Planning Committee STAFF REPORT April 5, 2017 Page 2 of 2 funds that are being applied toward implementation of the Authority s Priority Development A

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1 Planning Committee STAFF REPORT Meeting Date: April 5, 2017 Subject Summary of Issues Recommendations Financial Implications Circulation of Draft Fiscal Year (FY) Congestion Management Agency (CMA) Budget Staff has prepared a draft Fiscal Year CMA budget for review by the Public Managers Association (PMA) in April The Authority, as the half-percent sales tax agency for Contra Costa, oversees the Measure J Transportation Improvement Expenditure Plan Growth Management Program. As the designated Congestion Management Agency (CMA) for Contra Costa, the Authority performs other planning functions, namely preparing and implementing the state-mandated Congestion Management Program (CMP). The CMA budget covers both of these functions. The final FY CMA budget will be adopted in June 2017 as part of the full Authority budget. Approve circulation of the preliminary draft FY CMA budget to the PMA and authorize staff to make minor refinements to the budget as needed prior to circulation. The proposed FY budget covering the planning functions totals $3.47 million and breaks down as follows: The Measure J Planning and GMP budget accounts for $0.97 million, or 28 percent of the total budget. The funds for the GMP budget come from the Measure J Congestion Management, Transportation Planning, Facilities & Services funding category, and from remaining Measure C Regional Transportation Planning and Growth Management funds. CMP activities account for $1.68 million, or 48 percent, of the total CMA budget. We anticipate funding for this activity would come from an MTC allocation of federal Surface Transportation Program (STP), State Planning, Programming, and Monitoring (PPM) funds, and a local contribution from Proposition 111 gas tax funds, sales tax funds or other sources. The Sustainable Communities Strategies (SCS) Implementation program of $0.81 million accounts for 23 percent of the total budget. The majority of funding for this activity comes from MTC to the Authority, and they include S:\05-PC Packets\2017\04\03 Brdltr Circulation of Draft FY17-18 CMA Budget.docx 3-1

2 Planning Committee STAFF REPORT April 5, 2017 Page 2 of 2 funds that are being applied toward implementation of the Authority s Priority Development Area (PDA) Investment and Growth Strategy. Options Attachments Revise preliminary draft CMA budget. A. Background B. CMA Program Descriptions C. Staff Budget Allocation D. CMA Expenditure Budget Line Item Detail E. Estimate of Congestion Management Revenues F. Estimated Local Jurisdiction Share of CMA Expense G. Milestone Schedule and Deliverables for FY H. List of Acronyms I. Adopted Authority Policy for Assigning Modeling Costs Changes from Committee S:\05-PC Packets\2017\04\03 Brdltr Circulation of Draft FY17-18 CMA Budget.docx 3-2

3 ATTACHMENT A Background Measure C, when it was approved by voters in 1988, placed a number of planning and growth management responsibilities on the Authority. Measure J continued these responsibilities with some modifications. Following adoption of Measure C, to carry out the requirements of State Congestion Management Program (CMP) legislation, the Contra Costa jurisdictions, through a Joint Exercise of Powers Agreement executed in 1993, designated the Authority as the Congestion Management Agency (CMA) for Contra Costa. As CMA, the Authority s role has grown beyond preparing only the CMP to encompass a role in setting and implementing regional policies and programs. The three major functions currently assigned to the CMA (and the primary funding sources) are: The Measure J Regional Transportation Planning and Growth Management (Org OCP 18a) function, which carries out the responsibilities for transportation planning and growth management called for in Measure J, is funded from the 3 percent allocated to Congestion Management, Transportation Planning, Facilities, and Services. The State-mandated Congestion Management Program (Org OCP 18b, 18e, & 18g) function, which the Authority carries out as the designated CMA for Contra Costa. Responsibilities include updating biennially the Contra Costa CMP, monitoring the performance of the regional transportation system, setting State and federal funding priorities, participating in the development of the Regional Transportation Plan (RTP), helping to maintain computerized travel demand models consistent with MTC requirements, and monitoring the implementation of State- and federal-funded projects. It also includes planning efforts to encourage alternatives to driving, such as the Countywide Bicycle and Pedestrian Plan, the Safe Routes to School Needs Assessment and the real-time ridesharing program. These efforts are funded by federal Surface Transportation Program (STP) funds, State Planning, Programming, and Monitoring (PPM) funds, and contributions from local jurisdictions in Contra Costa. 3-3

4 The SCS Implementation component (Org OCP 18c & 18h), which the Authority oversees on behalf of MTC, focuses on the integration of transportation and land use planning. This work involves facilitating the development of a Sustainable Communities Strategy (SCS) for the RTP and its implementation, implementation of Transit-Oriented Development (TOD) called for in MTC Resolution 3434, implementing regionally-delegated grant programs including the One Bay Area Grant (OBAG) and the Regional Safe Routes to School programs, and preparation of the PDA Investment and Growth Strategy and PDA Planning Grants. It is fully funded through STP funds received from MTC. The 1993 Joint Powers Agreement that established the Authority as the CMA established a mechanism for the equitable sharing of costs by local jurisdictions for the CMP component of the CMA s budget. The Joint Powers Agreement requires that the Authority approve and circulate a preliminary budget for the Agency in April of each calendar year. Following Planning Committee review, the attached budget will be circulated to the Public Managers Association (PMA) for review and comment. The draft budget assumes that the Authority will continue to receive federal STP funds, which offset a significant portion of the required funding contribution from local jurisdictions. The budget further assumes that PPM funds will be available from the State. The budget identifies those costs and includes a draft of the contribution by formula that would be needed from local jurisdictions, based upon the expected receipt of committed federal and State funds. The following overview outlines the focus of work to be undertaken in FY while the attachments provide more specifics. Attachment B provides a general description of the tasks needed to carry out the Authority s CMA responsibilities. Attachment C assigns staff time among the different Organizational Codes (Orgs.) that are used in the CMA budget to identify and assign costs to CMA subtasks. Attachment D shows the detailed line item expenditures for FY Attachment E summarizes the estimated revenues for the CMA budget. Attachment F outlines the estimated allocation of the local share of the CMP component costs for the CMA budget among Contra Costa jurisdictions, after the federal and State funds have been fully applied. Attachment G shows a milestone schedule and list of deliverables expected during the budget period, while Attachment H provides a list of acronyms used in the attachments. Attachment I describes the adopted Authority policy for assigning the costs of travel demand computer modeling. 3-4

