rogue valley area commission on transportation · 3/13/2018 · before the meeting to sammi boyd...

THE MEETING LOCATION IS ACCESSIBLE TO PERSONS WITH DISABILITIES. A REQUEST FOR AN INTERPRETER FOR HEARING IMPAIRED OR FOR OTHER ACCOMMODATIONS FOR PERSONS WITH DISABILITIES SHOULD BE MADE AT LEAST 48 HOURS BEFORE THE MEETING TO SAMMI BOYD AT 541-774-6351.

RVACTRogue Valley Area Commission on Transportation

155 N. 1st Street • P.O. Box 3275 • Central Point, Oregon 97502 • 541-664-6674 • FAX 541-664-7927 DATE: Tuesday, March 13, 2018 Quorum = 14 members TIME: 9:00 a.m. – 11:30 a.m.

LOCATION: Grants Pass City Council Chambers Grants Pass, OR CONTACT: Stephanie Thune, RVCOG: 541-423-1368 RVACT website: http://www.oregon.gov/ODOT/COMM/pages/act_rvact.aspx PURPOSE: The Rogue Valley Area Commission on Transportation (RVACT) is an advisory committee to the Oregon Transportation Commission (OTC) representing the Rogue Valley area of Oregon (Jackson and Josephine Counties). RVACT was formed to strengthen the state/local partnership in transportation planning, programming and development.

1 Welcome / Roll Call / Confirm Quorum Mike Montero, Chair

Tasks Required 1. Perform roll call and confirm quorum for today’s meeting.

Attachment #1 | RVACT Voting Members and Alternates List

2 Review Meeting Agenda Chair

3 Public Input

Items not on the agenda | Limit 5 minutes per person Comments on agenda items allowed during discussion of each item

Chair

Consent Calendar | Items considered routine by RVACT; they will be executed in one action by consensus, with no separate discussion. If discussion is desired, the item will be removed from the Consent Calendar and re-assigned as an action or discussion item.

4 Review/Approve Previous Meeting Minutes Chair

Attachment #2 | RVACT Draft Minutes | December 12, 2017 *Special Meeting*

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http://www.oregon.gov/ODOT/COMM/pages/act_rvact.aspx


Action Items

5 9:15 – 9:20 RVACT Bylaws Revisions Lisa Cornutt

Background

Upon review of the revisions to the Bylaws at the September 12 meeting, some further changes were recommended. Staff will incorporate the changes and bring the Bylaws back to RVACT for approval at the November 14, 2017 (canceled) January 9, 2018 (canceled) March 13, 2018 meeting.

Attachments #3 | RVACT Bylaws with Track Changes

#4 | RVACT Bylaws (final draft with incorporated changes)

Action Requested Approve proposed revisions.

6 9:20 – 9:35 RVACT New Member Applications Chair

Background

The following new member applications have been received:

Robert Lowe | JoCo Private Sector, 2nd Alternate Voter

Jerry Brienza | Aviation, Primary Voter

Brian Gebhard | Aviation, Alternate Voter

Additionally, Resolution No. 2018-09 was received from the City of Medford, appointing Kelly Madding, Deputy City Manager, as Medford’s alternate voter for RVACT, replacing Councilor Michael Zarosinski in that role.

Attachments

#5 | Application for Robert Lowe

#6 | Application for Jerry Brienza

#7 | Application for Brian Gebhard

#8 | City of Medford Resolution No. 2018-09

Actions Requested

Approve JoCo Private Sector, 2nd Alternate member appointment recommended by the Chair/Screening Committee.

Consider/Vote on Aviation Primary and Alternate Voter positions.

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Information Items

7 9:35 – 9:55 2021-2024 STIP Update Lisa Cornutt

Background An update will be given regarding the latest information on the STIP’s funding decisions.

Attachments

#9 | 2021-2024 STIP Funding Allocations (PowerPoint)

#10 | 2021-2024 STIP Funding Allocations

#11 | 2021-2024 STIP Program Descriptions

Action Requested Information only.

8 9:55 – 10:10 Fix-It Materials for STIP Outreach Jerry Marmon

Background Brief update on how Fix-It Projects are developed within ODOT.

Attachments #12 | STIP Fix-It Program (PowerPoint)

#13 | STIP Fix-It Infographic


BREAK | 10:10 – 10:25

9 10:25 – 10:35 ODOT’s Strategic Business Plan Art Anderson

Background A brief overview of ODOT’s Initial Strategic Business Plan, which the OTC approved in January, will be given as part of ODOT’s external outreach process.

Attachments

#14 | SBP Jan/Feb 2018 Overview (PowerPoint)

#15 | SBP Key Messages

#16 | SBP At-a-Glance


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Information Items (Continued)

10 10:35 – 10:50 Local Construction Project Updates Gary Leaming

11 10:50 – 11:05

Oregon Transportation Commission, Legislative & Region Manager Updates Frank Reading

12 11:05 – 11:10 Agenda Build | May 8 RVACT Meeting (JxCo) Chair, Art Anderson

13 Adjournment Chair

The next RVACT meeting will be Tuesday, May 8, at 9:00 a.m. at the Jackson County Parks Auditorium in White City.

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RVACT Voting Member and Alternates

RVACT DESIGNATED & OTHER STAKEHOLDERS

Designated Areas/Agencies (each gets 1 vote = 22, minus current vacancies): Ashland, Butte Falls, Cave Junction, Central Point, Eagle Point, Gold Hill, Grants Pass, Jacksonville, Medford, Phoenix, Rogue River, Shady Cove, Talent + Jackson County, Josephine County, Aviation, Cow Creek Band of Umpqua Tribe of Indians, ODOT, RAIL, RVTD, MRMPO & RVMPO Other Stakeholders (Bicyclists/Pedestrians (1), JACO (3), JOCO (3), Trucking (1) = 8, minus current vacancies : Bicyclists/Pedestrians, JACO Private Sector, JOCO Private Sector, Trucking

Membership Count, Effective March 13, 2018 = 26 Quorum = 50% + 1 || 2/3 majority = 2/3 of members present at meeting

March 13 Quorum = 14 members present || 2/3 majority = will vary

Designated Area/Agency Member Job Title Alternate Job Title

Ashland John Stromberg Mayor Scott Fleury Deputy Public Works Director

Butte Falls VACANT VACANT

Cave Junction Travis Robbins Public Works Director

Daniel Dalegowski Mayor

Central Point Hank Williams Mayor Tom Humphrey Community Dev’t Director

Eagle Point Ruth Jenks Councilor Robert Miller Public Works Dir.

Gold Hill VACANT VACANT

Grants Pass Valerie Lovelace Councilor Lora Glover Parks & Community Dev’t Director

Jacksonville Jim Lewis Councilor Brad Bennington Councilor

Medford Tim Jackle Councilor Kelly Madding Deputy City Manager

Phoenix VACANT VACANT

Rogue River Fred England Councilor Pam VanArsdale Mayor

Shady Cove Steve Mitchell Councilor Dick McGregor Councilor

Talent Darby Stricker Mayor John Harrison Councilor

Attachment 1 (Agenda Item 1)5

Designated Area/Agency Member Job Title Alternate Job Title

Jackson County Bob Strosser Commissioner John Vial Roads & Parks Dir.

Josephine County Dan DeYoung Commissioner Chuck DeJanvier Public Works

Aviation VACANT VACANT

Cow Creek Bank of Umpqua Tribe of Indians

Lonnie Rainville

Operations Officer Sarah Thompson Resident Manager

ODOT Art Anderson Area Manager Jerry Marmon

RAIL John Bullion General Mgr VACANT

RVTD Dan Davis Board Member Paige West Planning & Strategic Programs Manager

MRMPO Rob Brandes Representative Scott Chancey JOCO Transit

RVMPO Mike Quilty RVMPO Policy Comm Chair

Karl Welzenbach RVCOG Planning Program Manager

Modal Stakeholders Member Job Title Alternate Job Title

Bicyclists/Pedestrians Stephen Haydon Representative Lesley Orr Representative

Trucking Mark Gibson Representative Donald Stone Representative

Private Sector Stakeholders Member Job Title Alternate Job Title

JxCo Private Sector

Mike Montero, Chair Representative Justin Braswell 1st Alternate

Earl Wood Representative Al Willstatter (does not have/use email) 2nd Alternate

Craig Stone Representative Mike Savage 3rd Alternate

JoCo Private Sector

Justin Gerlitz, Vice-Chair Representative David

Kellenbeck 1st Alternate

Larry Ford Representative VACANT 2nd Alternate

James Lowe Representative VACANT 3rd Alternate


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155 N. 1st Street • P.O. Box 3275 • Central Point, Oregon 97502 • 541-664-6674 • FAX 541-664-7927 DATE | TIME: Tuesday, December 12, 2017 | 9:00 – 11:30 a.m. *Special Meeting* LOCATION: Jackson County Parks Auditorium | White City, OR The following attended:

Designated Members Organization Phone Number

Art Anderson ODOT 774-6353

Dan Davis RVTD

Fred England Rogue River 951-7000

Jim Lewis Jacksonville 899-7023

Lonnie Rainville

Cow Creek Band of Umpqua

Tribe of Indians 677-5593

Mike Quilty RVMPO 621-4853

Rob Brandes MRMPO 474-5460

Ruth Jenks Eagle Point 941-8537

Scott Fleury Ashland 552-2412

Steve Mitchell Shady Cove 878-2134

Valerie Lovelace Grants Pass 479-0952

Modal Stakeholders Organization Phone Number

Mark Gibson Trucking 944-2018

Stephen Haydon Bicyclists / Pedestrians 226-9044

Private Sector Stakeholders Organization Phone Number

Earl Wood JxCo Private Sector 840-2497

Justin Gerlitz, Vice Chair JoCo Private Sector 244-2617


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Specific agenda items can be accessed via the links below, while the full recording of this meeting can be accessed here: 171212 RVACT Meeting Audio Firefox is recommended as a browser as the audio files will not play consistently using Internet

Explorer. Excused Absences: B. Case (Aviation); B. Strosser (JxCo); J. Braswell (JxCo Private Sector); D. DeYoung (JoCo); D. Stricker (TAL); H. Williams (CP); J. Gerlitz (JoCo Private Sector); J. Stromberg (ASH); T. Jackle (MFR). Absent: Butte Falls (VACANT | No representation); Gold Hill(VACANT | No representation); Phoenix (VACANT | No representation); C. Stone (JxCo Private Sector); J. Bullion (RAIL); J. Harrison (TAL); J. Lowe (JoCo Private Sector); T. Robbins (CJ).

Larry Ford JoCo Private Sector 475-7258

Mike Montero, Chair JxCo Private Sector 779-0771

Mike Savage JxCo Private Sector 840-7104

Alternate Voters Organization Phone Number

Chuck DeJanvier Josephine County 474-5460

John Vial Jackson County 774-6238

Karl Welzenbach RVMPO 423-1360

Kelly Madding Medford, Deputy City Manager 774-2009

Lesley Orr Bicyclists/Pedestrians 707-218-4025

Tom Humphrey Central Point 423-1025

Interested Parties Organization Phone Number

Alex Georgevitch Medford, City Engineer 774-2114

Amber Judd RVI Airport Administration 608-3507

Dick McGregor Shady Cove Councilor 727-5342

Gary Leaming ODOT, Project Information

Specialist 774-6388

Jerry Brienza RVI Airport Director 776-7222

Jim Herndon RVMPO PAC 840-0741

Larry Graves Grants Pass & Illinois Valley

Airports 955-4535

Marcy Black RVI Airport Administration 776-7222


Audio%20Files/RVACT_171212_Philips%20(mp3cut.net).mp3

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1. Welcome / Roll Call / Confirm Quorum 00:00 – 06:42 Chair Mike Montero called the meeting to order; roll was called and a quorum confirmed. Chair Montero explained that Bern Case has retired from his position as RVI Airport Director, but not from his appointment to RVACT as the primary voting representative for aviation. Bern’s alternate, Robert Russell, has also retired and will no longer serve as the RVACT alternate for aviation. Procedure requires advertisement of the vacant alternate position, completion of the RVACT New Member Application by qualified parties, and subsequent consideration of submitted applications by RVACT. The airport personnel present today are not in attendance as voting members or alternates, but merely to provide background knowledge and lend their expertise as requested to aid RVACT member discussion of the COAR grant applications.

2. Review Meeting Agenda 06:43 – 06:50 No changes were required. 3. Public Input 06:51 – 08:03 None voiced. Consent Calendar: 4. Review/Approve Previous Meeting Minutes 08:04 – 08:34 The Chair asked if there were any changes or additions to the September 12 meeting minutes. Jim Lewis moved to approve the September 12 RVACT meeting minutes as presented. Fred England seconded. There was no further discussion. The motion carried unanimously by voice vote. Action Items 5. ACT Review of Grant Applications | Aviation System Action Program (ASAP) Critical Oregon Airport Relief (COAR) Program 08:35 – 01:28:54 Due to revenue from a statewide aviation fuel tax, the Oregon Department of Aviation (ODA) is making funds available to airports statewide via a competitive COAR grant application process. The ACTs across the state are being asked to review the grant applications for their regions and provide comments/recommendations to the ODA prior to year-end as a foundation for that agency’s review and decision-making process. A COAR grant technical review committee met prior to today’s meeting; their comments and rankings were made available simply as starting points for today’s discussion, not as any sort of recommendation for the prioritization of the projects by RVACT members. Note: All page numbers referenced below for this item refer to the agenda packet numeration, not the specific documents/segments listed.


../../../../Membership/New%20Member%20Application/RVACT%20New%20Member%20Application.pdf

../../../../Membership/New%20Member%20Application/RVACT%20New%20Member%20Application.pdf

Audio%20Files/RVACT_c5_171212_Philips%20(mp3cut.net).mp3


http://www.oregon.gov/ODOT/Get-Involved/ACT/RVACTagenda2017dec12_special.pdf

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Mike Quilty highlighted key points of the review process detailed in the “COAR Instructions to Reviewers 2018” document, which was provided in the agenda packet: Conflict of Interest Disclosure (p. 18);

o Mark Gibson (owner of a helicopter company) and Tom Humphrey (member of Airport Advisory Committee) disclosed their potential conflicts; neither was determined to pose a conflict of interest per the guidelines provided in the document.

Statutory Considerations (p. 18); Applicant Match Requirements (p. 19); and Project Prioritization (p. 24). Seven grant applications were submitted for the RVACT region, with overviews of each provided in the agenda packet on the page numbers noted below. Brief presentations for each application were provided by Scott Fleury (Ashland), Jerry Brienza (Medford), and Larry Graves (Grants Pass and Illinois Valley). Ashland (1) #66 | Terminal Building Maintenance and Improvements (pp. 43-47) The project is ready to move forward pending COAR grant funding. If not awarded COAR funds,

the project will need to be phased using available maintenance monies. Jackson County/Medford (1) #33 | Hangar Taxilane Reconstruction – Phase 1 & Acquire SRE/ARFF Equipment (pp. 48-53) Hangars are owned by the county. The project will move forward regardless of the COAR grant award outcomes. Grants Pass (2) #56 | Airport Improvement – Hangar Development (pp. 54-58) The local match amount of $60,000 has not yet been secured; a low-interest loan from the airport’s

property reserve fund may be a possibility. Ground leases could potentially also be considered, but would not be as beneficial to the airport from a business standpoint; higher revenues would result over the long-term from county-owned hangars.

Hangars will be metal and will not have fire sprinklers installed; fire load materials stored inside will be kept to a minimum.

#57 | Airport Improvements – Critical Water Supply and Electrical Distribution System Upgrades (pp. 59-64) If COAR funds awarded, the project will move forward; Graves is confident he will find the

necessary matching funds. This project is a high priority for Josephine County, ranking higher than project #56 above due to the safety element involved; a well, a cistern and electricity are needed for fire suppression.

Even if the grant award is received, the airport will still pursue current plans by Josephine County to bring city water out to the airport, a process which will likely take a minimum of five years and would still require the installation of a cistern, electrical upgrades and, ideally, fire hydrants. The DEQ has evaluated the airport for placement of a required wastewater treatment facility for city water; it would most likely be located at the southeast end of the runway.


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Illinois Valley (3) #76 | Airport Equipment / Maintenance Building Upgrades (pp. 65-69) Dan Davis mentioned that the Oregon Energy Trust could be a potential resource for efficiently

heating and insulating the warehouse used for maintenance work if COAR funds not received. #73 | 100LL Self-serve Cardlock Aircraft Fueling System (pp. 70-74) COAR funds would allow for purchase of a used, but serviceable cardlock system consisting of

two tanks (one Avgas 100LL, one Jet A fuel), which would be connected electrically and via phone line to a card swiper.

The IV airport currently services about 10,000 operations (take-offs and landings) per year, including temporary fire-fighting aircraft activity each summer. The number of operations approximately doubles if one includes light support and ultra-light aircraft activity.

#74 | Airport Industrial Park Fire Suppression System Repairs (pp. 75-79) The lining of the fire suppression water pond is destroyed and needs to be rehabilitated prior to the

possibility of tenants leasing space at the industrial park. For unknown reasons, maintenance of the pond was abandoned approximately twenty years ago, despite the existence of all necessary infrastructure (pipes, power, etc.) required to maintain it. If funded now or at a future date, every effort will be made to ensure permanent maintenance of the system going forward.

Previous tenancy interests have fallen away due to the lack of an operable fire suppression system on site. With fire suppression capability, tenancy interest is anticipated, especially in light of ever-increasing activity levels in the field of drone use/applications.

While the pond primarily benefits the industrial park, the IV Fire District would be able to access water from the pond to replenish their water supplies to fight airport fires and fire-fighting helicopters would also be able to dip their snorkels into the pond for help in fighting wildfires.

In Graves’ opinion, this project ranks highest among the three projects submitted for Illinois Valley.

