Biennial Report on Virginia's Planning District Commissions for Fiscal Years 2019 and 2020
Summary
A Biennial Report to the Governor and General Assembly on Virginia's Planning District Commissions for Fiscal Years 2019 and 2020, from the Department of Housing and Community Development, Commonwealth of Virginia, dated September 2020. The table of contents lists an executive summary, an overview of Planning District Commissions covering purpose, duties and funding, summary data for FY 2019 and FY 2020, regional strategic planning, and highlights for individual commissions such as the Accomack-Northampton Planning District Commission and the Hampton Roads Planning District Commission. The document ends with a funding table listing planning districts, including Richmond Regional (aka PlanRVA), George Washington and Northern Neck.
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“Biennial Report on Virginia's Planning District Commissions for Fiscal Years 2019 and 2020.”
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Biennial Report to the Governor and General Assembly on
VIRGINIA’S PLANNING DISTRICT COMMISSIONS
FOR FISCAL YEARS 2019 AND 2020
Department of Housing and Community Development
Commonwealth of Virginia
September 2020
Table of Contents
Executive Summary ...................................................................................................................................................3
Introduction ..............................................................................................................................................................4
Overview of Planning District Commissions .........................................................................................................4
Purpose .................................................................................................................................................................4
Duties ....................................................................................................................................................................5
Funding .................................................................................................................................................................5
Summary Data FY 2019 & FY 2020 ............................................................................................................................7
Regional Strategic Planning ..................................................................................................................................7
Duties Performed ..................................................................................................................................................9
PDC Highlights for FY 2019 & FY 2020 .....................................................................................................................16
Accomack-Northampton Planning District Commission (A-NPDC) .....................................................................17
Central Shenandoah Planning District Commission (CSPDC) ..............................................................................18
Central Virginia Planning District Commission (CVPDC) .....................................................................................18
Commonwealth Regional Council (CRC) .............................................................................................................19
Crater Planning District Commission (CPDC) ......................................................................................................19
Cumberland Plateau Planning District Commission (CPPDC)..............................................................................20
George Washington Regional Commission (GWRC) ...........................................................................................21
Hampton Roads Planning District Commission (HRPDC) ....................................................................................22
LENOWISCO Planning District Commission (LPDC) .............................................................................................23
Middle Peninsula Planning District Commission (MPPDC) .................................................................................23
Mount Rogers Planning District Commission (MRPDC) ......................................................................................24
New River Valley Planning District Commission (NRVPDC) ................................................................................24
Northern Neck Planning District Commission (NNPDC) ......................................................................................25
Northern Shenandoah Valley Regional Commission (NSVRC) ............................................................................25
Northern Virginia Regional Commission (NVRC).................................................................................................26
Rappahannock-Rapidan Regional Commission (RRRC) .......................................................................................26
Richmond Regional Planning District Commission (RRPDC) (aka “PlanRVA”) ....................................................27
Roanoke Valley-Alleghany Regional Commission (RVARC) .................................................................................28
Southside Planning District Commission (SPDC) .................................................................................................29
Thomas Jefferson Planning District Commission (TJPDC) ...................................................................................30
West Piedmont Planning District Commission (WPPDC) ....................................................................................30
Conclusion ...............................................................................................................................................................32
Appendices ..............................................................................................................................................................33
BIENNIAL REPORT ON VIRGINIA’S PLANNING DISTRICT COMMISSIONS
FY 2019 & FY 2020
Executive Summary
For every biennium, the Director of the Department of Housing and Community Development (DHCD) is
required to prepare a biennial report to the Governor, General Assembly, and other specified state
agencies regarding the activities and other information deemed appropriate by the Director concerning
Planning District Commissions (PDCs) and their compliance with their duties established in the Regional
Cooperation Act (§15.2-4200 et seq). In order to comply with this reporting requirement, DHCD requires
each PDC to submit an annual report by September 1st of each year regarding the activities for each PDC
during the most recent fiscal year. It should be noted that this annual report collection process was revised
for this biennium in order to refine the data collection process.
Planning District Commissions were established to encourage and facilitate local government cooperation
and state-local cooperation in addressing, on a regional basis, problems of greater than local significance.
The Regional Cooperation Act lists 12 specific duties related to this overall purpose. In support of this
effort, the Commonwealth of Virginia funds PDCs, largely based on population size. This funding is
significantly leveraged with additional support at the local, state, federal, and other level. At the median
level, state funding is leveraged and multiplied about 25 times over through PDC efforts to access other
funding opportunities from a variety of sources.
Based on the data provided in their annual reports for FY 2019 and FY 2020, all 21 PDCs have
demonstrated compliance with the duties of the Regional Cooperation Act. They have done extensive
work in formulating regional strategic plans, including the identification of significant priority topic areas
for their regions. Furthermore, they have met the obligation of their duties in a variety of functional areas,
especially Transportation, Environment, and Economic Development. It should be noted that the Regional
Cooperation Act does not require that each PDC conduct activities in every functional area. Rather, each
PDC is challenged to tailor its services to meet the diverse needs of its member localities. Nevertheless,
for each duty listed in the Regional Cooperation Act, all or nearly all PDCs had some level of activity with
respect to that duty during FY 2019 and FY 2020.
In conclusion, the PDCs should be commended for the value that they bring to addressing regional issues.
A sampling of highlights for each PDC that demonstrate this value are included near the conclusion of this
report.
3
Introduction
Section 36-139.6 of the Code of Virginia contains numerous provisions regarding the Director of the
Department of Housing and Community Development’s oversight of Planning District Commissions (PDCs)
within Virginia. Among those provisions is the duty of the Director “...to prepare a biennial report to the
Governor and the General Assembly which identifies the activities and other information deemed
appropriate by the Director concerning (PDCs), including findings as to (PDCs) which are not complying
with Chapter 42 (§ 15.2-4200 et seq.) of Title 15.2....” In accord with that responsibility, §15.2-4215 of the
Code of Virginia requires each PDC to submit an annual report - in a format prescribed by the Department
- that “shall contain at a minimum a description of the activities conducted by the (PDC) during the
preceding fiscal year, including how the commission met the provisions of this chapter, and information
showing the sources and amounts of funding provided to the commission.” The following report has been
assembled to satisfy that responsibility.
It should be noted that for purposes of this biennium’s report, the annual report questionnaire was
modified slightly from its prior form. Comparisons may still be made to varying degrees with information
from this and future biennial reports to previous biennial reports, but not all comparisons are possible.
Additional context, when appropriate, regarding some of these modifications to the annual reports is
summarized by footnote in relevant sections of the body of this report. Requests for additional
information concerning this matter may be directed to the Department of Housing and Community
Development (DHCD). 1
Overview of Planning District Commissions
Purpose
Virginia has 21 PDCs – voluntary associations of local governments intended to foster intergovernmental
cooperation by bringing together local elected and appointed officials and involved citizens to discuss
common needs and determine solutions to regional issues. 2 3
The Virginia General Assembly created the statutory framework for the creation of the PDCs in 1968
through the passage of the Virginia Area Development Act. In 1995, the General Assembly modified the
Area Development Act through the adoption of the Regional Cooperation Act (Chapter 42, Title 15.2, Code
of Virginia). The Regional Cooperation Act articulates that PDCs were created to encourage and facilitate
local government cooperation and state-local cooperation in addressing, on a regional basis, problems of
greater than local significance. This cooperation is intended to help local governments solve their
problems by enhancing the ability to recognize and analyze regional opportunities and take account of
regional influences in planning and implementing public policies and services.