5 Budget Overview As outlined in Attachment E, the three components of the CMA program growth management, congestion management and SCS implementation are funded through several different sources. The Regional Planning and Growth Management component (Org OCP 18a), which accounts for $0.97 million or 28 percent of the total budget, is funded from the three percent allocated in the Measure J Expenditure Plan to Congestion Management, Transportation Planning, Facilities and Services. The Congestion Management Program component (Org OCP 18b, 18e, & 18g), which accounts for $1.68 million or 48 percent of the total budget, will be funded primarily by federal Surface Transportation Program (STP) funds and federal Congestion Mitigation and Air Quality (CMAQ) funds available through the Metropolitan Transportation Commission s (MTC s) Resolution 4202 including its CMA planning program, and State Planning, Programming, and Monitoring (PPM). Additional local funds from Proposition 111 gas tax funds, sales tax funds or other sources are used to meet the local match. The amount of federal STP funds is estimated at $834,000, and PPM funds available in FY are expected to be $614,617. After subtracting the federal contribution and the PPM offsets, the estimated local contribution is $398,858. This is the amount that the local jurisdictions of Contra Costa are invoiced based on actual costs incurred. The local contribution estimate for FY is two percent higher than the previous year s estimate of $389,342. Actual local contributions billed are generally below the budgeted estimate. The SCS Implementation component (Org OCP 18c & 18h) makes up $0.81 million, or 23 percent, of the total budget. These funds were allocated by MTC to the Authority, and include funds rolled forward as a continuation of the earlier T-PLUS effort. An percent local match is included in the budget for this item and is an element of the total local contribution listed above. A total of 7.07 full-time equivalents (FTEs) are required to staff all CMA functions. This is 0.56 FTE s below the previous year s estimate. This includes staffing by the Deputy Executive Director for Planning, the Senior Transportation Planner, the A s- sociate Transportation Planner and the Administrative Assistant for Planning plus a small percentage of staffing from other disciplines, including projects, finance, and external affairs. 3-5

6 Budget Highlights Overall, the FY budget is 21 percent below the previous year s budget, due primarily to elimination of the Transportation Expenditure Plan (TEP) effort. Below are the highlights of the FY CMA budget. Line items are shown for each budget component in Attachment D: 2017 CMP Update: In FY , staff will prepare the Draft 2017 CMP which will involve a limited update of the document. This update will focus primarily on revising the required seven-year capital improvement program (CIP) and reflecting any changes in the legislation, as all recent updates have. In addition, the 2017 CMP will incorporate changes in the financial assumptions developed for MTC s Regional Transportation Plan and progress made in the implementation of Measure J. The work will be done primarily in-house by Authority staff with some consultant support, especially in monitoring of the CMP network. The budget includes $60,000 for CMP Support and $100,000 for CMP monitoring (Lines 14 and 15 for the Congestion Management Program). Countywide Express Bus Study: This study is approaching completion. A line item for $5,000 is included in Congestion Management (Line 16 under Org. OCP 18b) to finish work on the Contra Costa Express Bus Study. The update will help direct the programming of the Measure J Express Bus Program. Staff has worked with the Bus Transit Coordinating Council (BTCC) to study existing conditions, update routing, explore innovative operational strategies, and set the stage for future operations. The study is in draft form and will complete early in FY Countywide Comprehensive Transportation Plan (CTP): The CMA budget assumes adoption of the Final CTP Update in FY The budget includes several items to support the completion of the 2017 CTP update as follows: o $50,000 to update the Action Plans (Line 14 of the Regional Planning and Growth Management budget) to address SB 743 requirements that would disallow use of Level of Service or Delay-Based traffic measurements as thresholds of significance in an EIR. o $75,000 for GMP support (Line 12 of the Regional Planning and Growth Management budget), which will fund the completion and adoption of the final CTP, including public outreach. 3-6

