NARC Presents the 2022 Regional Leadership and Achievement Awards


Columbus, OH (June 14, 2022) – The National Association of Regional Councils (NARC) presented its 2022 Achievement and Leadership Awards today during an awards ceremony held at the NARC 56th Annual Conference & Exhibition.  

“I am so pleased and so proud as President of NARC to be able to celebrate these achievements in regional cooperation, excellence, and leadership,” said NARC President Bob Cannon, Supervisor of Clinton Township, Michigan and former chair of Southeast Michigan Council of Governments. “What greater honor is there than to be able to recognize the valuable contributions of my colleagues.”  

Eleven projects received 2022 Achievement Awards and four regional leaders received 2022 Leadership Awards. More information about this year’s recipients can be found below.  


Eastgate Regional Council of Governments | Eastgate Regional Broadband Feasibility Study 

In June of 2021, the Eastgate Regional Council of Governments (Eastgate) accepted the completed Regional Broadband Feasibility Study that would serve as the roadmap towards addressing the issues that plague high-speed connectivity in the region while also promoting the modernization of broadband infrastructure to ensure competitiveness in a fast-changing and ever-evolving global landscape. 

East Texas Council of Governments | Rural, Set, Go! Workforce Strategy Public Forum Series 

Rural, Set, Go! is an intentional strategy to engage community leaders, business leaders, and community members in candid conversations about the factors that influence their local workforce and economic development needs, particularly in-demand skills as identified by the community employers.   

Miami Valley Regional Planning Commission | In Recognition of the Miami Valley Disaster Recovery Leadership 

Following a series of disastrous storms in 2019 the Miami Valley Regional Planning Commission (MVRPC) MVRPC was asked and agreed to become the designated leader of the Long-Term Community Disaster Recovery Network, helping the impacted counties, cities, townships and villages across the region create a plan for recovery and resiliency.  

Region 1 Planning Council | R1 Land Bank 

The R1 Land Bank exists to effectively aggregate parcels of land for future sale or development, while fostering municipal collaboration and supporting community goals. Hundreds of legally abandoned sit at length, often years, vacant and deteriorating. Through the land bank, vacant properties may be acquired and returned to market at a higher value putting an end to the vicious cycle of declining equalized assessed valuations and abandoned properties in communities.      

Lehigh Valley Planning Commission with Lehigh County, Pennsylvania | Lehigh Valley Jobs & Housing Support Initiative 

Immediately following closures from the COVID-19 Pandemic Lehigh Valley Planning Commission (LVPC) alongside Lehigh County, went to work to quantify the vulnerabilities as a first step in beginning to address what quickly became a jobs and housing crisis. Within weeks on the shutdowns, the mayors of the region’s three cities, Bethlehem, Allentown and Easton joined the roundtable with Lehigh County and LVPC to start needed problem-solving.  

Miami-Dade Transportation Planning Organization | Miami-Dade TPO SMART STEP Program 

The Miami-Dade Transportation Planning Organization (TPO) Urban Mobility Task Force & Non-Urban Core Task Force were created to focus on addressing bicycle and pedestrian mobility challenges in Miami-Dade County. As a result, the SMART STEP (Street Transportation Enhancements Program) was created to facilitate interagency coordination, innovation, and accelerated implementation of pedestrian and bicycle improvement projects that increase connectivity and enhance safety.    

Puget Sound Regional Council | PSRC’s Equity Program 

PSRC’s goal is to advance racial equity to ensure that the region’s vision for a prosperous and healthy future is possible for all people in the region. Recognizing that this is not available to everyone, PSRC set out to change this with its new Equity Program. PSRC’s Equity Program offers several innovations as they are taking an entirely new approach to equity in their work. 

Southeast Michigan Council of Governments | Southeast Michigan Electric Vehicle (EV) Resource Kit and Planning Hub    

 The Southeast Michigan Council of Governments (SEMCOG) developed the Southeast Michigan EV Resource Kit and Planning Hub as a one-stop destination which provides local communities and stakeholders with quick access to key data and background information on EVs and EV infrastructure; the current status of infrastructure and deployment; community zoning and planning ordinances; funding opportunities; and local case studies and best practices. The primary goal of this resource is to assist stakeholders and communities across the region and state to most effectively prepare for and support the adoption of EVs as well as in the deployment of EV charging infrastructure.   

Alamo Area Council of Governments | Camp Bullis Sentinel Landscape 

The Camp Bullis Sentinel Landscape (CBSL) was designated as the first Sentinel Landscape in Texas, and one of only 10 in the nation. Sentinel Landscapes are areas in which natural and working lands are well suited to protect defense facilities from land use that is incompatible with the military’s mission.  The purpose of the program is to focus and leverage federal resources on a landscape-scale natural resource conservation effort through a regional consortium of state and local governments, nonprofit conservation organizations, military installations, and regional Federal technical assistance offices. 

Southern California Association of Governments (SCAG) SCAG Housing Policy Leadership Academy 

The SCAG Housing Policy Leadership Academy (HPLA) offers a 10-session online training for emerging and established community leaders who want to better understand how to advance policy solutions to increase the supply and availability of affordable housing. The program is open to elected officials, advocates, and community stakeholders in moving forward a pro-housing development agenda and empower leaders to make informed decisions. SCAG had an overwhelming response to the program. 

Houston-Galveston Area Council | H-GAC Small Business Financial Assistance – Pandemic & Beyond   

In 2020, as businesses struggled to remain afloat due to mandated closures, H-GAC worked to find solutions. Endeavoring to create new, nimble and responsive loan programs to meet small business needs, H-GAC leveraged its resources, connections, special ability to tap into various funding sources, and its existing framework. The pandemic spurred immediate action from the third largest county in the nation, Harris County, which would help pave the way for the creation of various loan programs in the region. 



