

It means to work by age, so it's going to help.

It's going to be able to use this chart that goes through the segments toward the point that I know of.

Why do the characters

David Abner, Bill Shusterson, Daniel Scoble, Allen, Arlie Fairwood.

Disability characteristics, Fridays,

began road 100 miles south of West Charlottesville, less than 40,000 a year,

households greater than 150,000.

Overall, the average population is around 3,800.

Standard deviation of about

Fortune 100, so there's a wide range of populations in statistics.

In some information, I get to block groups, whether it's in the ocean, in the wild, it would die in the soil.

There's a little bit in Australia.

population 29 years and younger, ratio of 65 in order to return from non.

Ratio of female and male, female population, percent white alone,

This is percent right of only for minority citizens.

That's it.

I think that I will go and try to update some of those, some of those data sets

I will update these maps to include the actual procedures.

That it looked a lot like 20.5.

There wasn't much variation.

I think one surprising thing that I saw, I think in terms of moving to Charlottesville,

We're seeing the area now and coming through geographically after New Orleans.

I think that was probably not expected needed.

Yes, I think our family and I have been talking just last week and yeah, I think they're having these experiences and we're able to do that with these maps.

Can you explain

Okay, I'm going to show you the past information.

I'm going to show you the past information.

I'm going to show you the past information.

This is just the population of the fish.

So basically, the population here as compared to here.

This is less population than this.

This is less population than that.

And it's the same with the leadership of the people in the mail, it's pregnancy work, it's over, you know, around the end.

Yeah, it looks like we're basically all gathered again, this is why I couldn't chat, and not all of that isn't.

Do you know what the total range is, Ryan?

I'm just curious if there's a big bike to work on the left corner of Almero County.

Do you know why?

Bike to work.

Bike to work.

Where's the bike?

Yeah, no, I'm glad you pointed that out, Juwhan.

I was kind of curious about that.

It's a new, like the margin of error, and literally with one margin of error are really high compared to the agent point.

It doesn't show up so much on the county wide staff, but you know, there's like one local organization running our goals so that like their neighborhoods basically run through and like making these kind of fraud claims, but the margin of error,

Yeah, you know Rory, I thought about that as I was looking at this and you start putting in another pattern and it gets... Yeah, I think that's not needed.

It's something more of a cost-effective when it's unreliable, maybe.

You could make some bread hole in the market and everything.

Yeah, that's a good thing.

DRPT grants are due on February 1st, so that is the current RideShare activities.

We will not only be applying

for our regularly scheduled operating grant that we do every year.

But DRPT has tasked all of the CAPS, which is the Commuter Assistance Programs, that's our official title now, with doing a strategic plan similar to the transit agencies.

So we will be applying for a technical assistance grant to be undertaking that particular requirement and the strategic plan.

which I think is really exciting given the timeline of everything with, you know, hybrid and remote are really taking a large presence during the pandemic and seeing how that's now working into the fabric of most employees and the addition that they have to express that means a really good time to be looking at what different things we could be doing now that there are a lot of different other opportunities.

So those two are the big things.

And speaking of Acton Express, they are in, I guess maybe today is the last day for a public comment period on some route changes and schedule changes that they will be implementing, hopefully starting in February.

They are adding routes, so it's good changes.

The schedule is mostly there to accommodate the health service workers.

So that is a project through CSPDC.

So they have received the comments, but to my knowledge, when we met last Monday, they had not received

Too much feedback, just a couple of people here or there that wanted to see slightly different things.

Yeah, a couple of exciting things that are happening.

First of all, as I referenced earlier, we are scheduling the stakeholder discussion groups for the Long Range Transportation Plan to

provide feedback on the draft goals and objectives for February so we can talk to the business stakeholders schedule and I think I'll be able to schedule the community partner organization safety professionals later this week.

So that's exciting.

As I mentioned earlier, SMART SCALE projects are the recommended funding series for SMART SCALE products are offered a little bit later on the CPP agenda today.

I just pulled up a live stream

And then the last thing that I want to mention is pending unexpected news from that announcement.

With the $42 million dollar price tag, we are making the educated assumption that the Urbana River bicycle industrial grid is not going to be funded this time.

So we are working with VDOT to develop a RAISE grant application to fund the PE, the preliminary engineering phase of the work, in order to identify what some of the actual risks are, in order to hopefully, one, go ahead and find another funding source to do that first project phase, and one second, to reduce that disease to a point where the project could potentially be a little bit more

Are we missing out on anything that could be aligned or instead by doing that?