7 o $30,000 for completion of the EIR on the 2017 CTP (Line 17 of the Regional Planning and Growth Management budget). Model Maintenance and Revisions: In FY , work will begin on formulating the next-generation of travel demand forecasting and operations computer models to support the Growth Management Program and to analyze the Countywide Transportation Plan. The total combined modeling budget for all functions is $175,000. In accordance with adopted Authority Policy (see Attachment I), the cost of model maintenance split between CMA and Measure J Regional Planning, while the cost of performing the model update is allocated 100 percent to Regional Planning (see Line 15 under Regional Planning and Growth Management, Line 17 under Congestion Management, and Line 8 under SCS Implementation component, Org. OCP 18c). Programs Implemented by the CMAs in Partnership with MTC: As the CMA for Contra Costa, the Authority is involved with MTC in the development of regional policies and the implementation of regional programs at the county level. Through the Bay Area Partnership, the Authority will continue to work with MTC to determine which programs should be delegated to the CMA level. With MTC s adoption of the 2013 RTP and Sustainable Communities Strategy (SCS), implementation of several MTC programs will be carried forward. 1 Implementation of these programs has two steps: the definition of and planning for the program, and the monitoring of projects identified through the programs. In FY , these programs include: o OBAG 2: Through the OBAG program, the CMA will allocate about $56.1 million in federal transportation funds to the OneBayArea Grant (OBAG), including $4 million to Regional Safe Routes to School (SR2S) programs. In FY , the Authority will finalize the selection of projects for funding thru OBAG 2 while continuing to monitor the implementation of projects already funded. The budget includes $22,500 for monitoring these projects and others funded with federal transportation dollars (Line 12 of the Congestion Management budget). o PDA Investment and Growth Strategy: MTC requires CMAs to prepare and update a PDA Investment & Growth Strategy (the PDA Strategy). The first PDA Strategy was adopted in April The Authority adopted the first update to that strategy in April 2014 and prepared a draft of the 2015 update to the PDA Strategy. During FY , the Authority will have completed its third update. Consultant support for 1 A full description of each program is found in Attachment B. 3-7

8 this and other activities, such as the evaluation of PDA-related project proposals, will be provided by the Temporary Contract Planners (see below). Continued implementation of the PDA Strategy as proposed for FY affects the CMA budget in the following two areas: PDA Planning Studies: Through MTC, the Authority received $2.7 million to fund local PDA-related planning studies over a three-year period. The budget assumes that $650,000 of the $2.7 million total will remain for this effort during FY (see Line 11 of the SCS Implementation budget). These funds will be managed by the Authority. Since the funds are fully reimbursed by STP, there would be no net impact on the CMA budget. Temporary Contract Planners: To assist the Authority with oversight of local PDA studies, the Authority has engaged two contract planners. The budget includes $100,000 for this effort, using Measure J funds (line 20 of Regional Planning and Growth Management (OCP 18a)). Use of local funds for this effort will help offset the federally-required local match for the PDA Studies, and if left unused, can be exchanged for federal funding to minimize the impact on Measure J planning funds. Local Contribution to Support the CMA Function The JPA that established the Authority as Contra Costa s CMA requires that in April of each year, the Authority prepare a Fiscal Year budget for the CMA, and notify local jurisdictions of the proposed local contributions prior to Authority adoption of the budget in June. The contribution for FY is estimated at $398,558, which is two percent higher than the $389,342 estimated for the previous year. This represents a maximum budget figure. Historically, expenditures have been lower than the budgeted contribution amount, with previous year s actual billings ranging from 30 percent to 100 percent of estimated budget, depending upon actual expenditures. Next Steps The draft FY CMA budget will be circulated to the Public Managers Association in April. Following this review, the CMA budget will be incorporated into the overall Authority FY budget, scheduled for adoption on June 21,

9 ATTACHMENT B CMA Program Descriptions Contra Costa Congestion Management Agency (CMA) 1.0 TRANSPORTATION PLANNING AND GROWTH MANAGEMENT PROGRAM 1.1. Develop and Maintain Travel Demand Models and Other Planning Tools. To assist in carrying out the Measure J Growth Management Program, the Authority has developed and maintains several planning tools. The most prominent of these are the travel demand model or Countywide Model, the supporting Geographic Information System (GIS), and the Comprehensive Transportation Project List (CTPL). The Countywide Model provides the Authority and member jurisdictions with a tool for assessing the effects of future growth and proposed transportation projects on the regional transportation system. The Authority performs major updates to the Countywide Model every ten years. The 2010 update was initiated in 2008 and completed in June The next major update (2020) will begin in As part of the update, the Authority from time to time makes further changes to the Technical Procedures to reflect changes made to the model. The project database contained in the CTPL is used in a variety of planning efforts, including both growth and congestion management programs. The CTPL is used to help update the travel demand model, the CTP, CMP, and the Countywide Bicycle and Pedestrian Plan. As a living document, the CTPL will continue to be updated throughout the life of Measure J. The GIS database includes aerial photographs, mapping, modeling zone and network assumptions that are linked to the travel forecasting model, and geo-located project information that is linked to the CTPL Implement and Maintain Action Plans. The Action Plans for Routes of Regional Significance are one of the key components of the Measure J Growth Management Program. To support the Action Plans, the Authority works with local jurisdictions and the regional committees to 1) carry out the actions outlined in the Actions Plans that are needed 3-9

10 to achieve adopted objectives and implement other actions, measures, and procedures established in the Action Plans, and 2) identify and resolve corridor and other issues. In conjunction with the monitoring of CMP LOS standards and as part of the CTP update, the Authority monitors the achievement of the MTSOs established in the Action Plans. The requirements to prepare Action Plans were first established in Measure C and continued in Measure J. The MTSOs in the updated Action Plans and the actions called for to achieve those MTSOs will serve as an important resource for the performance standards incorporated into the CMP. The Action Plans are generally updated with each CTP. The RTPCs and Authority refine and revise the Action Plans, including the MTSOs and actions proposed to achieve them, every four to seven years in conjunction with the update of the CTP Conduct Regional Transportation Planning Activities. Measure J requires the Authority to develop and maintain a Countywide Comprehensive Transportation Plan and to support countywide and subregional planning efforts, including the Action Plans for Routes of Regional Significance. Staff efforts involve updating and implementing the CTP and supporting efforts to study and address various planning issues. With support from the RTPCs, local agency staff and consultants, Authority staff works on the CTP and on carrying out the CTP implementation actions. The CTP serves as both the long-range planning document for the Authority and as the vehicle for drawing together the various changes needed to put the Measure J GMP into effect, including the Action Plans and the revised Implementation Documents. Work includes support for the Action Plans, especially the analysis of trends and identification of issues to be addressed, and the monitoring of traffic conditions. Implementation of the CTP includes: Refining the CTPL for use in various Authority activities, including the CTP Update, the Countywide Bicycle and Pedestrian Plan and the refinement of expenditure plans for specific funding sources; Establish funding priorities that respond to the financial constraints of federal, state, and local funding sources, and develop a 3-10