Virginia’s PDCs represent a diverse array of regions across the Commonwealth: from the Rural Horseshoe
that runs down the Shenandoah Valley to Southwest and Southside Virginia across to the Eastern Shore
1
A copy of the report questionnaire has been included as an Appendix to this report (See Appendix A)
2
In 2017, Chapter 42 of Title 15.2 was amended to also allow for federally recognized Indian tribes within the
boundaries of such PDCs to elect to become part of a PDC at any time (Chapter 377, 2017 Acts of Assembly)
3
A complete listing of the PDCs and their member jurisdictions is provided in Appendix L.
4
and the Urban Crescent extending from the Washington DC Metro Region down Interstate 95 and
eastward to Hampton Roads. Populations served by PDCs range from a low of 44,371 to a high of
2,520,543.4 Consequently, the issues that they address in light of their duties vary greatly.
Duties
The Regional Cooperation Act establishes numerous responsibilities for PDCs in alignment with their
purpose. This includes the following 12 general duties:
1. To conduct studies on issues and problems of regional significance;
2. To identify and study potential opportunities for state and local cost savings and staffing
efficiencies through coordinated governmental efforts;
3. To identify mechanisms for the coordination of state and local interests on a regional basis;
4. To implement services upon request of member localities;
5. To provide technical assistance to state government and member localities;
6. To serve as a liaison between localities and state agencies as requested;
7. To review local government aid applications as required by § 15.2-4213 and other state or federal
law or regulation;
8. To conduct strategic planning for the region as required by §§ 15.2-4209 through 15.2-4212;
9. To develop regional functional area plans as deemed necessary by the commission or as
requested by member localities;
10. To assist state agencies, as requested, in the development of substate plans;
11. To participate in a statewide geographic information system, the Virginia Geographic Information
Network, as directed by the Department of Planning and Budget; and
12. To collect and maintain demographic, economic and other data concerning the region and
member localities, and act as a state data center affiliate in cooperation with the Virginia
Employment Commission.
In addition to those 12 duties, and in greater elaboration of bullet number eight listed above, §15.2-4209
of the Code of Virginia requires 20 of the 21 PDCs to prepare and adopt a regional strategic plan. 5
Development of the regional strategic plan requires participation from local governing bodies, the
business community, citizen organizations, and other interested parties. The strategic plan is required to
include regional goals and objectives, strategies to meet those goals, and mechanisms for measuring
progress. The intent of the plan is to help promote the orderly and efficient development of the physical,
social, and economic elements of the planning district.
Funding
In support of these duties, for FY FY2019 and FY 2020 the General Assembly appropriated $1,785,321
annually to the Department of Housing and Community Development (DHCD) for distribution to the 21
PDCs. Additional details within the Appropriations Act specify funding allocations to each PDC. The
4
Based on Weldon Cooper Center population data requested from each PDC as part of their annual report.
5
For any PDC in which regional planning also is conducted by multi-state councils of government, this requirement
is optional.
5
amounts appropriated to individual PDCs range from $75,971 to $151,943. Eighteen PDCs receive an
appropriation of $75,971, while the remaining three most populated PDCs receive larger appropriations. 6
Additional PDC funding comes from a variety of sources at the federal, state, local, and non-governmental
organization level. 7 For fiscal years 2019, 2020, and their proposed 2021 budgets, the majority of PDC
funding appears to come from federal sources, followed by state, local, and then other sources as shown
by the following bar chart.
As it relates to the $1,785,321 in annual funding provided by the Commonwealth, there is strong evidence
that this base funding invested by the Commonwealth is leveraged by PDCs to secure other resources
beyond this allocation. As it relates to the median of this value for all 21 PDCs, for every dollar in state
funding in support of the Regional Cooperation Act, PDCs secured an additional $25 in funding from other
sources. At its highest for individual PDCS, this multiple exceeds $100 for some fiscal years, and even at
its lowest multiplier the state funding is still multiplied about five times over. Most importantly this
Commonwealth investment can be used as match by regions to secure additional federal funding in
6
The Richmond Regional PDC receives $113,957 annually, while the Hampton Roads PDC and Northern Virginia
Regional Commission each receive $151,943 annually.
7
While prior biennial reports requested that PDCs provide a copy of their most recent and upcoming fiscal year
budgets, this biennial report includes newly requested information regarding a summary level breakdown of their
budget based on the following sources: (1) local, (2) state, (3) federal, and (4) others. For all fiscal years reported by
PDCs, the most recent data provided by the PDC was used. In any case where precise amounts were provided, they
were rounded up to the nearest dollar. In some cases, additional analysis of budgets that were provided by PDCs was
needed in order to produce the proportional breakdown.
6
support of regional priorities and efforts. The largest source of funding for PDCs on average is federal
funding.
Value of Multiplier to Regional
Cooperation Act State Funding
Fiscal Year Median Highest Lowest
FY 2019 $ 26.60 $ 94.54 $ 5.16
FY 2020 $ 25.08 $ 114.90 $ 4.28
FY 2021 $ 28.75 $ 107.46 $ 4.37
On a per capita basis, Regional Cooperation Act funding translates into a median value of $0.32 allocated
to each PDC. Because PDC populations vary significantly, this also yields a per capita high of $1.71 and low
of $0.06. 8
Historically speaking, PDC funding was highest in FY 2008 when $2,463,771 was allocated; therefore, the
annual amounts appropriated for FY 2019 and FY 2020 is $678,450 – or 27.5 percent – less than what was
appropriated for FY 2008. While the state budget approved in April 2020 would have increased this
appropriation amount based on the strong value provided by PDCs, the increase was unallotted due to
the ongoing impacts to the state budget because of COVID-19 pandemic.
Summary Data FY 2019 & FY 2020
The annual report format requires the PDCs to consider four elements of performance. Each PDC is asked
to document progress in developing and implementing strategic planning in the planning district; to
describe all activities accomplished with respect to the duties assigned under the Regional Cooperation
Act; to highlight successes and achievements of special note with regional efforts in cooperation; and to
submit a work program for the coming year that includes a budget and a list of member jurisdictions and
commission members. The responses for Fiscal Years 2019 and 2020 are summarized on the pages that
follow. Tables depicting the wide range of activities performed by each PDC relative to the individual
elements required by the Regional Cooperation Act appear in Appendices B through K.
Regional Strategic Planning
Section 15.2-4209 of the Code of Virginia establishes the requirement for PDCs to prepare and adopt a
regional strategic plan, which shall “concern those elements which are of importance in more than one of
the localities within the district.” Furthermore, §15.2-4209 includes various elements and processes that
are required in the development of such plans, including:
• Regional goals and objectives;
• Strategies to meet those goals and objectives;
8
See Appendix M for more details.
7
• Mechanisms for measuring progress;
• Various subjects necessary to promote the orderly and efficient development of the physical,
social, and economic elements of the district; and
• Input from a wide range of organizations in the region, including local governing bodies, the
business community, and citizen organizations.
Each PDC was asked to document progress in developing and implementing strategic planning in the
planning district. As for FY2021, every PDC required to have a regional strategic plan had done so or was
in the process of revisions to existing regional strategic plans. 9 Additionally, the PDCs provided extensive
information summarizing the process involved with development of their plans, persons and organizations
involved, priorities contained within the plans, and the status of activities identified in the plans that had
been undertaken or were planned to be undertaken.10 Overall, Virginia’s PDCs are successfully meeting
the obligations of this duty.