Chair Montero opened discussion with the aim of selecting and prioritizing the top three projects of the seven presented. 01:03:32 | John Vial, with the goal of keeping the preservation of existing infrastructure at the forefront of all transportation-related project prioritization/selection decisions, moved to support the top three project rankings in the same order put forth by the COAR grant technical review committee, namely: 1. Jackson County #33 2. Grants Pass #57 3. Illinois Valley #76 Jim Lewis seconded. Discussion: Justin Gerlitz and Steve Mitchell spoke to the importance of prioritizing fire suppression projects

due not only to general safety concerns, but also to address the specific needs of the high fire severity conditions of the region. Dan Davis concurred.

Rob Brandes inquired whether any COAR funds would remain if the Jackson County #33 project was awarded and, if not, whether it would serve the region to rank the Josephine County projects as first and second in the above list, with Jackson County third.


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o Larry Graves and Jerry Brienza explained that COAR grant funding is always awarded first to “Priority 1” projects (ref. agenda packet p. 24 – these are the exclusive domain of match money for AIP [FAA] grants), with remaining funds – if any – made available for Priority 2 and 3 projects. Since Jackson County #33 is the only Priority 1 project of the seven presented, the ranking is best kept as is for the best chance of the region being awarded any of the COAR funds. On a more encouraging note for the smaller airports, Brienza mentioned that even though (as stated earlier by Mike Quilty) there are currently more Priority 1 COAR grant projects statewide than there are grant funds available, it is not uncommon for large AIP projects to somehow fall through or get pushed back for a couple of years due to other priorities coming to the fore, so careful prioritization of all remaining projects is definitely a worthwhile exercise. He further explained that the ODP committee’s matrix system for prioritizing project selection consists of 1) match money for AIP grants, 2) safety (e.g. pavement, safety area issues), 3) emergency equipment, and 4) hangars, terminal buildings, restrooms, etc.

Per request by the Chair, Vial restated his original motion prior to vote by a show of hands. The motion carried with a vote of 13 for, 7 against. Chair Montero opened discussion with the new aim of selecting and prioritizing the remaining four projects. Discussion: When asked about his ranking preferences for the remaining Josephine County projects, Graves

stated that fuel availability at Illinois Valley ranked a bit higher than hangars in Grants Pass in his mind, but that hangar improvements are more closely tied to safety and infrastructure concerns.

Mark Gibson contributed that local air services – including his helicopter company – would definitely make use of Jet A fuel on occasion if it were available.

01:21:37 | Ruth Jenks moved to rank the remaining four grant applications as follows: 1. Illinois Valley #73 2. Grants Pass #56 3. Illinois Valley #74 4. Ashland #66 Mike Quilty seconded. Discussion: Brandes wondered whether ranking Illinois Valley #74 first in the proposed list might help bring

attention to the fire issues in the valley. Kelly Madding clarified that her “no” vote would be due to desiring the two Illinois Valley projects

ranked in reverse of their proposed order in the list, since she would like to see fire suppression prioritized.

Mike Quilty clarified his support of the ranking as stated in Jenks’ motion due to the fact that increased revenue from fuel purchases at Illinois Valley could help raise funds for fire suppression projects moving forward.

The Chair called for a vote on the motion with a show of hands. The motion carried with a vote of 16 for, 7 against.


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RVACT comments will be collated with those of the technical review committee and forwarded to the Department of Aviation for their consideration. Bern Case or another representative will travel to Salem in January or February to represent RVACT in the COAR grant selection process. Information Items 6. Freight Funding Programs Updates 01:28:55 – 01:59:45 Scott Turnoy (ODOT) delivered this presentation to provide an overview of three federal freight funding programs and the types of projects eligible for each. Supplemental information follows, with complete details for each program available via the provided links. INFRA (Infrastructure for Rebuilding America) https://www.transportation.gov/buildamerica/infragrants Current administration changed the program’s name (formerly “FASTLANE”) and modified some

of its goals and selection criteria. There is a heavier emphasis now on innovation related to 1) project delivery, 2) leveraging of match levels, 3) permits and permitting authorities, and 4) transportation safety through design solutions. Emphasis is also placed on projects that improve the environment for connected and automated vehicles.

INFRA places higher importance on performance measures and accountability than “FASTLANE” did. Measures of success and data as well as cost/economic and safety benefits to local, regional and state systems are now program emphases.

25% of INFRA funds can be awarded to rural (populations under 200,000) projects. Minimum awards for small and large category projects are $5 million and $100 million

respectively. INFRA funds can only fund up to 60% of a project’s costs; additional federal monies may be applied to the project, but only up to a limit of 80% of the total project cost, with non-federal funding accounting for at least 20% of the project’s costs. In recent years, projects with a high degree of readiness and up to 60 – 70% local/regional/state funding in place have fared the best in the INFRA award selection process.

For eligibility, projects must demonstrate public benefit and be for 1) highway freight carried out on the national highway freight network, 2) a highway or bridge project carried out on the National Highway System, 3) a railway to highway grade crossing or grade separation project, or 4) an intermodal or surface transportation project that facilitates intermodal transfers.

NHFP (National Highway Freight Program) https://www.fhwa.dot.gov/fastact/factsheets/nhfpfs.cfm Estimated $14.5 million average annual funds to award in Oregon over the FY 2016 – 2020 time

frame. The Oregon Freight Plan (OFP) has been amended, was approved by the OTC in November, and

was recently certified by FHWA this month, meaning that NHFP funds coming to Oregon can be obligated for eligible projects through the 2018-2021 STIP. Hopefully regional input from the statewide ACTs can be elicited and considered in future amendments to the OFP, which can take place every five years.

Eligible projects are limited to the national highway freight network, which includes the interstate system, portions of the interstate system that are not otherwise on the primary highway freight system (e.g. roadways that connect with the national highway system to intermodal transport facilities), and critical freight and critical urban freight corridors.



../12-12-17%20RVACT%20Freight%20Program.pdf

https://www.transportation.gov/buildamerica/infragrants

https://www.fhwa.dot.gov/fastact/factsheets/nhfpfs.cfm

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TIGER Grants https://www.transportation.gov/tiger Every state is limited to $50 million in TIGER funds. The maximum project award is $25 million;

minimum award for urban projects is $5 million, for rural (outside UZA boundary, population under 50,000) projects, $1 million. A minimum 20% match is required for urban projects, but rural projects can be covered up to 100% by the grant award. o “Urban” is defined as inside the UZB, with a population of at least 50,000; “rural” zones fall

outside the UZB with a population under 50,000. A wide variety of project types qualify for eligibility, often dependent to large extent upon the

desired emphasis of the current administration, with the USDOT Secretary having final approval of the grants. Some eligible types include road and bridge, public transportation, passenger and freight rail, port infrastructure vessels and intermodal projects.

7. Agenda Build | January 9 RVACT Meeting (JxCo) 01:59:46 – 02:05:38 Legislative update on and fixes required for HB 2017. Report on October 19-20 OTC meeting outcomes (item held over from November meeting, which

was canceled). Non-agenda tasks for follow-up: Advertisement for RVACT Aviation alternate voter representative. Advance collated COAR grant comments from RVACT members and the COAR technical review

committee to Bern, or to whomever will represent RVACT in Salem in January/February for the COAR grants.

Request of the OTC that RVACT be given early notice of new STIP-related information in order to facilitate informed, reflective decision-making.

8. Adjournment 02:05:39 – 02:05:45 The Chair adjourned the meeting at 11:06 a.m.

The next RVACT meeting will be Tuesday, January 9, at 9:00 a.m. at the Jackson County Parks Auditorium in White City.


https://www.transportation.gov/tiger


100 Antelope Road • White City, Oregon 97503 • (541) 774-6299

RVACT Bylaws Revised NovemberMay 2016 2017 March 2018

PURPOSE The Rogue Valley Area Commission on Transportation (RVACT) is an advisory committee to the Oregon Transportation Commission (OTC) representing the Rogue Valley area of Oregon (Jackson and Josephine Counties). RVACT was formed to strengthen the state/local partnerships in transportation planning, programming and development. AUTHORITY ORS 184.610 to 184.666 gives the Oregon Transportation Commission the authority to establish the policies for the operation of the Oregon Department of Transportation and for the administration of programs related to transportation. The Area Commissions on Transportation are advisory bodies chartered under authority of the Oregon Transportation Commission. The OTC retains oversight and final decision-making authority to assure efficient management of the state transportation system. ACTs provide valuable input and recommendations to that process. An ACT is a voluntary association of government and non-government transportation stake-holders stakeholders and has no legal regulatory, policy or administrative authority. The ACT process and resulting recommendations shall comply with relevant laws, regulations and policies. As an advisory body to the OTC with authority to make recommendations on policy or administration, ACTs meet the definition of a “Governing Body” and fall under the requirements of the Public Meetings Law, ORS 192.610 to 192.690. An ACT's members shall comply with the requirements of Oregon Government Standards and Practices laws concerning conflict of interest. MISSION The primary mission of the RVACT is to advise the Oregon Transportation Commission on state and regional policies affecting the Rogue Valley area’s transportation system. In order to effectively accomplish the mission, the RVACT will do the following: Provide a forum for communication, learning and understanding transportation issues as

they affect the Rogue Valley’s economic opportunities and livability; Provide recommendations to the OTC regarding program funding allocations for the State

Transportation Improvement Program (STIP) and special funding opportunities and programs, balancing local, regional and statewide perspectives;

Prioritize state transportation infrastructure and capital investments through the STIP that supports transportation plans related to the Rogue Valley area;

Communicate and coordinate regional priorities with other organizations; and Provide documentation to the OTC of the public process and resulting recommendations

forwarded by the ACT, including alternatives for solutions and outcomes of decisions.