11 transportation investment strategy to support the vision and goals of the CTP; Facilitating joint RTPC discussions for managing traffic issues that involve two or more subareas (see task 1.2 above); Working on focused corridor studies to identify potential operational, capacity-enhancing and other options to address issues within those corridors; Updating the project list for the Countywide Bicycle and Pedestrian Plan, CMP and other Authority plans and programs; and Supporting the growth management efforts of local jurisdictions Implement the Growth Management Program (GMP) and Monitor Local Compliance. Measure J requires local jurisdictions to participate in and comply with the GMP. Local jurisdictions that are found by the Authority to be in compliance with the GMP receive 18% Local Street Maintenance and Improvement (LSM) funds (also called return-tosource funds). The Measure J GMP contains seven components: adopting a growth management element, establishing development mitigation programs, addressing housing options, participating in cooperative planning, developing a capital improvement program, adopting a transportation systems management ordinance (or resolution) and adopting a voter-approved urban limit line. Under Measure J, eligibility to receive Transportation for Livable Communities (TLC) funds is also tied to a local jurisdiction s compliance with the GMP. The Authority is responsible for: 1) reviewing and updating policies, procedures and processes; 2) assessing compliance; 3) allocating 18% LSM funds; and 4) auditing, as appropriate, both jurisdictional compliance and the use of sales tax funds. Authority staff monitors compliance with Measure J requirements through a biennial compliance checklist that local jurisdictions prepare and submit to the Authority. Other tasks include detailed review of local compliance issues, and review of draft deliverables required for GMP compliance, such as the draft Growth Management Elements. Furthermore, staff has developed and implemented standardized reporting for the use of LSM funds. The Authority has established the Growth Management Implementation Guide and Technical Procedures to ensure the consistent application of 3-11

12 transportation planning procedures within Contra Costa. To receive return-to-source funds, local jurisdictions are required to adhere to these procedures in conducting traffic studies and transportation modeling. Authority staff occasionally works on updating the procedures to reflect changes in policy. The schedule for monitoring compliance is as follows: In January of each even-numbered calendar year, the Authority releases an updated Compliance Checklist for the Measure J GMP to local jurisdictions. Local jurisdictions then have 18 months to submit their completed checklists. Authority staff reviews the completed checklist, and helps local jurisdictions through the compliance review process, which includes review by the Authority s Citizens Advisory Committee (CAC). The Authority s Regional Transportation Mitigation Program (RTMP) ensures that new development pays to mitigate traffic impacts on the local and regional transportation system. The RTMP was fully adopted and implemented in the mid-1990s. Authority staff s role is to work with the regional committees to monitor ongoing fee program implementation, estimate gross revenues, assist in occasionally updating each sub-area s plan, and helping to address compliance issues that arise in the course of program implementation Assess and Refine the Growth Management and Regional Transportation Planning Programs. As part of the Authority s regional transportation planning and growth management responsibilities, the Authority regularly reviews demographic, economic, environmental, and other changes and recommends refinements to the GMP. As part of its updates to the CTP, the Authority also reviews of the GMP and Authority transportation planning activities. Policies, procedures and processes for compliance with the GMP are detailed in the Implementation Guide and Technical Procedures. Authority staff, working with local staff and the RTPCs, prepares updates to the Implementation Guide and Technical Procedures to reflect these changes Implement Measure J. Contra Costa voters approved Measure J in November The Measure J Expenditure Plan includes a list of projects and programs to be funded with additional sales tax revenue from the 25-year extension of the half-percent sales tax including the Contra Costa Transportation for Livable Communities (TLC) program, and the Pedestrian, Bicycle and Trail Facilities (PBTF) program. The 3-12

13 Authority s planning staff will oversee implementation of these pr o- grams. 2.0 CONGESTION MANAGEMENT PROGRAM 2.1. Carry Out the Congestion Management Program (CMP). As the designated CMA for Contra Costa, the Authority is responsible for carrying out the requirements of State law to prepare, update and monitor a CMP for Contra Costa. Current statutes require CMAs to adopt an updated CMP every other year and submit it to the regional transportation planning agency (MTC in the Bay Area) to evaluate the consistency of the CMP with regional transportation plans and legislative requirements CMP Monitoring and Compliance. Under State law, the Authority is responsible for monitoring levels of service on the regional transportation system and compliance with those standards and other parts of the adopted CMP. The CMP monitoring must address 1) levels of service on the CMP network to ensure that the LOS standards established in the CMP are being met, and 2) the overall performance of the regional transportation system to ensure that the multimodal performance measures established in the CMP are being achieved. The Contra Costa CMP calls for the monitoring of all CMP intersections and freeway sections (a full monitoring ) every other year, and an annual monitoring of those locations that were LOS E or LOS F in the previous monitoring report. The Authority conducts a full monitoring in the spring of odd-numbered years and only a partial monitoring in even-numbered years. The monitoring of the multimodal performance measures in the CMP will be in accordance with the updated travel demand model. The CMP monitoring is also conducted concurrently with the monitoring of Action Plan TSOs when done as part of a major CTP update. This task also includes exclusion studies when needed to determine whether local jurisdictions will need to prepare a Deficiency Plan for intersections or freeway segments that exceed established LOS standards. The Authority monitors local compliance with the Contra Costa CMP through its review of the GMP checklist and the results of the CMP monitoring Update Countywide Model and CMP Tools. In this task, the Authority updates the Countywide Model and the land use 3-13