Based on the information gathered on regional strategic planning activities, the following word cloud
summarizes some of the most important issues for PDCs based on their FY 2019 and FY 2020 responses.11
The following five topics appear to be the most consistent, high-priority issues for PDCs based on the word
cloud analysis:
1. Broadband 4.The COVID-19 Pandemic
2. Economic Development 5. Transportation
3. Workforce Development
9
In some cases, PDCs used the assemblage of several reports and plans, such as the Comprehensive Economic
Development Strategy (CEDS) to satisfy the requirements of having a strategic plan.
10
For additional details on the information collected on this activity, please contact DHCD staff.
11
Some modification to PDC responses was warranted in order to produce the word cloud analysis. These revisions
included: (1) removal of “stop” words, (2) stemming, (3) indicating when certain words go together as phrases, and
(4) grouping synonyms into one word.
8
Duties Performed
The PDCs were asked a series of standard questions related to activities accomplished over the biennium
pursuant to the duties assigned under the Regional Cooperation Act (“the Act”).12 These activities were
broken down into the following functional areas: 13
Administration Infrastructure
Criminal Justice Planning, Zoning, & Community Development
Disaster Planning Recreation
Economic Development Telecommunications/Technology
Environment Transportation
Health & Human Services Workforce
Housing Other
Each PDC was required to provide at least one example for every activity they had within the individual
functional areas by duty. These examples were recorded and a summary table was produced for each of
the individual responsibilities. 14 The following series of charts summarizes those responses by duty and
functional area. Additional explanation regarding each chart is included, as needed.
12
While these activities have already been listed, it is important to note that for this new version of the biennial
report, DHCD staff provided additional elaboration and interpretation for some of the duties, especially because no
such definition existed within State Code. For example, a definition was provided for “regional functional area
plan.” For more details on this additional elaboration, please see the annual report questionnaire in Appendix A.
13
DHDC staff also provided additional definitions for each of these functional area categories. Please see the annual
report questionnaire in Appendix A for more details.
14
The summary tables can be seen in greater detail in the Appendix B through Appendix K.
9
Overall, PDCs provided numerous examples that demonstrated their fulfillment of their duties and within
numerous functional areas. The top three most frequent functional areas for PDC activity for all duties
occurred within Transportation, Environment, and Economic Development. Conversely, the categories of
Workforce and Criminal Justice appeared to have very little activity over the course of the biennium.
Furthermore, nearly every PDC provided at least one example of an activity within one of their assigned
duties, as demonstrated by the following table. The Regional Cooperation Act does not require that PDCs
have an activity for every category annually, so this would be expected, especially for some of the
categories that would require the preliminary action of another party, such as review of a local
government aid application.
Number of PDCs
Duty
w/ Activity
Conduct studies on issues and problems of regional significance 21
Identify and study potential opportunities for state and local cost savings and 20
staffing efficiencies through coordinated governmental efforts
Identify mechanisms for the coordination of state and local interests on a regional 21
basis
Implement services upon request of member localities 21
Provide technical assistance to state government and member localities 21
Serve as a liaison between localities and state agencies as requested 21
Review local government aid applications as required by § 15.2-4213 and other 20
state or federal law or regulation
Develop regional functional area plans as deemed necessary by the commission 20
or as requested by member localities
Assist state agencies, as requested, in the development of substate plans 21
To conduct studies on issues and problems of regional significance
As previously reported, all 21 PDCs reported examples of activities regarding this duty.15 Transportation
was the functional area for which the greatest number of PDCs had an activity, followed by Environment
and Economic Development. Criminal Justice, again, had no activity for this specific duty. Many other
functional areas had activity by five or fewer PDCs.
15
For purposes of this question, additional context was provided so that only studies involving two or more
localities would be considered as having regional significance.
10
To identify and study potential opportunities for local cost savings and staffing efficiencies through
coordinated local government efforts.
During FY 2019 and FY 2020, 20 PDCs reported having at least one activity in this duty by functional area.
Environment followed by Disaster Planning and Transportation were the most common functional areas
where PDCs fulfilled this duty.
As a component of the annual report, PDCs were asked to estimate the local and state level costs savings
that were attributable to the activities they reported as examples within this duty. Accordingly, PDCs
estimated a significant volume of cost savings as a result of this duty at the state and local level. For
11
example, 60 examples were provided by PDCs with estimated local savings in the $50,000 - $100,000
range while those examples also estimated an additional 38 counts of savings at the state level. 16
To identify mechanisms for the coordination of state and local interests on a regional basis.
During the biennium, all PDCs reported examples of activity in mechanisms for coordinating state and
local interests on a regional basis. 17 Transportation was the highest functional area reported by 17 PDCs
followed by Administration and Economic Development. No examples of activity in Criminal Justice were
provided, and Workforce was only reported by three PDCs.
16
It should be noted that these estimates were optional and additional information requesting cost savings
methodology was not required. Additional, more thorough evaluation of the activities listed by the PDCs would be
needed in order to determine their true cost savings. For additional details, please see Appendix C.
17
For this question, mechanisms were defined as “procedures, committees, subcommittees, websites, and other
structural processes and resources.”
12
To implement services and to provide technical assistance upon request of member localities.
All 21 PDCs reported examples of activity with this duty. Planning, Zoning, and Community Development
was reported as the most common functional area based on 15 PDCs responding. This was followed by
Economic Development and Transportation with 14 PDCs reporting. Conversely, Criminal Justice was
reported with the lowest level of functional area activity followed by Workforce.
To provide technical assistance to state government and member localities
Again, all 21 PDCs reported having activity related to this duty over the last biennium. Transportation
scored highest with 19 PDCs reporting an example. Planning, Zoning, and Community Development and
Environment were reported at the next highest level at 15. Again, Criminal Justice was not reported by
any PDCs in this duty, followed by the Workforce functional area that was reported by only two PDCs.
13
To serve as liaison between localities and state agencies as requested.
Every PDC reported having activity meeting the requirements of this duty. Nearly every PDC reported
having an activity in the Transportation functional area of this responsibility. This was followed closely by
Environment, which had 19 PDCs reporting. Economic Development rounded out the top three functional
areas for this duty. On the opposite end, again, no activity was reported in the Criminal Justice functional
area, which was also, again, followed by Workforce with only three PDCs reporting an activity.
To review local government aid applications as required by §15.2-4213, Code of Virginia and other state
or federal law or regulation.
Twenty PDCs reported activity in a functional area of this duty. Economic Development and Environment
were the most common functional area among 14 PDCs. Infrastructure was the third most common
functional area. Again, there were no activities reported in Criminal Justice. Recreation (2), Workforce (3),
Disaster Planning (3), Other (4), Administration (4), and Housing (5) all were less common functional areas.
14
To develop regional functional area plans as deemed necessary by the commission or as requested by
member localities.
During FY 2019 and FY 2020, 20 of the 21 PDCs reported having activity related to this duty. 18
Transportation, Economic Development, and Disaster Planning were the most common functional areas
reported by PDCs. Criminal Justice was not reported by any PDC while Other, Administration, Health and
Human Services, Telecommunications/Technology, Housing, Workforce, and Infrastructure were
reported by five or fewer PDCs.
18
For purposes of this question, the annual report questionnaire was updated to include the definition of regional
functional-area plan: “a plan to address, service, need, or opportunity in a functional area (including, but not limited
to, the available (categories)) that encompasses or involves two or more localities.”
15
To assist state agencies, as requested, in the development of substate plans.
All 21 PDCs reported assisting state agencies in the development of substate plans during FY 2019 and FY
2020. Environment was the most common functional area, followed by Transportation and then Economic
Development. There was no reported activity by and PDC in the Criminal Justice and Planning, Zoning, and
Community Development categories, while many other remaining categories, except for Recreation and
Disaster Planning, also were reported less commonly.