Barry Seymour, Executive Director of the Delaware Valley Regional Planning Commission 

Barry Seymour has served since 2006 as Executive Director of the Delaware Valley Regional Planning Commission (DVRPC), one of the nation’s largest and most respected Metropolitan Planning Organizations.  In his time at DVRPC, Mr. Seymour instituted the first municipal grant program for revitalization of urban neighborhoods and older suburban communities, created a growth management planning program for suburban communities, spearheaded the Pennsylvania and New Jersey Smart Transportation initiative, oversaw a regional food system plan, and is now directing efforts to improve energy efficiency and address climate change in the region. He is a recipient of the 2008 Pennsylvania Governor’s Award for Local Government Excellence.   


The Honorable Tom Johnson, Mayor of Village of Somerset, Ohio 

Tom Johnson, Mayor of the Village of Somerset, is one of Appalachian Ohio’s leading public servants and a champion of community-led economic development. Mayor Johnson understands the region’s assets—its natural environment, its unique historic downtowns, and its entrepreneurial spirit. He also understands the importance of both working top-down and bottom-up and the power of working collaboratively to address the challenges and disparities faced by small communities like those in Appalachian Ohio.   

The Honorable Rap Hankins, Council member, City of Trotwood 

Mr. Rap Hankins is a well-known, well-respected leader at the local, regional, state and national levels.  Mr. Hankins served as an elected Councilmember for the City of Trotwood, a Miami Valley Regional Planning Commission (MVRPC) member community, for more than 16 years. Mr. Rap Hankins is a champion for regionalism in his role as a leader for multi-county racial equity, disaster recovery and environmental efforts. These are three separate efforts that are combined because of who Rap is –a leader, community activist, and a drum major for change in the Miami Valley.  In total, he has dedicated more than 20 years toward leadership of regional initiatives led by or affiliated with MVRPC.  There is no end in sight because Rap feels reenergized and feels he is accomplishing far more now as an unelected official toward the regional and state ideals that he has long championed.  


Lyle Wray, Executive Director of the Capitol Region Council of Governments

For over 40 years, he has been the model of an innovative public servant.  As Executive Director of the Capitol Region Council of Governments, his leadership made an indelible and positive impact on the local, regional, state and bi-state regional levels that will reverberate for many years.  Lyle’s work in Connecticut has been transformational for the region. With Lyle’s leadership, collaboration, and knowledge, we’ve seen positive changes in the “land of steady habits”. The region and the state are better for his contributions. 

More information about NARC awards, conferences, and leadership contact Melissa Lowe,, or check out our website at 


About the National Association of Regional Councils  

NARC serves as a national voice for regions by advocating for regional cooperation as the most effective way to address a variety of community planning and development opportunities and issues. NARC’s member organizations are composed of multiple local governments that work together to serve American communities – large and small, urban and rural. 

NARC Celebrating American Rescue Plan Act (ARPA) One Year Anniversary

This week marks the one-year anniversary of the historic investment in the nation from passage of the American Rescue Plan Act (ARPA). Throughout the week the White House has been celebrating the one-year anniversary by highlighting achievements made possible by the passage of the bill relevant information, fact sheets, and toolkits for communities. The $1.9 trillion coronavirus rescue package was designed to facilitate the United States’ recovery from the devastating economic and health effects of the COVID-19 pandemic. ARPA included $350 billion in aid to states, cities, tribal governments, and U.S. territories. 

ARPA authorized the Coronavirus State and Local Fiscal Recovery Fund, including $65.1 billion in direct, flexible aid to every county, parish and borough in America. It represents a strong federal-state-local partnership and an investment in localities on the front-line keeping communities healthy, safe and vibrant.  

Funding allocated under the State and Local Fiscal Recovery Funds (SLFRF) program is subject to the requirements specified in U.S. Department of the Treasury’s May 17, 2021 interim final rule, which became effective on that date and detailed whether a program, project or service was an eligible use. Treasury accepted public comments on the interim final rule through July 16, 2021 and after reviewing some 1,000 submitted comments adopted the final rule in early January 2022.  

On January 6, 2022 Treasury issued the Final Rule for SLFRF program adding clarifications and additional guidance not available under the interim rule. For an in-depth overview of the Final Rule check out the National Association of Counties (NACo) analysis.  

To date, Treasury has distributed more than $245 billion to state, local, and Tribal governments as a part of the SLFRF program, accounting for over 99% of funds eligible to be disbursed in 2021. Recipients of funds were encouraged to begin using funds under the interim final rule, which was released in May 2021 as the final rule does not take until April 1, 2022.   


An analysis by the Center on Budget and Policy Priorities found that state governments have appropriated nearly 70% of their available funds as of November 2021. Their review of these spending decisions shows that many states are using the funds constructively: to offset declines in their revenue collections; to address the health, economic, and fiscal impacts of the pandemic and contribute to the economic recovery; and to start new long-term investments to address racial and economic inequities. 

In addition to this analysis of broad state allocated ARPA spending, a partnership between Brookings Metro, the National Association of Counties (NACo), and the National League of Cities (NLC), aimed at highlighting innovative, evidence-based, well-targeted uses of SLFRF ARPA funds. They created the Local Government ARPA Investment Tracker. An online resource that compiles information from local governments to offer a detailed picture of how large cities and counties (with populations of at least 250,000) are deploying funding.  

This tool adds to other important efforts to understand local ARPA implementation, including Results for America’s ARP Data and Evidence Dashboard, and the Treasury Department’s analysis of highlights from initial SLFRF reports. 