155 N. 1st Street • P.O. Box 3275 • Central Point, Oregon 97502 • (541) 664-6674 • FAX (541) 664-7927

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Relationship to Decision Making Bodies and Community Interest The Rogue Valley Area Commission on Transportation (RVACT) is an advisory body to the OTC that is the policy making body that oversees ODOT activities. RVACT’s purpose is to gain consensus and support throughout the Rogue Valley area and make recommendations to the OTC on regional transportation project priorities. MEMBERSHIP Membership will be comprised of up to 29 30 voting members, determined as follows: Designated Members: 1. Jackson & Josephine Counties and Cities: The governing bodies of Jackson and

Josephine Counties and the incorporated cities within the Area (Ashland, Butte Falls, Cave Junction, Central Point, Eagle Point, Gold Hill, Grants Pass, Jacksonville, Medford, Phoenix, Rogue River, Shady Cove, Talent). (15 members)

2. Tribal Governments1: Cow Creek Band of Umpqua Tribe of Indians. (1 member)

2.3.ODOT: The ODOT Rogue Valley Area Manager Oregon Department of Transportation.

(1 member) 3.4.Metropolitan Planning Organizations (MPOs): Rogue Valley and Middle Rogue MPOs.

(2 members) 4.5.Rogue Valley Transportation District (RVTD): (1 member) 5.6.Rogue Valley International Airport (Medford Airport): (1 member) 6.7.Central Oregon and Pacific Railroad (CORP): (1 member) All Designated Representatives are invited to designate a primary and an alternate. Private Sector Stakeholders: 1. Jackson County private sector (3 members); and 2. Josephine County private sector (3 members).

Other Modal Stakeholders:

1. Trucking (1 member); and);. 2. Bicycle/Pedestrian (1 member).

1 Federally recognized Tribal Governments, as noted in ORS 172.110, with Trust- holdings or historic lands in the RVACT area were invited to participate as voting members, but some chose to particpate as ex officio members.




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Private Sector Stakeholders: 3. Jackson County private sector (3 members); and 4. Josephine County private sector (3 members).

Ex-officioEx officio: The RVACT may appoint ex officio membership (non-voting) from the following categories: Oregon Transportation Commissioners, state legislators, local congressional aides; Regional Solutions Team (RST); State and federal agencies such as US Forest Service, BLM, Fish and Wildlife, Department

of Environmental Quality, Department of Land Conservation and Development, Department of Aviation;

Tribal Governments: Klamath Indian Tribe, Confederated Tribes of Siletz, and Confederated Tribes of Grand Ronde1Ronde;

City and county road district or departments; and Regional groups that have an interest in transportation such as housing advocates, regional

partnerships, regional investment boards, law enforcement agencies. Ex-officioEx officio members will be nominated and elected by the RVACT. ALTERNATES Alternates will be selected in the same manner as the primary member. Designated Members: The primary member, or alternate second, is authorized to vote on RVACT. If neither is in attendance, then another from that agency may vote by written authority from that agency. Other Private Sector Stakeholders: Up to three six Other Stakeholders, three from each county, shall be designated as first through third alternate for each county, based on date of appointment, with the most senior alternate being the first alternate and so on. In the absence of a Private Sector Stakeholdervoting member(s) at an RVACT meeting, alternate Alternate members from that county may vote in the following manner: If one member is absent, the first alternate would vote; if two are absent, first and second alternates would vote, respectively, up to all three alternates voting in the absence of all three members. Modal Stakeholders: TheTrucking and Bicycle/PedestrianModal Stakeholder primary members, or their designated alternate second, are authorized to vote on RVACT. SELECTION PROCESS Designated Members: The governing bodies shall appoint a member and alternate.




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Private SectorOther Stakeholders: For Private Sector representativesStakeholders, RVACT will advertise vacancies in the appropriate County. Prospective members shall submit an application for consideration. RVACT shall appoint members based upon the applicationTrucking and recommendations from the screening committee as applicable. For Private Sector Stakeholders, RVACT will advertise vacancies in the appropriate County. Modal Stakeholders: VacanciesBicycle/Pedestrian membersVacancies for Modal Stakeholders will be advertised in both counties. Interested members shall submit an application for consideration. RVACT shall appoint members based on the application and any recommendations from the screening committee as applicable. Private Sector and ModalOther Stakeholder members would will be selected, to the greatest extent practical, to represent a diversity of interests. Members should be appointed and geographic areas, and to balance other the members ofinterests represented on RVACT and provide a greater diversity of interests and geographic areas. The Chair is empowered to create a screening committee to review Private Sector and ModalOther Stakeholder membership applications. Recommendations from the screening committee will be made to all RVACT members at the next regularly scheduled meeting. ATTENDANCE Designated Members: Members may replace their own representativesvoting memberrepresentatives, but shall inform the ACT in writing. It is expected that the primary voting member will attend consistently and not regularly substitute his or her alternate. Private Sector and ModalOther Stakeholders: Should a member have to resign mid-term or is be removed due to absences, an alternate may continue to serve in the capacity of the member until a new member is selected. After initiationappointment, Private Sector and Modal Stakeholdersmembers, members mMembers missing 3 meetings in a calendar year without excusal by the ACT ChairChairchair will automatically be removed from RVACT membership unless the excusal is . After 3 excusals, excusals shall be allowed only for unusual circumstances and receivesreceiveswill requirereceives a majority consent of the RVACT members in attendance. RVACT may replace a repeatedly absent Stakeholder. All: If a member fails to participate in three consecutive meetings without excusal, or to send an alternate, the member’s position is deemed vacant, until such time as a replacement member is approved by the RVACT or appointed by the Designated Member. RVACT may replace a repeatedly absent member. DECISIONS



100 Antelope Road • White City, Oregon 97503 • (541) 774-6299

RVACT Bylaws Revised March 2018

PURPOSE The Rogue Valley Area Commission on Transportation (RVACT) is an advisory committee to the Oregon Transportation Commission (OTC) representing the Rogue Valley area of Oregon (Jackson and Josephine Counties). RVACT was formed to strengthen partnerships in transportation planning, programming and development. AUTHORITY ORS 184.610 to 184.666 gives the Oregon Transportation Commission the authority to establish the policies for the operation of the Oregon Department of Transportation and for the administration of programs related to transportation. The Area Commissions on Transportation are advisory bodies chartered under authority of the Oregon Transportation Commission. The OTC retains oversight and final decision-making authority to assure efficient management of the state transportation system. ACTs provide valuable input and recommendations to that process. An ACT is a voluntary association of government and non-government transportation stake-holders and has no legal regulatory, policy or administrative authority. The ACT process and resulting recommendations shall comply with relevant laws, regulations and policies. As an advisory body to the OTC with authority to make recommendations on policy or administration, ACTs meet the definition of a “Governing Body” and fall under the requirements of the Public Meetings Law, ORS 192.610 to 192.690. An ACT's members shall comply with the requirements of Oregon Government Standards and Practices laws concerning conflict of interest. MISSION The primary mission of the RVACT is to advise the Oregon Transportation Commission on state and regional policies affecting the Rogue Valley area’s transportation system. In order to effectively accomplish the mission, the RVACT will do the following: Provide a forum for communication, learning and understanding transportation issues as

they affect the Rogue Valley’s economic opportunities and livability; Provide recommendations to the OTC regarding program funding allocations for the State

Transportation Improvement Program (STIP) and special funding opportunities and programs, balancing local, regional and statewide perspectives;

Prioritize state transportation infrastructure and capital investments through the STIP that supports transportation plans related to the Rogue Valley area;

Communicate and coordinate regional priorities with other organizations; and Provide documentation to the OTC of the public process and resulting recommendations

forwarded by the ACT, including alternatives for solutions and outcomes of decisions.


2

Relationship to Decision Making Bodies and Community Interest The Rogue Valley Area Commission on Transportation (RVACT) is an advisory body to the OTC that is the policy making body that oversees ODOT activities. RVACT’s purpose is to gain consensus and support throughout the Rogue Valley area and make recommendations to the OTC on regional transportation project priorities. MEMBERSHIP Membership will be comprised of up to 30 voting members, determined as follows: Designated Members: 1. Jackson & Josephine Counties and Cities: The governing bodies of Jackson and

Josephine Counties and the incorporated cities within the Area (Ashland, Butte Falls, Cave Junction, Central Point, Eagle Point, Gold Hill, Grants Pass, Jacksonville, Medford, Phoenix, Rogue River, Shady Cove, Talent). (15 members)

2. Tribal Governments1: Cow Creek Band of Umpqua Tribe of Indians. (1 member)

3. ODOT: Oregon Department of Transportation. (1 member) 4. Metropolitan Planning Organizations (MPOs): Rogue Valley and Middle Rogue MPOs.