To participate in a statewide geographic information system, the Virginia Geographic Network, as
directed by the Department of Planning and Budget.
Twenty of the 21 PDCs reported having activity meeting this duty during the biennium.
To collect and maintain demographic, economic and other data concerning the region and member
localities and act as a state data center affiliate in cooperation with the Virginia Employment
Commission.
All 21 PDCs reported activity relating to collecting and maintaining demographic, economic, and other
data in addition to serving as an affiliate state data center with the Virginia Employment Commission.
PDC Highlights for FY 2019 & FY 2020
In addition to providing data responsive to each of the requirements contained in the Act and reported
on above, DHCD requests that each PDC highlight its successes and achievements with respect to regional
cooperative efforts in each year’s annual report to the agency. The following sections feature selected
highlights that were submitted from each PDC.
16
Accomack-Northampton Planning District Commission (A-NPDC)
Regional Planning of a Sewer Transmission Line Consolidating Town and County Wastewater Treatment
The Towns Mayors of the Eastern Shore convened with the House Representative in spring 2018 to discuss
needed infrastructure on the Eastern Shore. The counties and other local officials were also requested to
attend. Together the local officials determined that sewer has become the most pressing issue for their
town’s development and retention of businesses. A small working group formed of the Town of Exmore,
Town of Onancock, Accomack County and Northampton County as well as interested community leaders.
A-NPDC also attended these meetings. At the first meeting, the issues were discussed. The Onancock
Treatment Plant is permitted for 750,000 gpd but using less than a third of capacity and the Town of
Exmore’s has a need to build a new treatment plant but does not have any potential land for a new plant.
Community leaders determined the most feasible option was to build a sewer transmission line to the
Onancock Treatment Plant from the Town of Nassawadox, just south of Exmore, in Northampton to the
Town of Accomac, just north of Onancock, in Accomack. Led by the community leaders and in cooperation
with local officials, Hampton Roads Sanitation District (HRSD) was invited to come and speak to the group.
HRSD was willing to help. They indicated a study was needed. This led to the County of Accomack, County
of Northampton, Town of Exmore, Town of Onancock, Riverside Shore Memorial Hospital, and Heritage
Hall to contribute $10,000 each toward the study. A-NPDC supported the effort by providing the Weldon
Cooper Center 2050 population projections for the counties and prepared all of the 2050 population
projections for the towns in the study. A-NPDC also wrote and was awarded the first Eastern Shore GO
Virginia application which included $49,000 toward the completion of the study. HRSD has now expressed
interest in building the $24 million transmission line using their capital program and local officials are
working on transferring the Onancock Treatment Plant to HRSD which will require the repayment of $4.5
million in debt and petitioning the circuit court for inclusion in HRSD’s service area.
A-NPDC COVID-19 Pandemic Assistance
On March 17, 2020, A-NPDC officially closed the lobby to the public due to the COVID-19 pandemic but
staff were already prepared and started to immediately respond to assist the community. A-NPDC staff
had been preparing for the virus since February when reports showed its spread around the world.
Programmatic changes included the opening of the Section 8 Waiting List in February so the pandemic
would not disrupt the Section 8 HCV operations and research was also done to determine steps that could
be taken to stop unnecessary inspections in people’s homes. Inside the building, cleaning supplies had
been purchased in bulk and all touch surfaces throughout the building were cleaned twice a day starting
the last week of January and humidifiers were set up in all public areas in the building in early February.
A staff meeting was held in February to inform the staff of the virus, and inform them what steps would
be taken should it outbreak in the USA and share the known research that was starting to come out
regarding it. On March 16, 2020, A-NPDC held a Commission meeting and obtained a continuing resolution
so operations could continue and would not be disrupted by the end of the fiscal year. A-NPDC reached
out to all their partners to participate in a community needs survey, asked the public to participate in a
broadband virtual needs survey and businesses to participate in an economic disruption survey. Eight A-
NPDC staff persons, using these surveys as a basis, starting writing COVID-19 applications for assistance
for the community. By July 1, 2020, this effort had resulted in a total of 9 successful applications from four
federal or state agencies for $802,647 of COVID-19 assistance for homeless persons, individuals & families,
increased housing counseling services, the Eastern Shore of Virginia Coalition Against Domestic Violence,
the Eastern Shore Chamber of Commerce and the Chincoteague Chamber of Commerce. Additionally, in
17
FY21 one outstanding application will address the needs of multiple smaller community organizations;
including neighborhood groups, the Food Bank and volunteer organizations.
Central Shenandoah Planning District Commission (CSPDC)
Bath-Highland Broadband Authority
Reliable high-speed Internet access is now essential for businesses, education, healthcare, emergency
services, and the daily activities of residents. In response to this need, the Bath-Highland Network
Authority was created in 2017 to seek broadband solutions and funding opportunities for the counties of
Bath and Highland. The Authority is made up of representatives from Bath County, Highland County, and
the Town of Monterey and held its first organizational meeting in January of 2019. The CSPDC acts as the
fiscal agent and provides staff support to the Authority.
Agricultural Enterprise Center
As Virginia’s largest agricultural region, the CSPDC pursued funds to conduct a feasibility study to
determine if developing a certified, commercial, shared-use Agricultural Enterprise Center in the region is
practical and viable. The study will identify best uses and will outline a sustainable business model
including financial, organizational, and growth implementation plans. In January 2020, the GO Virginia
Region 8 Council awarded $85,000 in funding towards the project. An $85,000 grant through USDA’s Local
Foods Promotion Program is being used as matching funds. The study has a designated project team and
recently signed a contract with a consultant service.
Central Virginia Planning District Commission (CVPDC)
Comprehensive Economic Development Strategy
In August 2018 the U.S. Economic Development Administration (EDA) approved the Region 2000
Comprehensive Economic Development Strategy and the Region 2000 CEDS Implementation Action Plan.
Both documents serve as the region’s combined five-year roadmap to diversify and strengthen the
region’s economic vitality. The CEDS outlines five (5) goals and eleven (11) strategies, or initiatives, to
capitalize and expand the region’s economic base. Throughout the year, the CVPDC has led events to
advance the CEDS. One such event was the Harnessing the Power of Rivers as an Economic Development
Catalysts public event and special training for area planners. National leader Mike Gaymon led the event
to highlight the ways in which communities overcome environmental and infrastructure challenges to
create river-focused commercial and recreational development.
Town of Bedford Bicycle and Pedestrian Plan
Central Virginia PDC staff assisted the Town of Bedford create a Bicycle and Pedestrian Plan. The Plan
provides a prioritized guide to the Town’s governing body on improving bicycling and walking throughout
the Town. Plan implementation will contribute to a healthier, safer, and dynamic community. The
pedestrian and bicycle guidance process included extensive community input through a public survey,
public meetings, and existing conditions analysis. Prioritized improvement recommendations presented
will improve the walking and bicycling capacity and connectivity throughout the Town of Bedford and
increase transportation options to residents of all ages. The plan was submitted to Town officials in the
Spring of 2019.
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Commonwealth Regional Council (CRC)
Comprehensive Economic Development Strategy (CEDS)
The CRC completed a Comprehensive Economic Development Strategy (CEDS) through funding from EDA.
The CRC staff provided in-kind support to the Berkley Group (consultant) and the CEDS Committee in
gathering data to complete the CEDS which includes a hard copy document, pamphlet and website. The
CEDS process included holding sessions with the CEDS Committee to guide the process and collect input.