Communities have until 2024 to fully plan for and commit their funds, and until 2026 to spend them. Local governments’ initial SLFRF expenditure reports contain useful roadmaps on where they are heading with ARPA funds; large cities and counties (those with populations of at least 250,000) have also delivered the first in a series of annual plans that outline their intended and actual uses of SLFRF dollars.  

Collectively, these reports and tools detail thousands of projects across dozens of eligible expenditure categories and form the data behind the Local Government ARPA Investment Tracker. 


The National Association of Regional Councils (NARC) will be collecting information and tracking ARPA spending from regional councils over the next few months. If you have questions or information to share on how you are spending and planning for ARPA dollars please contact Jessica Routzahn at 

Additional Resources:  

COVID-19 Communications Toolkit for Counties 
Utilize NACo’s COVID-19 communications toolkit, including top-level messaging, outreach ideas and templates to share how your county is investing ARPA Fiscal Recovery Funds. 

Explore NACo’s ARPA Fiscal Recovery Fund Resources 

Visit NACo’s ARPA Fiscal Recovery Fund Resource Hub to find tools to share your story, explore county best practices, access analysis and more. 

White House ARPA Anniversary Toolkit 

Join the White House and states, cities, counties, territories to amplify the successful, historic, and lasting impact of the American Rescue Plan in social media and your local press! 


NARC Legislative Update And Analysis: U.S. House Passes Reconciliation Package

On November 19, the U.S. House passed its version of President Biden’s  Build Back Better Act (BBBA), a $1.75 trillion (H.R. 5376) reconciliation package  that includes paid family leave, universal preschool, tax incentives, climate initiatives, and a Medicare drug price negotiation program.  The legislation passed on a 220-213 party-line vote, utilizing the reconciliation process that give the House majority nearly complete control over all elements of the bill and substantially limits the minorities ability to amend the bill.  The bill now goes to the Seante where a similar drafting process will be used.  Most importantly, however, the reconciliation process enables the Senate majority to pass a bill with a simple majority.  Once drafted, the majority leader can bring the bill straight to the floor. and any amendments are required to comply with reconciliation rules, with a vote on passage to follow. If the Senate’s version differs from the House’s version the House and Senate will have to conference both bills and come to an agreement on a single bill that must then pass the House and Senate.  The House also has the option of skipping conference and vote on the Senate bill.  If it passes it will go to the president for his signature.   

The BBBA invests heavily in social programs such as childcare, preschool education, paid parental leave, resources to address climate change, education and housing stabilization and much more. Below are more details about some of these important programs.  


Investments in Affordable Housing:

BBBA would provide a total of $150 billion for affordable housing programs that either improve or build over 1 million housing units.  

  • $3.05 billion for the Community Development Block Grant (CDBG) program, including $500 million for a new Manufactured Housing Community Improvement Program.  
  • $25 billion for Housing Choice Vouchers and supportive services.  
  • $35 billion for the HOME Investment Partnership Program, including $15 billion to preserve and create affordable rental homes.  

Investments in Workforce Development:  

The bill would provide $4.5 billion for Workforce Innovation and Opportunity Act (WIOA) Title I programs within the U.S. Department of Labor (DOL).  

  • $2 billion for the Dislocated Workers Work Employment and Training Activities  
  • $1 billion for Adult Worker Employment and Training Activities  
  • $1.5 billion Youth Workforce Investment Activities 

Investments in the Economic Development Administration: 

The bill would provide $5 billion to the Economic Development Administration (EDA). Of this total, counties would be eligible to receive funding under the following programs 

  • $3.36 billion for EDA’s Economic Adjustment Assistance Program to develop regional economic growth clusters, including grants for technical assistance, planning and predevelopment activities 
  • $480 million for EDA’s Economic Adjustment Assistance Program to provide grants for technical assistance, planning and predevelopment activities to energy and industrial transition communities 
  • $1.2 billion for a new Recompete Grants for Persistently Distressed Communities program, which would award grants to alleviate economic distress and support long-term comprehensive economic development and job creation 

Raises the Cap on The State and Local Tax Deduction: 

The bill would raise the cap on the state and local tax (SALT) deduction from $10,000 to $80,000 and extend this cap through 2030. The $80,000 SALT cap amount would also apply to the 2021 tax year. For 2031, the SALT deduction cap would be set at $10,000. 

Investments in Climate Action:  

The BBBA would provide $555 billion for climate and clean energy investments. The bill provides tax credits up to $12,500 to those buying new electric vehicles, as well as incentives to encourage solar panel installation as well as the following:  

  • $17.8 billion to mitigate air pollution;  
  • $95 million would address hazardous materials through competitive EPA grants to reduce waste in communities to construct, expand, or modernize recycling infrastructure;  
  • $9 billion would help reduce lead in clean drinking water;  
  • and, $8.27 billion promoting environmental equity.  

Investments in Rural Development: 

The bill would provide $873 million to establish a new Rural Partnership Program through USDA, which aims to enhance rural communities’ access to federal community and economic development funding by providing flexible grants and technical assistance to a range of entities. Some additional investments in rural communities include:  

  • $9.7 billion for clean energy repowering for rural utilities; 
  • $3.5 billion to provide grants to support rural development;  
  • and, $2.7 billion for grants for construction, alteration, acquisition, modernization, renovation, or remodeling of agricultural resource facilities.  

Investments in Telecommunications: 

BBBA would allocate grants for NG911 (next generation 911) services including $9 million to establish an NG911 Cybersecurity Center within the National Telecommunications and Information Administration (“NTIA”) in addition to $1 million to establish a 16-member Public Safety NG911 Advisory Board.  Beyond the NG911 funding, the Act also allocates $295 million to NTIA for grants to public-private partnerships aimed at increasing access to broadband in urban communities. Some of the funding programs include:  

  • $300 million for the extension of the Emergency Connectivity Fund;  
  • and, $500 million in increased investments in next generation 911.  