14 projections to maintain consistency with the guidelines for regional modeling established by MTC. The budget for this task reflects the level of effort required to maintain consistency with new MTC guidelines. As indicated in Section 1.1 above, the Authority has developed and maintains a travel demand forecasting model for application in the GMP and CMP. In addition, as part of the biennial CMP update, the Authority updates the CTPL to provide the basis for the required seven-year capital improvement program. Information from the CTPL is fed into the Countywide Model to simulate future travel on the improved multimodal transportation network. This task also includes ongoing support services to help local jurisdictions and consultants use the computer model Prepare Draft & Final CMP. As the CMA, the Authority must update its CMP every other year. Authority staff, with help and input from State, local and regional staff, updates the list of projects in the CMP Capital Improvement Program (CIP) from the previous cycle by deleting completed projects, adding new projects, and updating the remaining projects as necessary. The revised CIP is usually included in the CMP Update published in odd-numbered years. The Authority sends the Draft CMP Update to the RTPCs, local and regional agencies, and other interested parties. Adoption by the Authority must occur in the fall of odd-numbered years to ensure that the CMP is submitted to MTC by its deadline Congestion Management Strategies. In addition to the programs outlined in the CMP, the Authority prepares and implements other congestion management strategies through its role as the CMA for Contra Costa. Plans and studies are sometimes used for such purposes. For example, the Authority s Countywide Bicycle and Pedestrian Plan is intended to establish policies, programs and projects for creating a safe, convenient system of facilities for pedestrians and bicyclists by defining priorities for bicycle and pedestrian projects, and assessing needs for non-motorized transportation for use in implementing Measure J. Other examples include the SR-239 Corridor Study (TriLink), the I-80 Integrated Corridor Management (ICM) project, the SR-4 Integrated Corridor Analysis (ICA) and other investment options analyses for various corridors. To complement the efforts to manage congestion at the corridor level, Authority staff works with Caltrans to develop and coordinate Corridor System Management Plans (CSMPs). 3-14

15 2.3. State and Federal Funding Programs Process. As the Congestion Management Agency (CMA), the Authority is responsible for submitting project priorities for State and federal funds to MTC and the California Transportation Commission (CTC) for two primary programming efforts: (1) the Regional Transportation Improvement Program (RTIP), and (2) the State Transportation Improvement Program (STIP). Submittals are normally due every two years. The CMA is also involved in the preparation of scoring criteria and applications for pr o- jects to be funded through the various federal transportation acts, which are included in MTC s federal Transportation Improvement Program (TIP). Projects to be funded through either process should ultimately flow directly from the Action Plan and CMP process. This effort includes processing project applications, updating policies and procedures for prioritizing projects, and advocating for Contra Costa projects at MTC and the CTC. In addition, it is the responsibility of the Authority, as the CMA, to track the status of federally-funded and STIP projects in Contra Costa. This effort has increased and is gaining in importance. The Authority participates in a collaborative effort with MTC and the other CMAs to ensure that, if projects cannot be delivered, funds are reprogrammed to other projects to ensure the funding remains in the region Refine Criteria for STIP/TIP Funding. In this task, the Authority will work with MTC and the other CMAs in the Bay Area to develop and establish eligibility and evaluation criteria for the funding of projects under federal transportation legislation. Staff assists MTC in the development of the criteria used to select projects for funding Assist in Local Applications for STIP/TIP Funding. Authority staff will work with local jurisdiction staff to inform them of the scoring criteria and program requirements, and to help with the preparation of project applications for funding under these programs Monitor Projects with Federal or State Funds. MTC requires CMAs to review project applications for State and federal funding, evaluate them against the scoring criteria, and make recommendations to MTC. This task also includes monitoring of projects funded with federal and State funds. Under SB 45 and AB 1012, the monitoring of project development has become a 3-15

16 critical item. Projects that do not adhere to certain deadlines may lose funding Implement MTC-delegated Planning and Programming Functions. MTC has created several programs over the years for which it has delegated the responsibility for identifying and overseeing to the CMAs. These programs include the One Bay Area Grant (OBAG), the Lifeline Transit Program (LTP), and the Safe Routes to School (part of MTC s Climate Initiatives Program) programs. Oversight of these programs is covered in the staffing plan. Generally, where the funds pass from MTC through the Authority to the project proponent, the program is shown as a line-item in the CMP budget (Org. OCP 18b). When the funds flow directly from the source (MTC, FHWA, or FTA) to the proponent, the line item is omitted from the budget. Each program is described further below: OBAG: The One Bay Area Grant (OBAG) program is intended to encourage the development of PDAs by directing federal grant funds, through the county CMAs, to PDAserving transportation projects. OBAG funds can be used for six project or program types: Transportation for Livable Communities (TLC), bicycle-pedestrian improvements, local streets and roads preservation, CMA planning and outreach, Safe Routes to School, and Priority Conservation Areas. The Authority must prepare a PDA Investment & Growth Strategy that establishes priorities for projects that support and encourage the development of PDAs as well as for PDA planning grants. The Authority will allocate federal funds for rehabilitating and maintaining local streets and roads within Contra Costa by formula to local jurisdictions. Lifeline Transportation Program (LTP): The LTP is intended to enhance mobility and access to jobs for low-income Communities of Concern. Safe Routes to School (SR2S) Program: MTC has delegated federal funds to the CMAs to fund programs and projects that will help reduce greenhouse gas emissions by encouraging more students to walk, bicycle or carpool to school. The SR2S program is now included as a component of the OBAG program. 3-16