A separate stakeholder meeting was also held with key stakeholders of the region to gather input. The
CRC staff also assisted in collecting public input by facilitating input sessions at Chamber of Commerce
Meetings throughout the district and also attending a Board of Supervisors Meeting to present the CEDS
and collect input. The CEDS was approved by the CRC in April of 2019. The CEDS has been submitted to
EDA for approval.
Grant Application Assistance
The CRC assisted localities and nonprofits with 10 successful grant applications, totaling $498,012 in
funding for projects such as emergency response equipment, emergency planning activities, housing
studies, dam safety studies, dry hydrants, and COVID19 PPE. Pending funding requests total $22,544,958..
We were very proud to assist Lunenburg and Prince Edward counties in putting together Regional
Applications for Assistance to Firefighter Grants to purchase COVID19 PPE for both counties Fire
Departments and Rescue Squads. This was a quick turnaround as the application period was only two
weeks. Both applications were awarded.
Crater Planning District Commission (CPDC)
Fort Lee Economic Impact Analysis
A regional collaboration of the Crater PDC and the region’s economic development marketing
organization resulted in the March, 2020 Economic Impact Analysis of Fort Lee, Virginia. Fort Lee is
located entirely within Prince George County along State Route 36 between the cities of Hopewell and
Petersburg and is the “logistics capital of the Army and home to the Army Logistics University. It is also
home to the Combined Arms Support Command, the Defense Contract Management Agency, and the
Defense Commissary Agency Headquarters and, as such, it hosts thousands of military and civilian
personnel, contractors, and students each year. The installation’s operations and spending by personnel,
contractors and students generate significant economic impact in this region. When you combine the
jobs, purchases of local goods and services, defense contracts, employees living and shopping throughout
the region, students and trainees requiring accommodations off post, and family members coming here
to visit, Fort Lee accounts for 10.1 percent of this region’s 2019 GDP, a total economic impact of $2.5
million, and supporting 23,483 jobs here. There are more than 5,000 civilians working at Fort Lee and the
average annual wage is $66,257, while the average annual wage in the region is $46,252. The PDC and
Virginia’s Gateway Region realized that there had been no update of the installation’s economic impact
since 2012, which was triggered by a doubling of the size of the installation as a result of federal Base
Realignment and Closure actions in 2005. Funding for the study was provided by the PDC and Gateway
with no necessary contributions from the individual localities. This information is very important to
prospective employers considering a location in the region, as well as the localities as they undertake
financial planning.
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Commonwealth Center for Advanced Logistics Systems (CCALS) Update
The Commonwealth Center for Advanced Logistics Systems (CCALS) is a collaborative “birthed” by the
Crater Planning District Commission ten years ago. It was identified as a significant opportunity after the
Base Realignment & Closure (BRAC) actions of 2005 made Fort Lee the “Logistics Capital of the Army”.
The U. S. Army Logistics University is located at Fort Lee. That action along with the recognition of the
District becoming the heart of an expanding logistics region within the Richmond Metropolitan Area and
its connectivity to Hampton Roads made a very compelling case for a center of excellence in logistics: (a)
its location within 750 miles of two thirds of the U. S. population; (b) accessibility to the growing Port of
Virginia (2 hrs. via Routes 460 or 58), which became more significant with the opening of the Panama
Canal; (c) the District’s excellent road and rail network: I-95, I-85, Routes 288, 460, 58, and the intersection
of CSX and Norfolk Southern lines at Collier Yard; (d) Fort Lee and the Army Logistics University; and (e)
large distribution facilities here: AMAZON (3 locations), Wal-Mart, Food Lion, Aldi, Perdue, Boar’s Head.
In addition to the Crater PDC, CCALS collaborative network has grown to include Fort Lee; Virginia State,
Virginia Commonwealth, Longwood and Old Dominion Universities and the University of Virginia; the Port
of Virginia; Virginia Economic Development Partnership, Virginia Chamber of Commerce, and private
logistics companies. These collaborations offer business and government agencies with significant
logistics functions research and development options that promise cost-cutting, acceleration of new
discoveries and delivery of transformative results to the technology, transportation, human and other
systems that enable logistics. During the 2020 session of the Virginia General Assembly, CCALS was
brought under the new Virginia Innovation Partnership Authority (VIPA), which was created to oversee
and support research, development and commercialization, as well as related investment and seed-stage
funding. It will be responsible for developing an Innovation Index for the Commonwealth. The VIPA will
identify Virginia’s entrepreneurial strengths, talents and resources that make it a unique place to grow
and attract technology-based firms, and to build attract and retain innovation and high technology jobs,
and enhance and expand scientific and technological research and commercialization. This action will
provide CCALS with its base operating funds and provide many opportunities for additional collaboration
and research opportunities. The CCALS office is within the PDC office. Additionally, the Commonwealth
Center for Advanced Manufacturing (CCAM), the Crater District’s other applied research center of
excellence, was also brought under the Virginia Innovative Partnership Authority.
Cumberland Plateau Planning District Commission (CPPDC)
InvestSWVA
The PDC's Executive Director serves on the Advisory Council for a new marketing initiative to boost
economic development opportunities in PDCs One, Two and Three in Southwest Virginia. lnvestSWVA is
a strategic economic development marketing operation driven by a private company, Coalfield Strategies,
LLC, in partnership with members of the General Assembly from the region. It is complementary to efforts
of state and regional economic development interests, and will work in tandem with Virginia Economic
Development Partnership (VEDP), GO Virginia Region One Council, Virginia Coalfield Economic
Development Authority (VCEDA}, Virginia's Industrial Advancement Alliance (VIAA}, the Tobacco Region
Revitalization Commission (TRRC}, and the local economic development offices in the region, as well as
the three PDCs. The seed funding for the initiative is coming from TRRC, with a private match from Point
Broadband, LLC. Point Broadband, the Cumberland Plateau 's private partner in its fiber system, is a leader
in fiber broadband technology and is committed to improving the economic vitality of the region. The
funding is for two years, making the initiative aggressive, focused, and dependent on results. lnvestSWVA
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will focus on energy innovation and the "future of work" in Southwest Virginia - attracting and retaining
young talent by focusing on high-tech and high-wage jobs, a key GO Virginia Region One priority.
lnvestSWVA will target four industry clusters featured in the GO Virginia Region One's "Growth and
Diversification Plan," including: advanced manufacturing; agriculture and forestry and food and beverage
manufacturing; information and emerging technologies; and, energy and minerals. A key component of
the initiative includes a strategic partnership with the Northern Virginia Technology Council (NVTC}, the
trade association for the technology community in Northern Virginia which serves about 1,000 companies
and organizations. The lnvestSWVA team will partner with NVTC to market remote employment
opportunities in Southwest Virginia to NVTC member companies. Additionally, the lnvestSWVA team will
work in collaboration with the Southwest Virginia Technology Council (SWVTC}, GO Virginia, the University
of Virginia's College at Wise (UVA-Wise), the Virginia Community College System and the region's private
higher education institutions to ensure a coordinated workforce development strategy.
Cumberland Plateau Broadband Expansion Project
In response to Governor Northam’s stated priority of universal broadband coverage across the
Commonwealth and the support of the General Assembly in providing $35 million for the FY21 VATI
Program, the PDC and its private partner, Point Broadband, worked to develop an aggressive plan to
expand broadband services across our four counties. They then worked to inform local leaders of this plan
and gain support for a major VATI application. The plan would provide high-speed internet service to over
14,000 passings at very low per household cost. A VATI application was worked on in the Spring and early
Summer of 2020 to be submitted on August 17, 2020. If funded, the Cumberland Plateau will be able to
make a major leap toward universal coverage in our rural, mountainous communities. This will help
address three major needs – more telework, telemedicine and virtual education opportunities. To
emphasize the importance of this broadband expansion effort, the Cumberland Plateau Board of Directors
committed $1.0 million to add to over $26.0 million committed by Point Broadband.