Investments in Transportation: 

This legislation would make transportation more accessible and affordable, and help tackle the climate crisis by reducing carbon pollution from transportation and building more resilient infrastructure. Some of the transportation related programs in the bill include:  

  • $50 million facilitates national environmental policy act (nepa) reviews  
  • $294 million alternative fuel and low-emission aviation technology program  
  • $10 billion passenger rail improvement, modernizations, and emissions (prime) reduction grants  
  • $4 billion in neighborhood access and equity grants  
  • $900 million in reimbursements for use of low-carbon materials in transportation projects. 

The above is not an exhaustive list of every program and funding source in the entirety of BBBA. Additional resources and analysis from the National Association of Counties (NACo) can be found here. NARC will continue to monitor the legislation as it progresses through the Senate and provide you with additional information.  

Infrastructure Investment and Jobs Act Bill Analysis

Infrastructure Investment and Jobs Act Bill Analysis  

The Senate approved historic spending in the Infrastructure Investment and Jobs Act (IIJA) – a $1.2T bill that reauthorizes the nation’s surface transportation and drinking water and wastewater legislation and pours additional billions into new programs in transportation, energy transmission, resilience, broadband, and many others. NARC has conducted an analysis of much of the bill which is presented in two parts: a summary analysis of the provisions most applicable to metropolitan and regional planning organizations and a chart with an analysis of all of the transportation-related sections and most of the additional new spending contained in the IIJA. 

The bill’s $1.2T includes approximately $550B in new spending; approximately half of that new spending goes to the U.S. Department of Transportation. The IIJA would also provide billions in funding for energy transmission infrastructure, resilience, broadband, and many others. The result is higher funding levels in some existing programs and the creation of many new programs as well. 

The IIJA contains three types of funding: 

  1. Highway Trust Fund – These are funds taken from either the Highway Account or the Transit Account of the Highway Trust Fund. These funds are provided as Contract Authority over the five years of the bill and act like “real money” that is available to spend.
  1. Guaranteed Appropriations – These are funds added by the bipartisan agreement and used to either increase funding for existing programs or create and fund new programs. Most of these funds will also be provided over five years but are “real” funds that do not need any additional action in the future to be made available.  
  1. General Fund – These are funds that have been “authorized” to be spent but require future action by the Appropriations Committee to be made available. It is likely that most of these funds will end up in the authorized pots, but examples do exist of programs that were authorized but never appropriated. 

In total, the U.S. Department of Transportation (USDOT) will receive $567.5 billion from the BID. Of that amount, $293.4B is “baseline” spending (the level of spending from the current reauthorization bill, the FAST Act). That means USDOT will receive $274.1 billion in new spending authority, which is almost exactly half of the $550 billion in new spending that the BID contains overall. Of that $274 billion, $90 billion is provided as contract authority through the reauthorization bill. The other $184 billion in new spending is provided in “guaranteed appropriations” – funding that is outside of the HTF funding structure, in some cases to provide additional funding for existing programs and in others to create new programs.

For more information about the funding included in the Bipartisan Infrastructure Deal:  

Please direct questions about the IIJA to Erich Zimmermann, Deputy Director/Director of Transportation Programs at 


2021 Project Achievement and Leadership Award Blog Series: Houston-Galveston Area Council: The Regional Conservation Framework

Houston-Galveston Area Council: The Regional Conservation Framework

I’d like to let you in on a little secret. The Houston-Galveston region is an ecological wonderland! I know that might not be the image that first comes to mind, but our region sits at the junction of southern pine forests, prairies, and coastal wetlands. We have 16,000 miles of bayous, rivers and coastline. These vibrant ecosystems provide habitat for diverse fish and wildlife species and boast some of the best birding sites in the world. 

Yet we face serious challenges in preserving these crucial resources in the face of anticipated population growth. We’re forecasting the region will add more than four million people and 120 square miles of new development over the next 25 years. There are many outstanding conservation programs underway in the region, largely led by non-profit organizations and supported by state and federal agencies, but there are opportunities for our local governments to play an even larger role. That’s why the Houston-Galveston Area Council (H-GAC) developed the Regional Conservation Framework with high-level strategies to help the region’s local governments coordinate and magnify their conservation efforts.  

This first-of-its-kind project was based on extensive listening sessions with local elected officials conducted throughout H-GAC’s 13-county region. The resulting framework lays out a high-level vision for meaningful conservation in the region, impactful strategies and attainable action steps. As part of the project, H-GAC established extensive on-line resources including a useful grants library, searchable by funding sources, eligible uses, and land types, proven best practices and case studies, and a helpful conservation mapping tool. 

The framework was funded by a grant from a local foundation who recently awarded H-GAC a generous follow-up grant to begin the Regional Conservation Initiative-an effort to kick-start implementation of the framework. Key elements to a successful project will be to work directly with local governments, in partnership with non-governmental and private organizations, to develop multi-jurisdictional partnerships and secure funding for local and regional conservation projects. Another key element of the initiative will be the development of public awareness tools and information resources for local governments to help build public support for conservation efforts in their communities. H-GAC will also provide data on the quantifiable value of conserved forests, wetlands, and other open spaces for residents of the region. 