I don't know that there's anything that we had in our pipeline that we were ready to move forward with at this point.

This seems like a project where there's been a lot of work and a lot of commitment, but we could potentially, each region could apply for multiple projects.

Well, the Union Station, they lost out on the race grant before

If we get the grant, would that be looking at essentially like

So they will, they will basically let us know what they would like to conclude as part of that great application.

I think the, the, um, artificial feedback that I've heard sort of, you know, feeling out what direction they would like it to go.

I think there's pretty strong feelings that,

They have done due process and getting to the point where we are right now, but they have given me direction and leniency.

Well, if you pick the alignment, that was quite expensive.

So, um, all right.

I guess Paul's going to do what they're going to do.

Thanks.

Um, all right.

It's going to be a regular and ongoing meeting and coordination between folks across city departments, public works, public service, data development to make sure that we're all on the same page with what transportation products are currently going on, what's upcoming, what are our priorities in the future, what data needs to be had to sort of make sure we're all on the same page.

I'm really excited to get that started.

Not only something we've been doing in the city for recent years,

It's sort of replaced with something we were doing earlier that's more focused around construction projects.

Some of the transportation people get a little bored with that meeting because, you know, sometimes it wasn't a transportation focus, so this puts it in a meeting that should be interesting to them throughout the entire thing.

Part of that is we're going to be making sure that we're staying on top of what projects that we have coming up.

So we're building out sort of a string

I'm looking to make that portion of the spreadsheet public facing, so the public also knows what we're up to.

Part of that working group will also be a new position, a clinical position, but it's a current position posted by the coordinator, so if you have anybody in mind who might be able to help me out, if I have enemies in the city positioned up there, that person will also be

extended the permit for data for the scooters so that we can address some of the issues and we're hoping we'll get a high-tech coordinator position or someone hired in that position to help us work with data to figure out what those updated permit regulations might look like so that we can solve some of those issues and solve some city trials issues as well.

Aside from things that are directly within my purview among the states and Juwhan's updated, CAT will be releasing this week a

We have to have that due to DRPT by the end of the year so that you can continue to get state and federal funding.

It's going to be a kind of tight timeline using these strategic plans to take about a year.

We're putting out the RFP this week, so that means we'll probably have somebody under contract in a month, and that means we have 10 months to do what we would have to do in a year.

So that's going to be a very high turnaround.

We are planning to do some of the

of certain size, instead of doing your transit development plan, DRPT has created a different requirement for a transit strategic plan, very similar document, but more geared towards what you guys are trying to actually accomplish and not just an exercise of what we need to carry out in your current system or to tweak your current system.

So it's more in depth about what a GPD usually does and geared towards

I think it's like 16 agencies in the state have a certain size and CAT has gone back to that goal.

You had to see some of that next year.

And then the last update I have is also a CAT one.

We are in the midst of doing a study for what fuel CAT is going to be using going forward.

We are still in the process of determining what fuel type it will be.

There should be some meetings coming out or some of you may be invited to discuss what

The findings of our consultant have been so far, and once we get past that and have decided what tool type we need, our consultant will be moving on to more of a space planning effort for the CAT facility to figure out, you know, if we're going electric, where do we need the plugs, where do we need additional space in our maintenance bays.

And what the consultant has found?

They've been looking at

And I don't think they've come down with a, this is what you guys should be doing.

Some of that is going, most of that is going to be determined sort of by internal policy.

So we'll have the data and we'll look at it and see what the right thing is going forward.

The people who are deciding what the right thing is going forward is going to be probably two points out of three months out.

Yeah, I mean, there's a structure issue as well.

And so the information we've provided will be made like a decision.

Then you forgot to mention the mic.

We'll put that out there to see who, I'm assuming one of the invited people

And I do have one question for you.

I mentioned the VDOT corridor for it.

There's a project investment improvement at Ridge and Cherry that I funded that I

We do that, but everyone on the H7 wants to start to feel like a dead history.

One is the Intersection.

Yeah, we're a little bit smaller, everybody's talking about some softwalks, we've had fun in a few years with one of those smart scale projects.

Yeah, so it's like they're making several projects, and that one's actually two smart scale ones, there's one ACIP, I think they actually put it away with, it was replaced by a far scale one, and then there's one actually in bridge end sharing.

I thought it was Ridge and Monticello that was next to the overlap.

I agree with it, SMART.

We're really bringing those two options to the public on Monday night and go from there.

And then I'm going to hand it off to others in front of the board.