17 Real-time Ridesharing Pilot Program: Also part of the Climate Initiatives Program, the Authority is participating in the use of mobile phone applications ( apps ) to encourage spontaneous ridesharing The Bay Area Partnership and CMA Association Issues and Studies. Authority staff represents the interests of Contra Costa and the region through a number of regional forums, the most significant of which are the Bay Area Partnership and the CMA Association. Authority staff serves on the Partnership Board and its Technical Advisory Committee. Staff also serves on various working groups that support the Partnership. Staff participates in the CMA Association s regular meetings, and supports other CMA Association functions by serving on various task forces and ad-hoc committees. Through the Partnership, Authority staff is heavily involved in shaping the Contra Costa portion of MTC s Regional Transportation Plan (RTP) Update. The RTP includes a financially constrained, 25-year system expansion plan Governmental and Community Affairs. Participation in the development of legislation strengthens the Authority s ability to meet its policy goals as Contra Costa s CMA. This task includes serving on statewide and regional committees in connection with implementing such legislation, and conveying the Authority s position to the legislature on specific issues. Staff works as liaison with the press, community organizations, and the public to inform them of CMP issues, policies and activities addressed by the Authority as the CMA. Because of the Authority's expanded role as CMA in transportation planning and programming, the Authority has an express interest in monitoring State and federal legislation. As the CMA, the Authority is responsible for monitoring legislative affairs and communicating with local jurisdictions, the business community and the public regarding State and federal funding issues, air quality issues, and other issues affecting transportation in Contra Costa. 3.0 SUSTAINABLE COMMUNITIES STRATEGY (SCS) IMPLEMENTATION 3.1. Regional Transportation Plan and Sustainable Communities Strategy. The passage of SB 375 added a new component to regional transportation plans in California the Sustainable Communities Strategy (SCS) and required the Authority and other CMAs to work with MTC and the other three regional agencies to develop and implement the RTP, including the new SCS component. This effort includes staffing and consultant support for a) development of coordinated trans- 3-17

18 portation and land use policies and plans; b) facilitation and liaison for county, city, and transit interests; and c) assistance with development and application of technical planning tools Support Planning and Encouragement Efforts for the Development of Priority Development Areas. MTC and ABAG rely on focusing new development in priority development areas, or PDAs, to achieve the goals of Plan Bay Area and the SCS. PDAs are districts where higher density, walkable and transit-accessible development is planned. By supporting efforts to direct new growth to these districts, the two regional agencies hope to create a land use pattern that will supports a vibrant economy and limits the need to drive long distances for work, shopping and other activities. The Authority will support these efforts, building on the earlier Resolution 3434 activities, by carrying out two main efforts: The PDA Growth and Investment Strategy, required by MTC as part of its Resolution 4035, outlines the actions that each CMA will take to overcome obstacles to the development of PDAs within its county. The PDA Strategy must be updated every four years with a biennial report required on the status of its implementation. The Authority adopted its first PDA Strategy in 2013 and its first update in The PDA Planning Grant Program provides funding to CMAs and jurisdictions to prepare planning studies that identify and assess obstacles to PDA development, develop plans and policies to overcome them, and implement those plans and policies. These studies commonly include the development of specific plans (including necessary environmental analysis), zoning updates, financing plans, assessment of market demand, and conceptual project design Revisiting Parking Policies. In this task, Authority staff would work with local jurisdictions and agencies to modify existing parking policies to better support smart growth within Contra Costa. 3-18

19 ATTACHMENT C Staff Budget Allocation 3-19

20 ATTACHMENT C Contra Costa Transportation Authority FY Budget Staff Budget Allocation Department Planning Funding Measure J STP & Local STP & Local PPM Measure J STP & Local Category Positions: Regional Planning CMA CMA-Climate Change CMA-PPM PDA Investment & Growth Strategy SCS Implementation Total Planning 1 Executive Director 5.0% 1.0% % % 2 Deputy Executive Director, Projects % % 3 Chief Financial Officer 14.0% 15.0% % 4 Deputy Executive Director, Planning 30.0% 55.0% % 95.0% 5 Director, Projects % % 6 Director of External Affairs 15.0% - 0.0% 45.0% % 7 Director of Programs 8.0% 10.0% 0.0% % 8 Engineering Manager % % 9 Senior Transportation Planner 10.0% 45.0% % % 10 Accounting Specialist 4.0% 5.0% % 11 Accounting Specialist 8.0% 17.0% % 12 Associate Engineer % % 13 Associate Transportation Planner 35.0% 38.0% % 95.0% 14 Executive Assistant / Board Clerk % % 15 Administrative Assistant, Projects Administrative Assistant, Planning 25.0% 50.0% % 80.0% 17 Administrative Assistant, Finance 25.0% 15.0% % 18 Senior Engineer (ITS CV/AV) % 19 Finance Manager 7.0% 10.0% % 20 Engineering Manager (Construction) % Authority Full Time Equivalent Authority Full Time Equivalent Authority Full Time Equivalent 2018 $ 416,526 $ 611,054 $ - $ 614,617 $ 34,785 $ 79,519 $ 1,756,501 Authority Full Time Equivalent 2017 $ 516,488 $ 602,262 $ 24,733 $ 583,119 $ 33,972 $ 78,538 $ 1,839,