The Regional Conservation Framework and related resources are available at For questions about this project, please email  

Blog written and submitted by: 

Jeff Taebel, FAICP  
Director, Community and Environmental Planning 
Houston-Galveston Area Council 

2021 Project Achievement and Leadership Award Blog Series: NARC Recognizes the Leadership of Douglas R. Hooker

Douglas R. Hooker, known better by his colleagues as Doug, has been an exemplary leader in the Atlanta region for over two decades. Serving today as the executive director at the Atlanta Regional Commission (ARC), Doug has spearheaded countless projects benefiting people within the Atlanta community, and he’s worked to share his successes with regional leaders throughout the country in the process. These successes along with the extraordinary leadership abilities that Doug possesses, NARC is pleased to recognize Doug as a recipient of the 2021 NARC President’s Award.  

During his time at ARC, Doug has been both a strong leader in his own community and an active voice for regional councils throughout the country. Perhaps the best example of these qualities is the “Regional Councils for the 21st Century” effort, which worked to help regional councils evolve to meet the challenges of the future. In practice, this initiative facilitated discussions with regional council colleagues and elected officials while also bringing in expert assistance and thought-provoking exercises and readings to help regional leaders understand their roles in the community. This effort helped to ensure that Doug’s exemplary qualities will live on in future generations of regional leaders.  

Doug has also been a strong advocate for racial equity in regional planning. While at ARC, he pioneered a joint project with the Mid-Ohio Regional Planning Commission (MORPC) aiming to promote racial equity through a six-part conversation series for regional council directors. Each conversation focused on a different aspect of racial equity and allowed participants to learn, share best practices, and support one another both regionally and nationally. Further, it led to the creation of a resource guide for regional agencies aimed at fostering racial reconciliation and conversations between board members, community leaders, and staff. Though this project, Doug demonstrated the power of regional cooperation in confronting even the most prescient issues in our society today.  

Within the Atlanta region, Doug has worked in countless roles that made the community better off. To name a few, he’s served on the boards of Leadership Atlanta, the Metro Atlanta Chamber of Commerce, the Civic League, the Regional Business Coalition Board, Georgians for Passenger Rail, and many, many more. He also serves on the NARC Executive Directors’ Council and helped virtually host the 2021 annual conference on behalf of ARC.  

Doug is recognized in regional organizations throughout the country as a brilliant leader and champion for regionalism. He embodies much of NARC’s mission and is thus a perfect fit for this award.   


2021 Project Achievement and Leadership Award Blog Series: San Joaquin Council of Governments: EZHub, Fare-Payments-as-a-Service for the Vamos Mobility App

San Joaquin Council of Governments: EZHub, Fare Payments-as-a-Service for the Vamos Mobility App

In late 2018, the San Joaquin Council of Governments (SJCOG) and the region’s 7 transit operators sought to integrate fares under the guise of easing the transit experience for riders by developing a program that would provide both trip planning and fare payments to citizens all in one online location. SJCOG hit the drawing board for new ideas and ways to improve the transit riders daily experience. Based on extensive research, planning meetings, and comments from presented concepts SJCOG decided to further invest in a system they already had in place. The Vamos Mobility application helps citizens plan their trips, all SJCOG had to do was find a way to build in a payment structure.  The Vamos Mobility app had launched in Spring 2019 through a partnership with transit operators from both San Joaquin and Stanislaus County, Stanislaus Council of Governments (StanCOG), UC Davis, and the California Air Resources Board.

In the Winter of 2019, SJCOG sought a mobile ticketing developer that would merge a fare payment system with the Vamos Mobility App. SJCOG partnered with Masabi LLC and their fare-payments-as-a-service product and in November 2020, EZHub was officially launched onto the Vamos Mobility Platform. This “one stop shop” provides users with seamless trip planning and ticket purchasing all on the same page. In addition to this, the program provides a contactless payment option and allows opportunities such as fare capping, ticket promotions, and carsharing reservations.

The platform ensures greater communication and coordination between transit agencies allowing them to work together as one region. This ultimately enhances the community’s experience by giving transit users the opportunity to purchase tickets from the seven participating transit systems. The partnership between SJCOG and Masabi is scalable in order met the needs of varied transit agencies providing more equitable access to the platform. The investment into Vamos made collaboration possible and will now make way for additional investments and expansions to the platform.

The development of EZ-Hub is a rare case in which competitors have joined together to enhance an existing taxpayer-funded program. It is a prime example of what can be accomplished through regional collaboration, coordination, and partnerships. The app, available from the App Store and Google Play, has connected residents of California’s Central Valley with affordable, clean, and safe transit.

EZHub How to Video



2021 Project Achievement and Leadership Award Blog Series: A Conversation with the Honorable Garret Nancolas

Garret Nancolas — who has spent over 20 years as mayor of Caldwell, Idaho, and over 30 years as a public servant in the region — stands as a prime example of the good that can come from people who understand and care for the place they call home, and we are pleased to recognize him as a recipient of the 2021 NARC President’s Award. Although he has decided not to seek reelection this year, he leaves behind a legacy of dedication and success in his region that will remain for decades to come.  

Mayor Nancolas began his career in public service as a member of the Caldwell Planning and Zoning Commission in 1987, before moving on to the Caldwell City Council in 1989 and finally being elected mayor in 1997, where he has served ever since. He is the only mayor in the city’s history to serve more than one term, and looking at his track record of success, it’s easy to understand why. Under his watch, the Community Planning Association of Southwest Idaho (COMPASS) expanded from a small planning association in Ada County into an effective and successful Metropolitan Planning Organization serving the entire Nampa Urbanized Area.  

Mayor Nancolas has also invested significantly in the next generation of leaders in his region and throughout the country. He previously served as the Vice Chair of the Youth, Education, and Families Council for the National League of Cities, and also established an award-winning Mayor’s Youth Advisory Council in his own city.  