(2 members) 5. Rogue Valley Transportation District (RVTD): (1 member) 6. Rogue Valley International Airport (Medford Airport): (1 member) 7. Central Oregon and Pacific Railroad (CORP): (1 member) All Designated Representatives are invited to designate a primary and an alternate. Private Sector Stakeholders: 1. Jackson County private sector (3 members); and 2. Josephine County private sector (3 members).

Modal Stakeholders:

1. Trucking (1 member); and 2. Bicycle/Pedestrian (1 member).

Ex officio: The RVACT may appoint ex officio membership (non-voting) from the following categories: Oregon Transportation Commissioners, state legislators, local congressional aides; Regional Solutions Team (RST);

1 Federally recognized Tribal Governments, as noted in ORS 172.110, with Trust-holdings or historic lands in the RVACT area were invited to participate as voting members, but some chose to particpate as ex officio members.


3

State and federal agencies such as US Forest Service, BLM, Fish and Wildlife, Department of Environmental Quality, Department of Land Conservation and Development, Department of Aviation;

Tribal Governments: Klamath Indian Tribe, Confederated Tribes of Siletz, and Confederated Tribes of Grand Ronde1;

City and county road district or departments; and Regional groups that have an interest in transportation such as housing advocates, regional

partnerships, regional investment boards, law enforcement agencies. Ex officio members will be nominated and elected by the RVACT. ALTERNATES Alternates will be selected in the same manner as the primary member. Designated Members: The primary member, or alternate second, is authorized to vote on RVACT. If neither is in attendance, then another from that agency may vote by written authority from that agency. Private Sector Stakeholders: Up to six Stakeholders, three from each county, shall be designated as first through third alternate for each county, based on date of appointment, with the most senior alternate being the first alternate and so on. In the absence of a Private Sector Stakeholder(s) at an RVACT meeting, Alternate members from that county may vote in the following manner: If one member is absent, the first alternate would vote; if two are absent, first and second alternates would vote, respectively, up to all three alternates voting in the absence of all three members. Modal Stakeholders: The Modal Stakeholder primary members, or their designated alternate second, are authorized to vote on RVACT. SELECTION PROCESS Designated Members: The governing bodies shall appoint a member and alternate. Private Sector Stakeholders: For Private Sector Stakeholders, RVACT will advertise vacancies in the appropriate County. Prospective members shall submit an application for consideration. RVACT shall appoint members based upon the application recommendations from the screening committee as applicable. Modal Stakeholders: Vacancies for Modal Stakeholders will be advertised in both counties. Interested members shall submit an application for consideration. RVACT shall appoint members based on the application and any recommendations from the screening committee as applicable. Private Sector and Modal Stakeholder members will be selected, to the greatest extent practical, to represent a diversity of interests and geographic areas, and to balance the interests represented on RVACT.


4

The Chair is empowered to create a screening committee to review Private Sector and Modal Stakeholder membership applications. Recommendations from the screening committee will be made to all RVACT members at the next regularly scheduled meeting. ATTENDANCE Designated Members: Members may replace their own representatives, but shall inform the ACT in writing. It is expected that the primary voting member will attend consistently and not regularly substitute his or her alternate. Private Sector and Modal Stakeholders: Should a member have to resign mid-term or be removed due to absences, an alternate may continue to serve in the capacity of the member until a new member is selected. After appointment, Private Sector and Modal Stakeholder members missing 3 meetings in a calendar year without excusal by the ACT Chair will automatically be removed from RVACT membership unless the excusal is for unusual circumstances and receives a majority consent of the RVACT members in attendance. All: If a member fails to participate in three consecutive meetings without excusal or send an alternate, the member’s position is deemed vacant until such time as a replacement member is approved by the RVACT or appointed by the Designated Member. DECISIONS A quorum for decision-making purposes will be 50% of the membership plus one member. Vacant positions shall not count when determining the number of voting members required for a quorum or the number of votes needed to make a decision. RVACT will strive for complete consensus when making decisions. When consensus cannot be reached, decisions will be made by a majority of members in attendance. Any member of the RVACT can call for a decision to be made by a 2/3 majority of the members present. All action items must be known in advance and jurisdictions will be provided time to have issues brought before their individual councils. Planning commissions and community groups may be involved in the process for some decisions. MEETINGS Meetings will be held on the second Tuesday of every other month from 9:00 a.m. to 12 noon and rotated, as determined by the RVACT, between locations in Jackson and Josephine Counties. Meeting field trips may be made a part of the regular meeting to allow greater community input on local issues and priorities. Special out-of-cycle RVACT meetings may be called by an RVACT Chair with 10 days advance notice. Meetings will be open to the public and minutes and agendas will be distributed in advance. RVCOG and ODOT will staff the meetings. The public will be invited to participate in the process and there will be a standing agenda item for public input with a five-minute limit per person. All meetings will be advertised in advance.


5

Chair and Vice Chair: RVACT meetings will be presided over by a Chair. A Chair and Vice-Chair will be nominated and elected by the voting members of the ACT for a two-year term starting January of each odd numbered year. The Vice-Chair shall preside at RVACT meetings in the Chair’s absence and assist the Chair as needed. Subcommittee Formation: RVACT may form any subcommittee on the basis of need. Subcommittees will form and/or disband per ongoing needs of RVACT. Regional Coordination: A Super ACT made up of the RVACT and the Southwest ACT may be formed to make regional recommendations to the OTC. The RVACT may select members for participation in the Super ACT meetings as needed. AMENDMENTS The bylaws may be amended as necessary, after giving 30 days notice to all members of the RVACT, by a 2/3 majority vote of all RVACT voting members.




5

A quorum for decision-making purposes will be 50% of the membership plus one member. Vacant positions shall not count when determining the number of voting members required for a quorum or the number of votes needed to make a decision. RVACT will strive for complete consensus when making decisions. When consensus cannot be reachedreachedarrived at, decisions will be made by a majority of members in attendance. Any member of the RVACT can call for a decision to be made by a 2/3 majority of the members present. All action items must be known in advance and jurisdictions will be provided time to have issues brought before their individual councils. Planning commissions and community groups may be involved in the process for some decisions. MEETINGS Meetings will be held on the second Tuesday of every other month from 9:00 a.m. to 12 noon and rotated, as determined by the RVACT, between locations in Jackson and Josephine Counties. Meeting field trips may be made a part of the regular meeting to allow greater community input on local issues and priorities. Special out-of-cycle RVACT meetings may be called by an RVACT ChairCchair with 10 days advance notice. Meetings will be open to the public and minutes and agendas will be distributed in advance. RVCOG and ODOT will staff the meetings. The public will be invited to participate in the process and there will be a standing agenda item for public input with a five-minute limit per person. All meetings will be advertised in advance. Chair and Vice Chair: RVACT meetings will be presided over by a Chair. A Chair and Vice-Chair will be nominated and elected by the voting members of the ACT for a two-year term starting January of each odd numbered year. The Vice-Chair shall preside at RVACT meetings in the Chair’s absence and assist the Chair as needed. Subcommittee Formation: RVACT may form any subcommittee on the basis of need. Subcommittees will form and/or disband per ongoing needs of RVACT. Regional Coordination: A Super ACT made up of the RVACT and the Southwest ACT may be formed to make regional recommendations to the OTC. The RVACT may select members for participation in the Super ACT meetings as needed. AMENDMENTS The bylaws may be amended as necessary, after giving 30 days notice to all members of the RVACT, by a 2/3 majority vote of all RVACT voting members. (19 votes)


Attachment 5 (Agenda Item 6)

25

Attachment 5 (Agenda Item 6)

26

2021-2024 STIP Funding Allocation

Oregon Transportation Commission December 15, 2017


STIP Public Outreach by the Numbers

1,728 online survey

responses

6,383 e-mail opens

12,491 webpage

visits

221 online

open house participants

347 video views


Timeframe for Program Allocation

3

July August September October November Timeline

and funding

framework

Non-highway and local programs

Highway conditions

and funding

scenarios

Discuss funding

scenarios with stake-

holders

Direction on

preferred funding scenario


Funding Categories in the 2021-2024 STIP

4

Fix-It

Enhance Highway

Safety

Non-Highway

Local Programs

Other Functions


Recommended Allocation: Federal Discretionary Funds Includes $40 million in additional federal funding for Strategic Investment Program

5

-

100,000,000

200,000,000

300,000,000

400,000,000

500,000,000

600,000,000

700,000,000

800,000,000

900,000,000

Fix-it Enhance

HB 2017 Fix-itHB 2017 EnhanceStrategic InvestmentState Highway LeverageFederal Fix-it


Recommended Allocation: All STIP Categories $2.4 Billion Over Three Years (2022-2024)

6

-

100,000,000

200,000,000

300,000,000

400,000,000

500,000,000

600,000,000

700,000,000

800,000,000

900,000,000

HB 2017

HB 2017

HB 2017 HB 2017


Recommended Allocation: Non-Highway Discretionary Funding

7

Active Transportation

Leverage, 21,000,000

Off-System Bike Ped, 6,000,000

SRTS Education, 3,000,000

Transportation Options, 3,000,000

ADA Curb Ramps,

18,000,000

$51 million over three year period (2022-2024)


Leverage and Strategic Investments

Active Transportation

Leverage

Safety Leverage

State Highway Leverage 8

Strategic Investments


Timeline

10 10

March-

April 2018

State Highway Leverage guidance Active Transportation Leverage guidance Safety Leverage guidance Fix-It Program level allocations

May 2018 Fix-It 150% lists complete (July 2018 for ARTS) and available to Regions/ACTs

July 2018 – Feb 2019 Scoping of Fix-It 150% lists

July 2019 100% lists complete

February 2020 OTC releases Draft 21-24 STIP for public review

May 2020 OTC review of public comments June 2020 OTC approval of final 21-24 STIP


2021 – 2024 STIP Funding Allocations All figures are three year totals for 2022-2024.