George Washington Regional Commission (GWRC)
Continuum of Care COVID-19 Homelessness Services
The Continuum of Care (CoC) continued to support efforts to end homelessness in the region. This year,
in addition to obtaining over $1.5 million for homeless services through traditional funding sources, the
CoC also obtained over $1 million in COVID19 funding to provide emergency shelter and housing during
the pandemic. The CoC also updated its strategic plan.
Economic Development Efforts
In the area of economic development, GO Virginia Region 6 awarded eight new projects, including three
specific to COVID-19 relief efforts, and supported the continuation of eight previously funded projects.
This is a significant increase over previous years. In addition, through Good Jobs Here, GWRC held three
events to discuss and determine how to bring good jobs to the Fredericksburg region and then developed
a community-based, regionally focused economic development plan. We will move this forward using the
community impact model and in partnership with the Fredericksburg Regional Alliance, our local
educational institutions, and the Fredericksburg Area Chamber of Commerce.
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Hampton Roads Planning District Commission (HRPDC)
Hampton Roads 2045 Long Range Transportation Plan (LRTP)
Since the adoption of the Hampton Roads 2040 LRTP on July 21, 2016, HRTPO staff has been working on
updating the regional LRTP to the planning horizon of 2045. During FY 2019, HRTPO staff completed an
update of Transportation Analysis Zone (TAZ) boundaries (small geographic areas used to analyze travel
behavior), and worked with the HRPDC and regional stakeholders to develop socioeconomic data for the
years 2015 and 2045 by TAZ for the Hampton Roads Metropolitan Planning Area. This data provides the
basis for modeling roadway conditions for the base year and the year 2045 through the travel demand
forecasting process. In addition to this work, HRTPO staff has been coordinating with VDOT staff to update
the regional travel demand model to improve the forecasting tool to include new features such as an
income component for Environmental Justice analysis and the ability to model connected/autonomous
vehicles. Also during FY 2019, HRTPO staff conducted public outreach via surveys to solicit input on
regional priorities and collect candidate projects to analyze as part of the 2045 LRTP. HRTPO staff has also
been working with stakeholders to update the Project Prioritization Tool (Tool used to evaluate candidate
transportation projects). Finally, in coordination with the Regional Connectors Study (RCS), a framework
for Scenario Planning has been developed. For this effort, the HRTPO is utilizing exploratory scenario
planning to investigate how the region may develop over the next 25 years, analyzing candidate projects
across multiple plausible alternative futures in order to identify the projects that perform best regardless
of the scenario modeled. Developing this Scenario Planning Framework included working with regional
stakeholders to update regional land use data, identify drivers/forces of change in the region, and develop
scenario narratives, and growth scenarios. HRTPO staff provided a robust amount of data to support the
development of land use and economic models.
Offshore Wind
Offshore wind energy is a rapidly growing global industry that creates electricity from large wind turbines
installed in coastal waters. The industry is poised for significant growth in the U.S., and Virginia has the
potential to become a national leader in the offshore wind industry. Over the last year, the HRPDC has
played a leading role in helping Hampton Roads and Virginia take advantage of this opportunity. It has led
regional outreach efforts including the development and distribution of education and advocacy
materials; the creation of a webpage on Virginia’s offshore wind opportunity; and participation in a
webinar series organized by the Virginia Sierra Club.
Offshore wind has also been a priority of the HRPDC’s legislative agenda. HRPDC leadership and staff have
met with members of the General Assembly to talk about offshore wind issues, written a joint letter with
the Northern Virginia Regional Commission to every member of Virginia Senate and House of Delegates
supporting offshore wind development, discussed Virginia’s offshore wind opportunity with the Virginia
Beach City Council, and provided several updates on offshore wind activities to the HRPDC Board. In
addition, HRPDC Executive Director Bob Crum serves on the Executive Committee of the Commonwealth
Offshore Wind Task Force, and HRPDC staff helped the region’s economic development organization, The
Hampton Roads Alliance, win a $529,788 Go Virginia grant to develop and promote Hampton Roads as a
supply chain hub for the offshore wind industry on the East Coast.
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LENOWISCO Planning District Commission (LPDC)
Project Homestead
Project Homestead is a new, unique approach to facilitating in migration to Southwest Virginia. Funding
from the Department of Mines Minerals and Energy is going to allow the development of homesites, on
AML property, to be marketed to individual who are willing to relocate to Southwest Virginia. The intent
is that once they have resided at the homesite for a certain length of time, they will then be given the
actual parcel of land. The project is still in its early stages, but assistance is being provided with community
design by Virginia Tech. The following link to an article in Virginia Business goes into more detail regarding
the initiative: http://www.virginiabusiness.com/news/article/grant-would-be-utilized-to-create-
homesites
Regional Broadband Efforts
We have assisted several regional partnerships in securing funding through both state (DHCD) and federal
sources to continue to build on our regional broadband/wireless network that serves the entire
LENOWISCO District. Utilizing public and private partnerships we are continuing to provide new service
to areas that are underserved or not served at all. As part of this initiative, LENOWISCO… utilized funding
from the Virginia Coalfield Coalition to start a project that will provide free WIFI service in the downtown
districts of all 15 of our incorporated towns as well as several other high use public areas. This project
was funded in January 2020 and had 12-month project schedule. With the onset of COVID -19 we have
accelerated the project and should have the project complete within the next 60 days. Presently, 12 of
the 15 localities are up and running
Middle Peninsula Planning District Commission (MPPDC)
Regional Legislative Priorities
MPPDC considers its enabling legislation as a guide to how to improve the region. As such, MPPDC has
institutionalized a legislative process that identifies public policy issues and conversion into GA Bill which
yields strategic regulatory/policy/study changes at the State and Federal level. This process utilizes an
annual collection of all public policy needs that are reviewed in the fall by our Delegate for conversion
into targeted legislation to address specific rural coastal needs. This process has allowed for better
communication with local governments and better General Assembly outcomes for Middle Peninsula
Planning District 18. Legislative success is critical to implementation of programs, services and financing
of public need.
Coastal Resilience Marketplace
Recently, MPPDC launched the nation’s first incentivized coastal resilience marketplace, the Middle
Peninsula Fight The Flood program (www.FightTheFloodVA.com) which supports the ongoing MPPDC
water quality and resiliency program. The Fight The Flood (FTF) program was developed to advance and
enhance the way coastal resilience activities occurred in the region by introducing a programmatic
solution which resolves the disorganized and piecemealed approach resilience activities have occurred to
date. The FTF program goals are to generate and facilitate community resiliency by addressing flooding
issues while also enhancing water quality, and to encourage economic growth by targeting and attracting
businesses to provide flood mitigation products and services for flood-prone properties, including
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shorelines and buildings to provide access to services and funding to protect water quality and resiliency
against coastal flooding. It is anticipated that the program will accelerate the advancement of resilience
activities in the region, provide new business and employment opportunities for the region, and serve as
a model for resilience for coastal communities nation-wide and beyond
Mount Rogers Planning District Commission (MRPDC)
Bland County ARC POWER
The PDC worked with Bland County and GigaBeam Networks to submit an ARC POWER application for
$459,764 that was approved in February 2019. The project will help construct a 33-mile fiber run that will
be used to supply broadband to businesses in Bland County, Virginia. Specifically, the fiber run will start
in Rocky Gap and go south through Bastian and on to Bland along the Route 52 corridor. Once the fiber
construction is finished, GigaBeam will use wireless technology to reach additional locations off Route 52.