21 ATTACHMENT D CMA Expenditure Budget Line Item Detail 3-21

22 ATTACHMENT D Contra Costa Transportation Authority FY Budget CMA Expenditure Budget: Line Item Detail Total Congestion Management Agency Adopted Proposed Change: Congestion Management Agency FY FY Increase Measure J Measure J (Decrease) TOTAL REGIONAL PLANNING AND GROWTH MANAGEMENT $ 1,337,638 $ 972,026 $ (365,612) TOTAL CONGESTION MANAGEMENT $ 1,752,614 $ 1,683,171 $ (69,443) TOTAL SCS IMPLEMENTATION $ 1,321,510 $ 814,304 $ (507,206) TOTAL CONGESTION MANAGEMENT AGENCY $ 4,411,762 $ 3,469,501 $ (942,261) 3-22

23 ATTACHMENT D Contra Costa Transportation Authority FY Budget CMA Expenditure Budget: Line Item Detail Total Congestion Management Agency Adopted Proposed Change: REGIONAL PLANNING AND GROWTH MANAGEMENT FY FY Increase ORG: OCP18a (MSJ) Account Measure J Measure J (Decrease) SALARIES AND BENEFITS 1 Salaries 5011 $ 310,746 $ 249,092 $ (61,654) 2 Overtime ,500 2,500-3 Vacation/Sick Leave ,151 46,629 (11,522) 4 FICA ,487 3,596 (891) 5 Retirement Expenses ,722 67,957 (17,765) 6 Employee Group Insurance 5050, ,241 43,032 (7,209) 7 Workers Compensation Insurance ,641 3,720 (921) 8 TOTAL SALARIES AND BENEFITS 5000 $ 516,488 $ 416,526 $ (99,962) SUPPLIES AND SERVICES 9 Computer Software and Maintenance 5204 $ 3,000 $ 3,000 $ - 10 Travel ,500 2, GMP Support / CTP Update (Dyett CT324 or TBD) ,000 - (75,000) 12 GMP Support (Placeworks) ,000 75, Regional Planning Tasks (Stantec CT345) ,150 35,000 (1,150) 14 Action Plan Update (DKS 365) ,000 50, Project Modeling & Support (Kittleson CT278) , , Action Plan MTSO Monitoring (Iteris CT428) , ,000 50, CTP Update EIR (L.G. CT394) ,000 30,000 (70,000) 18 CTP Public Outreach (Gray Bowen-CLOSED) ,000 - (155,000) 19 SR4 ICM Corridor Study (Stantec) ,500 - (89,500) 20 Temporary Contract Planners (CT399, CT400) , , Attorney Fees ,000 50, Specialized Printing ,000 10, TOTAL SUPPLIES AND SERVICES 5100 $ 821,150 $ 555,500 $ (265,650) TOTAL REGIONAL PLANNING AND GROWTH MANAGEMENT $ 1,337,638 $ 972,026 $ (365,612) 3-23

24 ATTACHMENT D Contra Costa Transportation Authority FY Budget CMA Expenditure Budget: Line Item Detail Total Congestion Management Agency Adopted Proposed Change: CONGESTION MANAGEMENT FY FY Increase ORG: OCP18b, OCP18e, OCP18g (MSJ) Account Measure J Measure J (Decrease) SALARIES AND BENEFITS 1 Salaries 5011 $ 734,417 $ 741,658 $ 7,241 2 Temp Salaries (Commissioner 1/2 CMA) ,457 13,457-3 Overtime ,500 2,500-4 Vacation/Sick Leave , ,867 1,367 5 FICA ,607 10, Retirement Expenses , , Employee Group Insurance 5050, , ,214 6,139 8 Workers Compensation Insurance ,972 11, TOTAL SALARIES AND BENEFITS 5000 $ 1,210,114 $ 1,225,671 $ 15,557 SUPPLIES AND SERVICES 10 Computer Software 18b $ 2,500 $ 2,500 $ - 11 Travel 18b ,000 4, CMA Support (Stantec CT435) 18b ,500 22, CMP Support (Dyett CT324) 18b ,000 - (60,000) 14 CMP Support (Placeworks) 18b ,000 60, CMP Monitoring (Iteris CT428) 18b , , Express Bus Implementation Plan (ARUP CT413) 18b ,000 5,000 (20,000) 17 Model Maintenance & Consistency (Kittleson CT278) 18b ,000 50, SR2S Needs Assessment (Fehr & Peers CT361) 18b ,000 - (25,000) 19 RTR Pilot Software Vendor: (CARMA CT347) 18g ,000 - (50,000) 20 Bicycle and Pedestrian Plan (Fehr & Peers CT450) 18b , , , West Contra Costa High Capacity Study (18W.01) 18b ,000 10,000 (90,000) 22 Attorney Fees 18b ,500 2, Specialized Printing 18b ,000 1, TOTAL SUPPLIES AND SERVICES 5100 $ 542,500 $ 457,500 $ (85,000) TOTAL CONGESTION MANAGEMENT $ 1,752,614 $ 1,683,171 $ (69,443) 3-24