These efforts exemplify how Mayor Nancolas’ leadership will benefit not just the current residents of Caldwell, Idaho, but residents for years to come. To gain insight on his successes as a regional leader, we asked Mayor Nancolas about his own leadership style, as well as the future of regional planning in his hometown and beyond. 

To further highlight the tremendous work done throughout the Caldwell region, we asked Garret Nancolas about his leadership style and the role he sees for regionalism in government — both today and in the future.  

1.) What role has regional cooperation played in your successes as mayor?  

The most important factor in success regionally is friendship, trust, partnerships, and relationships. Little is ever accomplished in a vacuum. As we know, regional cooperation is imperative to the success of any city, county and region. Working together has brought many regionally significant transportation projects to our valley, which in turn has helped bring many new major companies to Caldwell and the Region. Our household income has risen dramatically because of the new jobs created through this process. Our transportation systems are improved, jobs are created, families’ lives have improved, and we are enjoying a better quality of life as a region! 

2.) What lessons have you learned about encouraging people to cooperate on important projects? 

By encouraging others to cooperate, trust is built, friendships are established, partnerships are created, and the better for the whole is achieved. There have been numerous times over the years that the trust created has allowed us to make decisions that benefit the region over individual desires. In the long run, however, we have benefited individually as well. There is no question that the Theory of Rising Tides is true. When we succeed as a region, we have all been impacted positively by that success.

3.) In over two decades as mayor, you’ve obviously spent a lot of time getting to know the people in your community. How instrumental has that familiarity been in addressing community issues?  

It has been my privilege to serve the City of Caldwell for nearly 34 years. Two years on planning and zoning, 8 years on city council, and nearly 24 years as mayor. This has been the privilege of a lifetime, and I am so thankful for this opportunity! The best part is the wonderful friendships, working relationships, and partnerships that have been created. This is especially important in forming workgroups, committees, and commissions that are essential to the ongoing success of any City. When we need input on projects, events, policy changes, etc., it is so important to have citizens who are engaged and willing to participate! Our downtown is the epitome of this type of collaboration! With a new plaza, ice skating ribbon, more than 250 event days a year, a new college campus, and new businesses in downtown, which together draw more than 400,000 visitors a year. This could not have happened without the input and support from a wonderful community. 

4.) What is something you know now that you wish you knew when you first began your career? 

I truly wish I had known that I cannot make everyone happy. There will always be opposition in all things. My job is to work hard, be dedicated, be honest and serve with integrity, always working for the best for our families and businesses, the rest is up to them.   

5.) How has the shape and scope of regional cooperation changed throughout your career 

When I first took office, regional cooperation was literally nonexistent! Cities in the Valley did not communicate well, the cities and counties did not cooperate. Ada County was referred to as the Great State of Ada. Boise was considered an 800-pound gorilla that always got its way. Canyon County did not like the cities and vice versa. Needless to say, things have improved dramatically since then. I believe that everyone realized that we, in fact, needed each other if we were truly going to maintain the wonderful way of life that Idaho and the Treasure Valley provides. The level of cooperation is amazing, and the results show how well it now works!

6.) What traits — in both yourself and others — do you think are most important to being an effective community leader? 

 I believe the most important traits for success in any arena are the same. Honesty, selfless service, truly being a good listener, integrity, teamwork, and placing your faith and prayers in a loving Heavenly Father. This formula will always work! 

7.) What future role do you see for regionalism in government?  

Regional cooperation is absolutely essential for future success in this and any region. With rising costs, difficult rules and regulations, rising populations, demands on all resources, etc. If we do not work together, it will be difficult, at best, to deal with these, and all issues we will face in the future. 

8.) How has the COVID-19 pandemic impacted the way you view your work?  

The COVID-19 Pandemic was unexpected and difficult. It made me realize how much kindness, patience, and understanding matter in the world we live in. With so many impacted in so many ways, it made me realize, again, how important families are, and how important friendships and relationships are. Yes, we deal with roads, and crime, and parks, and economic development and public services. But if we forget that lives and people matter the most, then we have truly failed in our obligations. 

9.) What impact has coordination with like-minded colleagues had on your own leadership abilities?  

The most rewarding part of my many years of being an elected official is the wonderful, kind, thoughtful, intelligent, dedicated, compassionate people I have had the privilege of learning from and working with! The lessons they have taught me are the treasures of being an elected official. I will be forever grateful for every moment of mentoring and teaching from these incredible people!! 


2021 Project Achievement and Leadership Award Blog Series: SCAG’s Go Human Kit of Parts: Impacts on Street Level Community Resiliency

SCAG’s Go Human Kit of Parts: Impacts on Street Level Community Resiliency 

Go Human is the active transportation safety and encouragement campaign from the Southern California Association of Governments (SCAG), the nation’s largest metropolitan planning organization. Go Human‘s goal is to reduce the number of injuries and fatalities involving people walking and biking and to increase rates of active transportation. Since its inception in 2016, Go Human has expanded the conversation beyond vehicular violence into a suite of traffic safety programs, including:  

  • Community Streets Mini-Grants, a funding program for projects that build street level community resiliency and increase traffic safety which just awarded 31 community-driven traffic safety activations. Read more on our blog 
  • Community Safety Ambassadors, a paid training opportunity in partnership with California Walks that consists of educational and engagement strategies to improve safety through virtual interactive workshops.  
  • Traffic Safety Peer Exchanges, a series of in-depth virtual sessions convening traffic safety practitioners discussing topics such as equity, funding, and community-centered safety strategies. Register now! 