This project is the top priority for Bland County in the PDC’s Comprehensive Economic Development
Strategy (CEDS) and directly aligns with the region's Stronger Economies Together economic development
plan. The project will provide direct access to fiber to 37 businesses in Bland County.
Southwest Virginia Water/Wastewater Construction Fund
The Southwest Virginia Water/Wastewater Construction Fund provided $571,000 to localities, which was
matched with over $4.5 million in local and other state funds and improved water service to 6,534
residences, 51 business, and 1 other (community facility) and improved wastewater service to 4,553
residences, 232 businesses, and 15 other (community facilities) connections. This improved service level
helped create 10 new jobs and retain 300 existing jobs. The PDC also recaptured unused funds of $274,460
from 2018 and 2019 and reallocated them within the region to create new wastewater service to 16
residences, improve water service to 5,262 residences, 520 businesses, and 30 other connections
(community facilities) and improve wastewater service to 3,336 residences, 610 businesses, and 8 other
(community facilities) connections. This improved service helped serve organizations, including the River
North Correctional Center in Independence, that were able to retain 1,737 existing jobs. These reallocated
funds were matched with over $1 million from the localities and other state resources.
New River Valley Planning District Commission (NRVPDC)
Prices Fork Community Kitchen Implementation
The purpose of this project is to renovate the former kindergarten room and cafeteria/gymnasium of the
Old Prices Fork Elementary School to re-use an existing landmark to support the creation of a new, multi-
use village center in historic Prices Fork Village that will revitalize the rural agricultural community, as well
as provide new resources and services that will strengthen and enrich the entire New River Valley.
The Commission will be administering this grant as applicant: handling all grant administration as well as
sub-contracting with two additional project partners to complete the grant deliverables. Outcomes
include the renovation of the former Prices Fork Elementary School into a shared-use commercial
incubator kitchen and construct client/tenant spaces for food entrepreneurs. Benefits include the creation
of 20 jobs, two businesses, and 25 businesses served or improved.
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Giles County Broadband Expansion
The Regional Commission is helping Giles County administer a grant award from the Virginia
Telecommunications Initiative broadband program with the County receiving over $580,000 in funding
from the Virginia Department of Housing and Community Development. This project aims to provide
broadband internet to unserved and underserved portions of Giles County. Gigabeam Networks, a local
internet service provider, is collaborating on the project as well and matched $266,265 in funding towards
the effort. Once completed, over 2,300 additional households and 60 businesses within the County will
have access to much needed broadband services.
Key Investments:
• $589,444 from DHCD
• $266,265 from Gigabeam
Northern Neck Planning District Commission (NNPDC)
Regional Sites, Buildings, and Infrastructure Study
The Northern Neck PDC received a GOVA Grant from the Mary Ball Washington Region #6 to perform a
region-wide Sites, Buildings & Infrastructure Study. The Study looked at the feasibility and site selection
for locating commerce and business sites in Westmoreland County, Richmond County and Lancaster
County. Preliminary Engineering Reports were performed on the Montross Water System and Callao
Sewer System focusing on capacity issues. This study was in response to regional and state economic
development plans that cite the need for additional commerce & business sites in the region.
Westmoreland Workforce Training Center
The Northern Neck PDC partnered with Westmoreland County, Rappahannock Community College,
Workforce Development Board & Carry-On Trailer to establish the Westmoreland Workforce Training
Center. The WWTC offers various workforce training primarily focusing on welding and machinery
training. Funding for this initiative came from the partners, as well as grants from GOVA/Mary Ball
Washington Region #6 and the USDA.
Northern Shenandoah Valley Regional Commission (NSVRC)
Strasburg to Broadway Rail Trail
NSVRC has engaged Shenandoah County, its six towns, Rockingham County, two of its towns, and a citizen-
initiated advocacy group to develop an economic feasibility analysis for a 37-mile rail trail from Strasburg
to Broadway. 100% of the local governments in the service area provided fiscal and moral support for the
project, with all 8 mayors present at a summit aimed at establishing a strategy to bring the trail to fruition.
Coordinating the political will to provide fiscal support for such a unique analysis across 10 independent
local jurisdictions was truly a feat of regional collaboration.
COVID-19 Pandemic Response
The Commission’s role as a convener has provided value to the region during the COVID-19 pandemic.
The Commission convened the local health system CEO, health district director, and local government
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CAOs on weekly video calls for briefings and a coordinated response. Once established, the calls were
then handed off for coordination by the health system, and have grown to include additional community
leaders, like pastors, business owners, and nonprofit directors.
Northern Virginia Regional Commission (NVRC)
Autonomous Vehicle Project
Worked with the United States Army and the Virginia Department of Transportation to successfully
implement an autonomous vehicle project on the grounds of Joint Base Myer Henderson Hall. The vehicle
operated on the grounds of the base carrying passengers for the entire Summer of 2019. The data from
the project will be used to study the further use of such vehicles in the Commonwealth.
COVID-19 Pandemic Response
The Northern Virginia Regional Commission has coordinated region wide conference calls/virtual twice
weekly meetings with Mayors and Chairs of the region with Chief Administrative Officers related to
COVID19 pandemic. Conversations have included the Governor and other top State officials to inform and
advise on different strategies being undertaken to fight the pandemic. Coordinated efforts have led to
Northern Virginia successfully bending the infection curve.
Rappahannock-Rapidan Regional Commission (RRRC)
Regional Utility Scale Solar Assessment
In response to numerous active applications in the region for large scale solar developments in
predominantly rural, agricultural portions of the region, RRRC completed a region-wide Solar analysis
utilizing existing research and a GIS-based assessment process. The assessment combined wide-ranging
land suitability needs and constraints for large-scale solar facilities, existing transmission infrastructure,
and generalized local input on how and where solar development should occur. The assessment did not
identify where solar development should be sited within the region but provided local governments and
stakeholders with an idea of where solar development may be more likely to occur based on the existing
research and available data.
RRRC staff completed best practice research, data collection, and gathered feedback from local
stakeholders during the development of the assessment. The analysis resulted in a regional map and
summary pamphlet showing likely areas for large-scale solar projects. The analysis resulted in a
calculation of 119.5 square miles of likely solar development areas in the region, or 6.1% of the region’s
total area. Findings also noted that proximity to existing substations and high-capacity transmission lines
are a limiting factor for defining likely development areas and that additional local knowledge and input
is required for making decisions on individual large-scale solar projects.
RRRC Active Transportation Plan
In December 2019, the Rappahannock-Rapidan Regional Commission adopted the region’s first Active
Transportation Plan. RRRC worked with local and regional stakeholders to develop the plan in 2018 and
2019, which builds on previous regional bicycle and pedestrian infrastructure inventories completed in
2007 and 2012. The plan identifies existing and planned bicycle, pedestrian, blueway and equestrian
infrastructure within the Rappahannock-Rapidan region and also identifies local priorities and potential
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long-term projects that advance the effectiveness of the regional active transportation system. Projects
of regional significance are identified as are implementation strategies and probable funding sources.