Fix-It

Fix-It 658,241,539

Fix-It HB 2017 189,500,000

Fix-It Totals 847,741,539

Enhance

Enhance HB 2017 Projects 662,750,000

State Highway Leverage 23,830,261

Enhance Totals 686,580,261

Safety

All Roads Transportation Safety (ARTS) and Rail Crossing Safety 116,850,000

HB 2017 Safety 30,000,000

Safety Totals 146,850,000

Non-Highway

Discretionary Non-Highway ($51 Million)

Active Transportation Leverage 21,000,000

Off-System Bike Ped 6,000,000

Safe Routes to School (SRTS) Education 3,000,000

Transportation Options 3,000,000

ADA Curb Ramps 18,000,000

Required Non-Highway

Transit Elderly & Disabled 37,500,000

Mass Transit 6,000,000

Transportation Alternatives Program - Recreational Trails 4,086,568

Safe Routes to School (SRTS) Infrastructure 37,500,000

Bicycle/Pedestrian 1% 22,200,000

Non-Highway Totals 158,286,568

Local Programs

Surface Transportation Black Grant (STBGP) Program to large Metropolitan Planning Organizations (MPOs) / Transportation Management Area (TMAs)

124,353,242

Transportation Alternatives Program (TAP) to large MPOs / TMAs 6,062,169

MPO Planning 13,122,882

Congestion Mitigation and Air Quality Improvement (CMAQ) 61,708,967

Local Bridge 80,694,822

STBGP Allocation to non-TMA Cities, Counties , MPOs Cities/Counties 76,103,260 Small MPOs 18,065,900

Immediate Opportunity Fund 10,500,000

Transportation and Growth Management (TGM) 15,000,000

Local Tech Assistance Program (LTAP) 1,170,177

Local Programs Totals 406,781,419

Other Functions

Other Functions Totals 158,850,000

TOTALS 2,405,089,787

Funding Category Contingent on Receipt of Additional Federal Funds Strategic Investments 40,000,000 TOTALS 2,445,089,787

MOD EQUITY SPLITS

Region 1 35.60% Region 2 30.91% Region 3 14.77% Region 4 10.36% Region 5 8.36%

REGION SPLITS

Enhance

Enhance Highway Program 23,830,261 Region 1 8,483,573 Region 2 7,365,934 Region 3 3,519,730 Region 4 2,468,815 Region 5 1,992,210

Safety HB 2017 Safety Leverage Funds 30,000,000

Region 1 10,680,000 Region 2 9,273,000 Region 3 4,431,000 Region 4 3,108,000 Region 5 2,508,000

Non-Highway

Active Transportation Leverage 21,000,000 Region 1 7,476,000 Region 2 6,491,100 Region 3 3,101,700 Region 4 2,175,600 Region 5 1,755,600

Regional Allocations for Leverage Funds (ALL FUNDS)

Region 1 26,639,573 Region 2 23,130,034 Region 3 11,052,430 Region 4 7,752,415 Region 5 6,255,810

TOTALS 74,830,261

Attachment 1 Attachment 10 (Agenda Item 7)

41

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Attachment 2

Page 1 12-1-2017

2021 – 2024 STIP Funding Allocation Definitions

Categories Enhance Highway Category Funds projects that expand or enhance the state highway system. Fix-It Category Includes all the capital funding programs that maintain or fix the

state highway system. Examples of programs within the Fix-It category include, but are not limited to state bridge, pavement preservation, culverts, and operations.

Local Programs Category Directs funding to local governments through several different programs.

Non-Highway Category Funds projects that improve bicycle, pedestrian, public transportation, and transportation option programs. Two sub-categories are identified:

• Discretionary Non-Highway - OTC has discretion over the allocation of funds, and

• Required Non-Highway – allocation required by state or federal legislative mandate.

Other Functions Category Includes workforce development, planning, data collection and indirect cost recovery using federal resources.

Safety Category Funds projects that are focused on reducing serious injury and fatal crashes on Oregon’s roads.

Programs Active Transportation Leverage Funds the enhancement and addition of active transportation

features to other identified projects on the state transportation system. Active transportation includes bicycle, pedestrian, public transportation projects and connections to and between them.

ADA Curb Ramps For building, repairing or replacing ADA-compliant curb ramps apart from projects that trigger them.

All Roads Transportation Safety (ARTS)

A data-driven, jurisdictionally blind safety program to address safety on all public roads.

Bicycle/Pedestrian 1% Funds bicycle and pedestrian facilities within the right-of-way of public roads, streets or highways open to motor vehicle traffic to meet the requirement for ODOT to spend 1% of State Highway Fund dollars on biking and walking enhancements.

Congestion Mitigation and Air Quality Improvement (CMAQ)

Provides federal funding to states to meet the transportation requirements of the Clean Air Act. In Oregon, the funds are allocated to CMAQ-eligible areas which are responsible for project selection.

Enhance HB 2017 Projects required in HB 2017 that enhance, improve the safety, or improve the operations of local roads and the State Highway System.

Fix-It HB 2017 Funds from HB 2017 directed to Fix-It projects on the State Highway System.

Immediate Opportunity Fund (IOF)

Helps to construct and improve streets and roads to serve site-specific economic development projects. It is managed in cooperation with the Oregon Business Development Department.


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Attachment 2

Page 2 12-1-2017

Local Bridge Federal funds used to replace or rehabilitate structurally deficient and functionally obsolete local agency bridges as per the Working Agreement between ODOT, the Association of Oregon Counties (AOC), and the League of Oregon Cities (LOC).

Local Tech Assistance Program (LTAP)

The ODOT Technology Transfer Center (T2 Center) provides transportation-related information to local agencies throughout Oregon. The Center is jointly funded by FHWA, local agencies, and ODOT.

Mass Transit Funds that go to transit providers in urbanized areas with populations greater than 50,000 for the purchase of replacement mass transit vehicles.

MPO Planning (PL Funds) These federal funds are distributed to each of the MPOs in the state of Oregon (including those operating in both Oregon and Washington) to fulfill federal planning requirements. The funds go to MPOs based on a formula developed by ODOT in coordination with the MPOs and approved by the Commission.

Off-System Bicycle/Pedestrian Funds bicycle and pedestrian paths or trails outside of the highway right of way.

Rail Crossing Safety Funds highway grade crossing safety improvement projects to reduce the number of fatalities, injuries, and crashes at public railway-highway grade crossings.

Safe Routes to School (SRTS) Education

Funds education and outreach efforts that improve, educate, or encourage children safely walking (by foot or mobility device) or biking to school.

Safe Routes to School (SRTS) HB 2017

Funds from HB 2017 directed to SRTS Infrastructure projects through investments such as safe crossings, sidewalks and bike lanes.

Safety Leverage HB 2017 Funds from HB 2017 directed to safety projects or to add safety features to Fix-It projects on the State Highway System.

State Highway Leverage Funds the enhancement of features and elements to Fix-It projects on the State Highway System. Non-highway enhancement projects are not eligible for these funds.

Strategic Investments Funds will be used for targeted investments to enhance the state highway system as determined by the OTC. The availability of Strategic Investment funds is contingent on federal highway funding to Oregon exceeding the amount assumed in ODOT’s financial projection for the 2021-2024 STIP.

Surface Transportation Block Grant Program to small MPOs, non-MPO Cities, and Counties

Provides funding to all counties, small MPOs, and non-MPO cities with populations over 5,000 for eligible transportation projects. These funds are provided to the local agencies through the Working Agreement between ODOT, the Association of Oregon Counties (AOC), and the League of Oregon Cities (LOC).

Surface Transportation Block Grant Program to Transportation Management Areas (TMAs)

Provides funding to Transportation Management Areas (TMA) defined as MPOs with populations greater than 200,000. These funds can be used for highway, transit, bicycle, pedestrian and other transportation options projects. TMAs are responsible for project selection.

Transit Elderly & Disabled (E&D) Legislatively directed capital and operations support for public transit benefiting elderly and people with disabilities.


Attachment 2

Page 3 12-1-2017

Transportation Alternatives Program (TAP) to Recreational Trails

Federal funds managed by the Oregon Parks and Recreation Department to develop and maintain recreational trails and trail-related facilities for both non-motorized and motorized recreational trail uses.