One of many pivotal Go Human strategies includes engaging priority and historically disinvested communities through the development of its “Kit of Parts,” an engagement tool to temporarily demonstrate potential and planned street design treatments and safety infrastructure. The Kit of Parts (“Kit”), designed by the Kounkuey Design Initiative, includes modular, lightweight, and durable components that can be easily assembled to demonstrate five different street design treatments (protected bike lanes, parklets, crosswalks, pedestrian refuge islands and bulb‐outs).  

Installed on a temporary basis, the Kit of Parts transforms a conventional street into one that prioritizes the safety of people walking, biking, and taking transit. Participants engage with the temporary street treatments, learn about their purpose and impact, enjoy a new public space, and give their thoughts and comments on the improvements through surveys and other feedback tools. Go Human’s temporary safety demonstrations provide a creative avenue for residents who have not traditionally engaged with their local jurisdictions to inform planning decisions. More than just getting projects in the ground, these pop-ups serve essential roles in facilitating community participation and leadership development within planning efforts. 

Additionally, SCAG has developed its Resilient Streets Toolkit. This pandemic response strategy utilizes street space for community resiliency, recovery, and resource delivery that prioritizes impacted and historically disinvested communities and identifies use of the Kit of Parts as a strategic resource. The Kit of Parts was included as a resource and proved instrumental in supporting nonprofits with Resilient Streets efforts. Many of the Kit of Parts items were repurposed to adhere to COVID‐19 public health parameters. To date Go Human has partnered with 20+ civic organizations to use the Kit to address the evolving needs of the region’s communities. 

Often, community-identified safety improvements can take years, if not decades, to address. Go Human collaborates directly with community stakeholders to respond to safety needs in ways that are timelier and focus on community-led strategies. The Kit brings a wide range of active transportation interventions to under‐resourced communities in the short term, allowing residents to enjoy them and understand their benefits without having to wait many years for full implementation. By helping build this constituency for future improvements, these projects build community capacity, strengthen resilience, and advance equity at the local level.  

Since its release in 2019, the Kit has been showcased to tens of thousands of residents at events across Southern California.  Prior to the pandemic, the Kit was deployed over 45 times for a variety of projects, in conjunction with open streets events, Safe Routes to School demonstrations, bicycle-friendly business district programs, safety demonstrations, and conferences. To date, over one-quarter of the 40+ Go Human safety demonstration projects have been funded or permanently installed. 


Go Human at CicLAvia

Stay tuned on the Go Human social media pages @gohumansocal on FacebookInstagram, and Twitter for upcoming deployments of the Kit of Parts in conjunction with Mini-Grant recipients, Community Ambassadors, SCAG’s Active Transportation Program projects, and more! Subscribe to our newsletter and contact Alina Borja at with any questions. 

Go Human Kit of Parts Parklet deployed during COVID-19 recovery

2021 Project Achievement and Leadership Award Blog Series: A Conversation with Executive Director David Warm

In more than 30 years working as the Executive Director of the Mid-America Regional Council (MARC), David Warm has consistently been a remarkable leader for the Kansas City metropolitan area, and we are pleased to recognize him as a recipient of this year’s NARC President’s Award. His effectiveness as a community leader has earned him respect and admiration not only in his own community, but among regional planning organizations across the country. For nearly an entire generation, David has been a true ambassador for the principles of regionalism in government and an example for other regional leaders to follow.

This is especially seen in the growth of MARC over the past three decades. Under David’s leadership, the regional council has seen its staff increase from 55 to 166 employees and its budget grow from $8 million to $83 million. He’s used that growth to spearhead countless regional initiatives, from the agency’s response to the COVID-19 pandemic, to greater commitment to Diversity, Equity, and Inclusion, to the development of a thoughtful and innovative long-range transportation plan. Even beyond MARC, David has modelled what regional cooperation should look like through his work advising various non-profit and civic organizations in the Kansas City area.

David’s achievements in the Kansas City region and beyond serve as a model for what effective regional cooperation can look like in the future. We asked him about some of his own accomplishments and what he sees as the future for regionalism in government.

What role has regional cooperation played in your successes at MARC?

I think we have succeeded on many fronts at MARC because we tend to view regional cooperation not as the goal, but a means to a goal. We approach our work by first trying to understand a shared need or opportunity. Regional cooperation often emerges as an important, though not exclusive tool, to help us move forward.

We also understand that regional collaboration can never be built on sacrifice or loss — it must find the intersection among disparate interests where a unified interest can emerge. We try to pay close attention to creating the conditions for cooperation and, as often as not, the actors themselves arrive at solutions that make sense for the community.

What lessons have you learned about encouraging people to cooperate on important projects?

I have found these three things matter the most to facilitate cooperation:

First, leadership matters. We always get farther when we are supporting one or more people or groups — elected officials, professionals, civic voices — who bring energy and vision to an idea and who inspire commitment and action. These are the kinds of leaders who do not use their positional authority but are by nature collaborative peer problem solvers skilled at building broad-based support among diverse interests.

Second, process matters. How we approach an issue often determines our progress. Regional affairs require careful attention to the process by which we address a situation: engaging the right people, framing the issue positively, setting principles, focusing on facts, clarifying the need or opportunity, continual communication and many other strategies that increase the possibility for progress.

Third, what matters the most is trust. Regional councils are not merely in the regional business—we are in the trust-building business. To succeed, we need to create the environment in which diverse actors not only trust us, but also find ways to trust each other to advance an idea. Regional trust is built as is any facet of life, through fostering mutual respect, open communication and addressing the needs of others.

In an era where government at all levels is the target of suspicion and mistrust, collaboration can be a powerful antidote. Working together creates bonds, both professional and personal, and out of those bonds emerge the seeds of trust that can bear fruit in the form of better outcomes for residents and communities.