25 ATTACHMENT D Contra Costa Transportation Authority FY Budget CMA Expenditure Budget: Line Item Detail Total Congestion Management Agency Adopted Proposed Change: CONGESTION MANAGEMENT: SCS Implementation FY FY Increase ORG: OCP18c, OCP18h (MSJ) Account Measure J Measure J (Decrease) SALARIES AND BENEFITS 1 Salaries 5011 $ 68,052 $ 69,112 $ 1,060 2 Vacation/Sick Leave ,717 12, FICA Retirement Expenses ,520 19, Employee Group Insurance 5050, ,225 10, Workers Compensation Insurance ,016 1, TOTAL SALARIES AND BENEFITS 5000 $ 112,510 $ 114,304 $ 1,794 SUPPLIES AND SERVICES 8 SCS Technical Support (Kittleson/EPS CT278) 18c $ 25,000 $ 25,000 $ - 9 Ongoing Support (Placeworks) 18c ,000 25, Update LUIS (EPS CT312) 18c ,000 - (20,000) 11 PDA Planning Grant Consultants (CT , CT438) 18h ,164, ,000 (514,000) 12 TOTAL SUPPLIES AND SERVICES 5100 $ 1,209,000 $ 700,000 $ (509,000) TOTAL CONGESTION MANAGEMENT: SCS Implementation $ 1,321,510 $ 814,304 $ (507,206) 3-25

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27 ATTACHMENT E Estimated Congestion Management Revenues 3-26

28 ATTACHMENT E Contra Costa Transportation Authority FY Budget Estimate of Congestion Management Revenues Revenue Source OCP18b & OCP18e OCP18c OCP18h Total STP - CMA $ 688,542 $ 145,458 $ 834,000 STP - PDA Investment & Growth Strategy (a) $ 590,000 $ 590,000 CBTP - San Pablo Complete Streets PDA Cont. $ 60,000 $ 60,000 PPM $ 614,617 $ 614,617 Local Contributions for CMA activities $ 380,012 $ 18,846 $ 398,858 $ 1,683,171 $ 164,304 $ 650,000 $ 2,497,475 (a) Match to be provided by subgrantee recipients Policy for Local Contributions for CMA Activities: ORG OCP18b, OCP18c, and OCP18e Budgeted Expenditures for FY : $ 1,683,171 $ 164,304 $ 1,847,475 PPM Funds allocated for CMA activities: $ 614,617 $ 614,617 STP-CMA funds allocated to the Authority divided by match share (88.53%): $ 688,542 $ 145,458 $ 834,000 Minimum Local match required met by Local Jurisdiction Contributions: $ 89,208 $ 18,846 $ 108,054 Local Jurisdiction Contributions for Congestion Managementt Activities: $398,858 (includes local match) 3-27

29 ATTACHMENT F Estimated Local Jurisdiction Share of CMA Expenses 3-28

30 ATTACHMENT F Contra Costa Transportation Authority Estimated Local Jurisdiction Share of FY Congestion Management Expenses The Proposition 111 Formula DRAFT CMA BUDGET CA S & H Code s Distribution Share Local Jurisdiction Share of CMA Jurisdiction Prop. 111 Funds OCP18b & OCP18c Costs Antioch 5.940% $ 23, Brentwood 3.054% $ 12, Clayton 0.625% $ 2, Concord 7.023% $ 28, County % * $ 193, Danville 2.222% $ 8, El Cerrito 1.344% $ 5, Hercules 1.378% $ 5, Lafayette 1.376% $ 5, Martinez 2.058% $ 8, Moraga 0.922% $ 3, Oakley 2.124% $ 8, Orinda 1.009% $ 4, Pinole 1.094% $ 4, Pittsburg 3.703% $ 14, Pleasant Hill 1.890% $ 7, Richmond 5.922% $ 23, San Pablo 1.793% $ 7, San Ramon 4.311% $ 17, Walnut Creek 3.715% $ 14, TOTAL % $ 398, *Rounded Policy The portion of the Congestion Management function funded by local contributions will equal the difference between the budget for that function and the federal revenues available for it, but must be at least equal to the 11.47% match required for the receipt of federal funds. A. CMA Expenses for FY 2016/17 = $ 2,497, Less PPM Contribution $ (614,617.00) Less STP (PDA Investment & Growth Strategy) Funding $ (650,000.00) Adjusted Budget $ 1,232, B. Less Federal STP 3% Funds $ (834,000.00) C. Local Contribution (A - B) $ 398, D. Minimum Local contribution $ 398, OPTIONS 1. If D > C, then increase C to equal D Not Applicable 2. If D C, then C $ 398, Total Local Contribution: $ 398, Source: State of California Streets and Roads Annual Report Fiscal Year

31 ATTACHMENT G Milestone Schedule and Deliverables for FY CONTRA COSTA CONGESTION MANAGEMENT AGENCY Date Milestone GROWTH MANAGEMENT PROGRAM (Org OCP 18a) June Spring 2017 May 2017 July-Sept 2017 Oct-Dec 2017 January 2018 Spring 2018 Ongoing Calendar Year (CY) 2014 & 2015 GMP Compliance Checklists Due MTSO Monitoring Issue Draft CTP and Draft CTP EIR Adopt Final CTP Adopt Final Action Plans Issue CY 2016 & 2017 GMP Compliance Checklist Incorporate SB 743-related CEQA Guidelines into Technical Procedures and GMP Implementation Documents Monitor GMP Compliance through review of the GMP Compliance Checklist submittals received from local jurisdictions Work with RTPCs on Action Plan implementation and monitor newly proposed MTSOs Attend RTPC and RTPC-TAC meetings Refine Comprehensive Transportation Project List Implement the Measure J GMP CONGESTION MANAGEMENT PROGRAM (Org OCP 18b) April May 2017 May 2017 June 2017 July 2017 Dec 2018 Biannual Monitoring of CMP Network MTC issues Draft 2017 RTP Adopt Updated PDA Investment and Growth Strategy document and submit to MTC (tentative) Prepare and transmit comments on Draft 2017 RTP to MTC Release Draft 2017 CMP MTC adopts 2017 RTP Forward OBAG 2 recommendations to MTC Adopt Final 2017 CMP 3-30