Transportation Alternatives Program (TAP) to TMAs

Provides federal funds to Transportation Management Areas (TMA) defined as urbanized areas with populations greater than 200,000. These funds can be used for transit, bicycle, pedestrian and other transportation options projects. TMAs are responsible for project selection.

Transportation and Growth Management Program (TGM)

These federal funds provide grants and community assistance to communities for Transportation System Planning (TSP) and to assist with integrating local transportation system and land use planning needs. The program is administered in partnership with the Department of Land Conservation and Development (DLCD).

Transportation Options Funds ODOT’s Transportation Options program which supports efforts to improve travel choice for Oregonians and improve the efficiency with which people and goods move through the transportation system.

Systems Metropolitan Planning Organization (MPO)

Federal entities defined as urbanized areas with populations over 50,000.

State Highway System The state highway system owned and/or managed by ODOT.

State Transportation System The state transportation system owned and/or managed by ODOT including but also in addition to the state highway system. Examples include bicycle, pedestrian, and POINT bus service. This is synonymous with the term ‘State System’, but broader than the term ‘State Highway System’.

Transportation Management Area (TMA)

Federal entities defined as urbanized areas with populations greater than 200,000. TMAs are sometimes referred to as ‘large MPOs’. Oregon currently has three TMAs – Portland Metro, Salem-Keizer, and Eugene-Springfield.


ODOT Fix-It Program


2


3

Major Fix-It programs

Bridge & Seismic Pavements

Culverts Safety


4

Fix-It routes


5

Pavement Program components

Interstate

Maintenance

National Highway

System

Low volume roads

Maintenance &

Operations


State highway pavement conditions Percent fair or better


7

Gathering pavement data

Windshield surveys


Gathering pavement data

Friction

Contractor images and ratings Smoothness and rut depth


Data analysis

9


Considerations in identifying needs

10

Climate

Highway importance

Maintenance history

Cost

Condition score

Pavement age

Potential fixes

Impact on condition rating

Dat

a E

valu

atio

n


11

Bridge Program components

Major bridge

maintenance

Preservation

Seismic Rehab/Replacement


12

Fix-It route bridge conditions – percent fair or

better


13

Bridges

Pre 1970 1970-1999 2000-2016

Bridges in poor condition on Fix-It priority

corridors

Blue = bridges built prior to 1970

Red = bridges built between 1970 and 1999

Green = bridges built between 2000-2016


Brid

ge

Deck

Slab

Top flange

Superstructure

Truss

Gusset plates

Substructure

Column

Abutment

Inspection data collection


Maintenance Region bridge

crews and MBM engineer provides

input

Inspectors Bridge inspectors provide input on bridge conditions

Preservation Bridge preservation engineer provides list of painting and cathodic protection

needs

Project selection from other bridge data sources

Preliminary needs

list


17

Preliminary bridge needs list review

Bridge program manager reviews list

Region staff review

list and provide

comment

Desk scoping list


Local Bridge Program

Large Bridge

Deck area of

30,000 square

feet or greater

Small Bridge

On the Federal-

Aid System

Small Bridge

Not on the

Federal-Aid

System

18


19

Culvert Program components

Large culverts

Major culvert maintenance

Priority route

Fish passage


Culvert conditions

Poor/critical Fair Good

Culverts

20

Blue = 33% culverts in critical/poor condition

Red = 34% culverts in fair condition

Green = 33% culverts in good condition


21

Condition assessment

Good Fair

Poor Critical

Invert condition rating


Data evaluation

22


23

Considerations in identifying needs Attachment 12 (Agenda Item 8)67

24

ODOT Safety programs All Roads Transportation Safety

Hot spot Hot spot

Systemic Systemic


Data are compiled for all reported

crashes on all roads.

Crash data Attachment 12 (Agenda Item 8)69

26

Safety applications Attachment 12 (Agenda Item 8)70

Safety project selection

27

• Evaluate applications.

• Validate solution and cost.

• Prioritize applications based

on benefit cost.

• Create 150-200% list of

potential STIP projects.

• Verify project details and

support with local agencies.


28

Fix-It projects:

• Manage the condition of the system.

• Collect and analyze data. • Considers program

priorities and leadership directives.

• Considers available

funding.


START! 1 2 3EVALUATE NEEDS Teams of engineers and technicians evaluate the condition data to determine what projects are needed to address program goals.

PROJECT NEEDS LIST The teams make lists of project needs and rough cost estimates for each of the Fix-It programs, which add up to more than the available funding.

REFINE PROJECT DETAILS & COSTS ODOT teams evaluate every potential project on the 150% list and conduct site visits to refine project details and costs.

INITIAL PROJECT NEEDS PRIORITIZATION ODOT then prioritizes the identified project needs based on standards and policies and draws the line at 150% of available funding for consideration.

FINAL PROJECT PRIORITIZATION Based on estimated project costs, ODOT teams reprioritize the list and select projects that match available funding. This list once approved by the OTC becomes part of the draft STIP.

INSPECT ODOT inspects the major parts of our transportation system, some on a two-year cycle. The data collected provides information on the condition rankings like good, fair, poor, severe, or critical.

456

FIX-IT Within ODOT teams monitor highway conditions and plan the work that needs to be done to maintain our transportation system. Fix-It includes bridges, pavement, culverts and more.

Fix-It is ODOT’s portion of the STIP—Statewide Transportation Improvement Program—a data informed process that we all have a stake in.

TO STIP

THE FIX-IT TRIP

For more information

on STIP, visit: OREGON.GOV/ODOT/STIP


ODOT STRATEGIC BUSINESS PLAN

One ODOT: Positioned for the Future


Purpose A Strategic Business Plan will set direction for ODOT for the next five years.

This five year guide will help us become a more fit organization and:

• Keep us aligned and focused, with a common set of priorities.

• Help us decide what – and what not – to take on.

• Ensure we can deliver on our core responsibilities.

“FOCUS,

CLARITY,

VISION.” Director Matt

Garrett


Strengthen Strategic

Investment Decision Making

Optimize &

Modernize

Technology & Data

Unify & Align ODOT

Operational Governance

Build a Qualified &

Diverse Workforce for

Today & the Future

Four Strategic Priorities Attachment 14 (Agenda Item 9)76

FIVE-YEAR

VISION

Included in the Strategic

Business Plan

ODOT works together to be a recognized

leader in transportation, an employer of

choice in our local communities, and well

positioned to deliver transportation solutions

for Oregon’s future.

Specifically we have:

• A high-performing and collaborative

workplace where staff at all levels are

aligned in our shared mission.

• Flexible processes and mechanisms that

adapt to changing needs and proactively

respond to trends and opportunities.

• Modernized systems, technology and

services to maximize resources and improve

productivity and efficiency.

• Strong and informed governance for

priority-setting, decision-making and

evaluating progress on initiatives.


REFRESHED MISSION

STATEMENT

Reflecting our multimodal

perspective

ODOT provides a safe and reliable multimodal transportation system

that connects people and helps

Oregon’s communities and economy thrive.


UPDATED AGENCY

VALUES

These principles inform

decision making and

guide our behavior in

working with each other,

our partners and the

communities we serve.

INTEGRITY: We are accountable and transparent with public funds and

hold ourselves to the highest ethical

standards.

SAFETY: We share ownership and responsibility for ensuring safety in all

that we do.

EQUITY: We embrace diversity and foster a culture of inclusion.

EXCELLENCE: We use our skills and expertise to continuously strive to be

more efficient, effective and innovative.

UNITY: We work together as One ODOT to provide better solutions and ensure

alignment in our work.


NEXT STEPS

Overview of the process

to implement ODOT’s

Strategic Business Plan.

January 2018 – March 2018

April 2018 - June 2018

July 2018 and beyond

DEVELOP MEASURES & ACTIONS.

PLAN FOR IMPLEMENTATION.

IMPLEMENT & TRACK PROGRESS.


Strategic Business Plan Key External Messages: February 2018

Target Audience: ACTs/RSACs, Advisory Committees, AGC, ACEC, Transportation Policy Group. See attached list. Purpose of Outreach: socialize the SBP; share information about the agency’s priorities and vision; help align group’s work/priorities/needs with the agency priorities where there is existing or potential overlap (e.g. HB 2017 implementation); gather any feedback provided. Supporting Documents: Use with the one-page handout. Reference the Strategic Business Plan document (available at the website referenced in the handout or print/provide hard copies if desired).

Speaking Points for PowerPoint slides

SLIDE 1: Introduce topic and self

SLIDE 2: Purpose

o ODOT is committed to evolving as an organization and continuously enhancing the effectiveness and efficiency of the agency.

o A strategic plan helps ensure we’re focused on the most important things and maximizing our limited resources.

o It also creates more transparency in our decision making processes and authorities.

SLIDE 3: Priorities (refer to the plan document for more details)

o Unify and align our operational governance. Improve structures and processes to define priorities, improve communications, boost accountability, increase transparency and track progress.

o Build a qualified and diverse workforce for today. Attract and retain people and knowledge essential to our responsibilities. Strengthen leadership, skills and diversity.

o Optimize and modernize technology and data. Address gaps in technology/data resources and capability through a cohesive strategy and disciplined development approach.

o Strengthen strategic investment decision making. Better link long-range plans and objectives to shorter-term transportation agency investments.