Yeah, we have a secondary through plan update.

We're going to go to the board in March to get their recommendations that have been made for our public hearings.

and then you have the priority walls working on.

We're kicking off project selection.

We have a series of meetings next week.

One will be in each residency.

The Charlottesville residence will be next Wednesday.

We have a lot of good little invites in the last week.

The basic purpose behind this is if you think about it more broadly, you know, the Catholic Movement Project, there are probably major four major steps.

The first one is planning where the idea is to come out with either or

The third step is what we're all familiar with the engineering and the construction and we're trying to really emphasize

around the SMART SCALE, our location design development department has taken on some crafting of the concept plans we're going to be developing, the active budget estimates that go into the applications of the SMART SCALE.

We're trying to extend that.

We did that with previous ground with good new sharing

It's been a long, solid leap in the process.

And this round of quick new sharing of CAT, they'll be doing that same service of altering it.

It's not a mandatory service, but it's a service by localities where we'll help develop a concept plan, help create the budget estimate, which regardless of whether it's done by locality or by VDOT, VDOT district,

The time manager like Jacobs has to sign all the quality estimates or any application that's going in has to be in a format that will be acceptable to people who view the applications.

So that estimate is very important in a similar format.

But the process we're really trying to introduce here is a little bit more of those concept plans and those estimates created and that's making sure that the localities

and sort of craft what that idea is that they want for VDOT to, you know, do that preliminary engineering, do that estimation for the applications.

And it's really a, it's sort of a longer range and different components.

Obviously, whether you're sharing CAT or among odd years of cycle, we're getting ready to enter into one

So we find ourselves sort of needing to create a sort of sketch available localities and a really good project narrative that explains what that project is now.

But what we'd like to try to do is, before that happens, sort of have a stable project, if you will.

What are the projects each locality wants to do in the next three to five years?

I mean, we have documents and a lot of planning documents.

It's one of the first out of planning

If you have hundreds of projects that you might want to do, we're trying to get the vocalities users to prioritize what their projects are and talk about rural efforts.

We'll talk about that too.

Which is good because it's like, can we get like the top 25, 30 projects that you really are thinking about doing in the next three, five years?

Can we get that on our radar screen too?

And the problem with that, we'll pick projects as we go into that even on the near cycle of revenue sharing as far as getting on the other side.

We pick products out of that stable.

We start to define exactly, you know, what is the concept that you're trying to do when you put it in context?

You know, the project itself, what are you trying to do?

What's the main use either side of the sidewalk project, building improvement project,

What's happening beyond Wood's project?

It is a blank trail.

What are the next phases of this thing?

It will allow both VDOT, you know, reviewing the applications and what they're actually, what our location design department is trying to craft that plan

What is that context that's been put to the objective that are supposed to be in it?

I think it's going to affect the chance for localities to impress upon some VDOT road engineers some of the things that they've not always, you know, they're looking at it from their standards, which are typical, you know, width and slope and that type of stuff like that.

It may be a little bit more land use and some of the aesthetic treatments

but it also has really helped the localities understand sometimes when there are crafting plans, some of the limitations that may be imposed on our VDOT standards.

We've seen it from a project in the last round where I think in Avon Street, at the City County line where there was a conflict in using that bridge, the bike trail to go across the bridge, and that pretty quickly got ruled out

and the process.

And the process of creating that concept, plan, and application is pretty compressed during the three-month process.

And trying to think, what should we get into that process?

What are some of the trade-offs that we might be having to assess?

And that's sort of helping bridge that planner and engineering divide where the planners need to be able to understand some of the limitations they may face in the engineering realm, and again, try to help their engineers understand some of the components

A new process, we're going to learn more from this ground that we will be applying towards the SMART SCALE ground.

And then maybe in a couple of years from now, we will have stable projects where we can draw from, through this process with the local community, try to define what these projects are,

Move into the application round.

I hope that will solve some of the problems you've seen in the past.

But I've already talked to a couple of people about this.

Any questions?

We're asking for feedback on this stuff.

All right.

Z.R.

I have one update.

That's a reminder that the DRPT's transit grant season is open for applications and will be closing on February 1st.

That's all I have today.

Oh, yes, I did.

So if you want to do that, please.

Great.

Yeah, there is a good correction from the museum.

Yeah, I mean, I think previously we kind of talked about that and where it's been for our new electric buses

I have a question for you.

Have you guys looked at the street scene as part of your Ivy Road plan?

I guess we're supposed to get our first draft of the Sony rewrite?

Actually, we'll be soon.