During your time at MARC, how important has familiarity with the people in your community been in addressing issues?

Familiarity is very helpful. Our organization has formed deep partnerships and credibility that continues to serve us well. But all relationships require continual care, and it is imperative that we constantly stay connected, relevant and valuable to our partners, civic leaders and the community at large.

It is equally imperative that we work with intentionality to form new relationships as actors change, circumstances shift and new opportunities emerge. We need to be especially attentive to building authentic, effective relationships with diverse communities and interests across the region who have historically been left out of many regional conversations, but whose active voices are essential to our future. Engaging these new voices will be critical as regional councils work to address racial inequities, which in most American regions has been aggravated by regional housing, transportation, and educational systems.

What is something you know now that you wish you knew when you first began your career?

I wish I had held a different view of the role and process of planning. For much of my career in local government and at MARC, we followed a process for thinking about the future that strived to express a coherent vision and lay out the steps to achieve that vision. We relied on assumptions about the future that were essentially an extension of trends at the time.

We now have a much clearer understanding of the broader driving forces that will shape the future of our region — including globalization, demographics, technology and climate change. The impact of these is not clear and can be impossible to predict. We are now adjusting our planning to consider new scenarios so we can make choices today to minimize threats and maximize opportunities. As a result, I think we are making more resilient plans and decisions today than we did in the early part of my career.

How has the shape and scope of regional cooperation changed throughout your career?

Regional collaboration is more prevalent and more complex than it has ever been.

When I started my career in city government 40-plus years ago, one of my early assignments was to help create an inter-governmental insurance pool, and one of the major civic efforts I worked on was to build a community center connected to a middle school to share recreational and performance facilities. These were not original ideas but at the time were considered progressive. Yet today, these kinds of joint service agreements are now commonplace across America.

In addition to becoming more prevalent, collaboration has become more complex. Early in my career, collaboration tended to be bilateral or inter-local relationships around a specific issue or outcome, e.g., cities cooperatively forming an insurance pool, or the city and school district building a shared facility.

We now also have countless robust relationships that involve multiple partners and sectors that are aimed at achieving long-term outcomes — everything from joint ventures to technology platforms and service agreements that allow for person-centered, cooperative case management to civic partnerships that drive regional agendas and coordinate public and private resources. Technology, resource constraints, public expectations and competitive forces continue to drive innovation in the models used to advance regional outcomes.

What traits — in both yourself and others — do you think are most important to being an effective community leader?

I think of public leadership not as specific traits, but as the process by which you try to make decisions or approach situations to strive to simultaneously advance three core goals:

  1. Be true to yourself — to your values, principles and your authentic character.
  2. Honor your relationships — with your organization, your partners, your funders and, above all, your community.
  3. Honor your obligations — to your duties, your profession, your associations and, above all, to continually find ways to better serve the public.

How to approach any situation that balances all three goals will change, but in a community context, it usually involves active engagement and communication that enables solutions to emerge that find the confluence between what you believe, who you need to serve and how you can be effective.

What future role do you see for regionalism in government?

Several realities make regional approaches ever more essential: Fiscal pressures in the face of increased public expectations, competitive global pressures that compel communities to build the collective capacity to compete, and practical pressures — from homelessness to environmental protection to workforce development to traffic management — that require multi-faceted regional strategies.

Despite these pressures to collaborate, many factors combine to make regional approaches challenging, including structural fragmentation, social and economic disparities, conflicting values, and the time and patience required to craft thoughtful regional strategies.

Yet, given the overriding pressures to collaborate, local government leaders will be compelled in the coming decade to spend increasing amounts of time, political skills and resources to support collaborative strategies to guide their communities. They will spend as much time looking outside city hall as inside. Basic service delivery will remain important, but the key drivers of local government will be resource leveraging, community positioning, problem solving and strategic leadership — all of which require work in tandem and in sustained, collaborative partnerships with many other institutions.

How has the COVID-19 pandemic impacted the way you view your work?

The COVID-19 pandemic has had two major, opposite impacts.

On the one hand, it has opened our thinking about the ways in which we manage our organizations, deliver services, engage with our partners and communicate with the public. It has demonstrated our value, nimbleness and creativity as an organization as we have retooled virtually everything we do — internally and externally. We have built new partnerships with philanthropy, hospitals, community-based organizations and many others as we have come together to address pressing public health, economic and social issues that have converged over the last two years.

On the other hand, the pandemic has been hard on regional relationships. Interactions via electronic means have been more transactional, and it has been challenging to nurture engagement, especially among new public officials. We have also had to make very difficult decisions on how to manage the public health crisis, and the diversity of views, values and perspectives has tested relationships. At the same time, economic stress and the compelling but difficult issue of racial disparity has made every decision more complex.

As we move forward, I am hopeful that we will be able to use the innovation and openness we advanced during the pandemic to address the deeper issues in front of us as a regional community and, that as we do so, we will foster even stronger, more resilient relationships for the future.

What impact has coordination with like-minded colleagues had on your own leadership abilities?

Perhaps the greatest honor and greatest joy of my career has been to be able to work alongside talented, dedicated public officials, civic leaders and professional peers.

I have worked with and for hundreds of elected leaders over many years, and I continue to be impressed by the caliber of the people who step forward, with no personal benefit, to take on very challenging roles, motivated simply by a goal to advance the quality of their community.

I continue to be inspired by countless civic leaders — from neighborhood advocates to corporate executives — who care deeply about the places they call home.

And I am fueled by the examples of my peers — regional council directors, public administrators and nonprofit managers — whom I consider to be friends, teachers and mentors. I have been deeply privileged to work with so many amazing people who exemplify the very best of public service.