SLIDE 4: Five Year Vision

o This is our five-year vision for the agency. (Read slide). This is the future we want to create at ODOT.



SLIDE 5: Refreshed Mission

o While our core mission has not changed, this refreshed mission statement now recognizes the work we have done over the past decade to become more integrated and multi-modal in our approach and more clearly articulates who we serve and why.

SLIDE 6: Revised Values

o We also adjusted our values to better reflect what we consider when making decisions, and when we’re interacting with our customers and each other. They represent what we want to see from our employees in going about their daily work.

o SAFETY remains fundamental to everything we do. o NOTE: ODOT’s goals for the transportation system are reflected in the Oregon

Transportation Plan (OTP) – they provide guidance and direction in making decisions about the transportation system,

SLIDE 7: Next Steps

o The plan was approved by the Oregon Transportation Commission this past January and adopted by the agency.

o For the next few months, we’ll develop specific actions to drive progress and identify success measures. During this time, we will take a strategic pause by not taking on new initiatives and will review current efforts to ensure we have the resources available to tackle the priorities identified in the plan.

o Beginning In April we will incorporate the actions and measures into the plan and develop an implementation framework.

o From July onward, we will launch activities to achieve the desire outcomes for each of our four priority areas in the plan and bring it the plan to life at all levels of the organization.

Group-specific messages:

ACEC/AGC/UNION EXECUTIVE LEADERS (refer to the SBP pages 13-16) – workforce related challenges have been a frequent topic of conversation in our partnership and we will continue to engage you in the discussion. We don’t know yet exactly what the specific work will look like or when we will start it but we will come back to discuss further when we have more details.

ACTS/RSACs/MODAL ADVISORY COMMITTEES (refer to the SBP pages 21-23) – strategic investment continues to be an area of discussion we have engaged in with you. We don’t know yet exactly what the next strategic investment work will look like or when we will start working on it but we will come back to discuss further when we have more details.



Additional information to address questions that may arise

• More about the Strategic Business Plan o Recent reviews, employee engagement surveys, and other feedback recognize

ODOT as an organization with many strengths. And we, of course, have opportunities to improve. One thing we heard from employees, stakeholders and partners is that we try to be all things to all people. Implementing a strategic business plan will help us become more clear and deliberate about what we focus on with limited resources.

o This first iteration of ODOT’s strategic business plan is primarily internally focused, setting the vision and priorities that will guide how we operate and continuously improve our Organizational Health & Fitness and align the agency to common goals.

o It is important to note that this plan is focused on the business and operations of ODOT which differs in intent from existing, longer-term policy plans that focus on the transportation system (e.g. Oregon Transportation Plan, modal and topic plans).

o Focusing on these priorities over the next five years will help best position the agency to deliver on our mission and the major tasks before us, such as HB 2017.

o Future plans will likely evolve as improvements targeted in this plan are achieved, allowing the ability to adapt to future change and innovation.

• Stakeholder/partner engagement o Development of the strategic business plan has been a joint venture with the

Oregon Transportation Commission o OTC & ODOT have given careful thought to engaging external stakeholders as we

highly values stakeholder perspectives and input. o McKinsey and Co. conducted extensive engagement in their recent review of

ODOT, which was one of several primary input channels to the strategic business plan. Stats Per the McKinsey and Co. Report:

• 480 Oregon transportation stakeholders received a survey. 169 responses received from: ACTs, Direct and adjacent government (examples: FHWA, Bureaus of Transportation, Transit District), Local government (cities, counties), Modal Advisory Groups, MPOs, Non-government stakeholders (examples: community advocacy groups, business groups), and Others



• 34 in-depth interviews were conducted with stakeholders across

the state representing: Government (e.g., legislators, OTC, Area Commissions on Transportation (ACTs), Advisory Committees); Business (e.g., Oregon Trucking Association, ACEC); Community (e.g., Oregon Environmental Council, League of Oregon Cities)

• The full strategic planning process and timeline o August – October 2017 | ASSESS and PLAN (complete)

Completed a current state review of the agency’s current priorities, challenges and opportunities for improvement. Reviewed all prior input (employee engagement survey, McKinsey Management Review Report, etc.) Conducted interviews with key leaders and Commission members.

Conclusions were documented in a Baseline Assessment report that was used to help refine the strategic planning process and will later gauge progress and impact of the Strategic Plan.

Carried out a strategic business planning process that engaged employees from across the agency and OTC members to develop ODOT’s vision, mission and values and establish areas of focus for the next 5 years.

o November – December 2017 | CREATE (complete) Used information from the planning process to write a Strategic Business

Plan that communicates ODOT’s vision, mission, values, strategic goals, priorities, strategies and outcomes.

Conducted reviews with leaders and the Commission. Plan approved by the Oregon Transportation Commission in January

2018. o January – March 2018 | DEVELOP MEASURES and ACTIONS (in progress)

Develop methods to measure and report ODOT’s success in meeting the goals, objectives and desired outcomes of the Strategic Business Plan.

Develop tactical actions that align with and support achievement of ODOT’s priorities and outcomes.

Update the plan with this information to complete the document. o April – June 2018 | PLAN for IMPLEMENTATION

Managers and employees will be engaged in creating a framework to implement the strategic business plan at all levels of the organization.

The agency will use the framework to prioritize work and keep it in alignment with the strategic business plan.



o July 2018 and Beyond | IMPLEMENT and TRACK PROGRESS Implement the plan at all levels of the organization Track, measure, and report progress and success

• Where can I find out more? o The Strategic Business Plan and background information can be accessed at the

website listed on the bottom of the handout: http://www.oregon.gov/ODOT/Get-Involved/Pages/ODOT-Management-Review.aspx

o If you have thoughts, ideas, or questions please feel free to send those to the email address on the handout: [email protected].


http://www.oregon.gov/ODOT/Get-Involved/Pages/ODOT-Management-Review.aspx


mailto:[email protected]


ATTACHMENT – LIST OF PRIMARY STAKEHOLDERS/PARTNERS

Group ODOT Presenter

ACEC Ray Mabey ACTs/RSACs Respective Area Managers AGC Joe Squire Bicycle and Pedestrian Advisory Committee Sheila Lyons Freight Advisory Committee Ray Drake Motor Carrier Transportation Advisory Committee Amy Ramsdell Oregon Transportation Safety Committee Troy Costales Public Transportation Advisory Committee Hal Gard Rail Advisory Committee Hal Gard Transportation Policy Group Travis Brouwer Union Executive Leadership (AEE & SEIU) Jennifer Schoorl

Let us know how it went!

Send information on what group you met with and when, along with any comments, notes and feedback to [email protected].


mailto:[email protected]

ONEODOT

ODOT STRATEGIC BUSINESS PLAN

Five Year Vision

Strengthen strategic investment decision making.Better link long-range plans and objectives to shorter-term transportation agency investments.

Unify and align operational governance. Improve structures and processes to define priorities,

improve communications, boost accountability and track progress.

Build a qualified and diverse workforce for today.

Attract and retain people and knowledge essential to core responsibilities. Strengthen

leadership, skills and diversity.

Optimize and modernize technology and data.Address gaps in technology/data resources and capability through a cohesive strategy and disciplined development approach.

Four strategic priorities for the next five years

ODOT works together to be a recognized leader in transportation, an employer of choice in our local communities, and well positioned to deliver transportation solutions for Oregon's future.

What will this plan do?This five year guide for the agency

provides a common set of priorities

that will keep ODOT aligned and

focused so we can successfully

deliver on our core responsibilities.


View ODOT’s Strategic Business Plan at: http://www.oregon.gov/ODOT/Get-Involved/Pages/ODOT-Management-Review.aspx

QUESTIONS? ASK US! [email protected]

Built upon the input gathered from ODOT’s employees, stakeholders and partners through the McKinsey and Co. Management Review, surveys and other sources.

Focused on the business operations of ODOT. Improves organizational fitness and health to better deliver today and in the future.

Provides an organizational roadmap used to focus energy and efforts and drive accountability, transparency and efficiency.

Includes a fresh expression of the agency Mission and Values reflecting the guiding principles that enable us to carry out our priorities.

The work to come…

Key things to know about the strategic business plan

TIMELINEJanuary 2018 – March 2018

April 2018 - June 2018

July 2018 and beyond

DEVELOP MEASURES & ACTIONS.

PLAN FOR IMPLEMENTATION.

IMPLEMENT & TRACK PROGRESS.

UPDATED MISSIONODOT provides a safe and reliable multimodal transportation system that connects people and helps Oregon’s communities and economy thrive.

UPDATED VALUESThese principles inform decision-making and guide our behavior in working with each other, our partners and the communities we serve:INTEGRITY: We are accountable and transparent with public funds and hold ourselves to the highest ethical standards.SAFETY: We share ownership and responsibility for ensuring safety in all that we do.EQUITY: We embrace diversity and foster a culture of inclusion.EXCELLENCE: We use our skills and expertise to continuously strive to be more efficient, effective and innovative.UNITY: We work together as One ODOT to provide better solutions and ensure alignment in our work.