The Active Transportation Plan aims to support and provide context to the continued development of a
regionally integrated active transportation system and identifies five goals for a regional active
transportation system:
• Enhance connectivity
• Improve safety
• Encourage the development of an interconnected, multi-locality active transportation network
• Support economic development and tourism through investments in the active transportation
system
• Develop and more accessible and equitable active transportation network
The plan can be used as a tool for localities that have already made investments in active transportation,
as well as for localities that may be considering where active transportation infrastructure may fit into
their short, mid, and long-range planning goals. Local decisions will guide the overall implementation of
any recommendations in the Active Transportation Plan or other locally-specific plans, though
opportunities to consider multi-jurisdictional projects are also highlighted in the plan.
Richmond Regional Planning District Commission (RRPDC) (aka “PlanRVA”)
COVID-19 Regional Response Fund
PlanRVA and the Emergency Management Alliance of Central Virginia formed a partnership with our local
Community Foundation for a greater Richmond in September 2018 to establish the Central Virginia
Emergency Preparedness and Disaster Relief Fund. It was activated for the first time in March 2020 to
support emerging community needs in the wake of the COVID-19 public health and economic crisis.
During the last 20 weeks, the Fund has generated more than $6 million dollars in contributions and
distributed $4.5 million in grants for relief and response efforts throughout the region. Funding has
provided support to programs and initiatives in the following localities: Counties of Amelia, Ashland,
Charles City, Chesterfield, Dinwiddie, Goochland, Hanover, Henrico, Louisa, New Kent, Powhatan, Prince
George, and Sussex; and the Cities and Towns of Ashland, Colonial Heights, Hopewell, Petersburg, and
Richmond. Guided by a committee of philanthropic, corporate and public sector representatives, grant
review has been continuous and responsive as needs have evolved over time. Initially, the Fund focused
its support for local nonprofit and government organizations that were addressing the urgent health and
safety needs of residents most affected by COVID-19. Projects included moving our street homeless
population into appropriate shelter, helping charitable clinics shift their services to a telehealth model,
and providing food access particularly to families who rely heavily on the school system to provide their
children with basic needs and suddenly did not have that accessibility. In June, the Fund’s priorities
expanded to include recovery efforts, including getting people back to work, helping them remain stable
in their homes, and supporting school systems with technology and training as they plan for reopening.
Ashland Trolley Line Trail
PlanRVA is working with the National Park Service's Rivers, Trails, and Conservation Assistance (RTCA)
program to guide the counties of Hanover and Henrico and the Town of Ashland as they formulate plans
for the proposed 12.5-mile Ashland Trolley Line Trail from Ashland to the City of Richmond. The concept
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corridor of the trail essentially follows the historic railway and street car line which ran north from a rail
station at 814 Broad Street in Richmond along Brook Turnpike (Road) through Lakeside into Ashland from
Richmond from 1907 to 1933. This trolley line section is the northernmost portion a more extensive 41-
mile Ashland to Petersburg Trail recently proposed by VDOT. The Ashland Trolley Line Trail corridor
traverses urban, suburban, rural, and small-town landscapes, travelling through open fields and forests,
along stream corridors, and utility corridors, and adjacent to roadways. This varied design pallet sets an
intriguing backdrop for different design approaches which are being explored with the NPS assistance that
will engage the Virginia Chapter of the American Society for Landscape Architects and Virginia Tech School
of Landscape Architect to support a Design Sketchbook of conceptual ideas, trail treatments, features,
and amenities. The first phase of the trolley line trail is under construction by the Town of Ashland
consisting of a 1.3-mile boardwalk along Walder Road connecting to Hanover County’s Ashland Trolley
Line Trail Park which carries the first half-mile of the potential trail. Emerging from the forested landscape
into open fields some of which intersect with the Dominion power line easement and merge into the small
hamlet of Elmont, the trail provides another opportunity for community interpretation and connection.
The crossing of the Chickahominy River brings the trail from Hanover into Henrico County. Remains of the
trolley line bridge structures exist, but structural piers for a new bridge will require replacement. An
application for funding of the new bridge crossing was prepared by the RRTPO for submission as a regional
project under VDOT’s Smart Scale program. Although a significant portion of the Trolley Line Trail is
proposed to be an off-road greenway trail, segments will need to be routed along roadways due to land
use, terrain, property ownership or other issues. A variety of options for those areas include paved road
shoulders, shared lanes, dedicated bike lanes, cycle tracks, restriping and road diets, and separated shared
use paths adjacent to the roadway. The Henrico County section of the trail will traverse several different
roadways and bring the trail users into Lakeside connecting across Lakeside Avenue into the City of
Richmond through Bryan Park. The Bellevue Avenue bridge over 1-95 provides easy access into the
Northside connecting the trolley line portion into the southernmost portion of the Ashland to Petersburg
Trail. The Ashland Trolley Line Sketch Book is intended to set forth guidelines that can provide inspiration
for the overall Ashland to Petersburg trail.
Roanoke Valley-Alleghany Regional Commission (RVARC)
Comprehensive Economic Development Strategy
The Regional Commission serves as the coordinator of the EDA designated Economic Development District
and maintains the regional Comprehensive Economic Development Strategy. The CEDS is a regional
strategy which reflects local economic development needs and priorities and is designed to diversify and
strengthen the regional economy.
The CEDS Strategy Committee continued to incorporate a series of familiarization tours in FY19-20. These
events give members an opportunity to visit localities throughout the region and included a tour of
downtown Vinton to see the progress that has been made on the town’s downtown revitalization that
was partially funded by a VA DHCD CDBG grant. Committee members had an opportunity to visit sites (via
Town Bus) including the Vinton Library, Rosie's Gaming Emporium, Lancelot Sports Complex, Billy Byrd
Apartments, Vineyard Station (Vinton Motors redevelopment), and Twin Creeks Brewing Company.
Additions to the 2020 CEDS included a rewrite of workforce training section by Virginia Career Works Blue
Ridge Region, the new Virginia Mountains region tourism brand, and The Gauntlet comprehensive
business development program, updated demographics with new data from JobsEQ, an updated SWOT
analysis and Goals & Strategies, new projects highlighting inter-municipal cooperation (Roanoke Valley
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Housing Study, Alleghany/ Covington Revenue Sharing Agreement, Western Virginia Regional Industrial
Facilities Authority, and Regional Career and Technical Education Study), updated Project Package listing,
a GO Virginia section, and an Opportunity Zone summary.
Regional Career and Technical Education Study
RVARC staff are working with the Virginia Career Works Blue Ridge Region to develop a Regional Career
and Technical Education Study. The purpose of this study is to 1) conduct an assessment of the current
operations, future plans, demands, and needs of career and technical education and workforce
development (CTE) programs being offered in the Roanoke Valley and Alleghany Highlands (LWIA III); and
2) produce recommendations for a research-based direction for CTE programs that meet the
business/industry needs of this community.
Findings will be presented in four sections: 1) workforce/program analysis, comparing workforce needs
to existing CTE and workforce development programs in the region, highlighting gaps and duplications in
workforce training identified; 2) effective CTE practices, programs, and initiatives in the region,
representing strengths and opportunities for further development; 3) areas of concern in local/regional
CTE practices and programs, representing weaknesses and potential opportunities for improvement; and
4) potential models for CTE programs and initiatives to consider when developing recommendations.
The draft CTE Study and its recommendations were under review in June 2020. It is expected that the
study will be finalized by the end of Summer 2020.
Southside Planning District Commission (SPDC)
SOVA Innovation Hub
In April 2019, Mid-Atlantic Broadband (MBC) and Microsoft announced a new venture to construct a
multi-use facility known as the Southern Virginia (SOVA) Innovation Hub in downtown South Boston. It
will house a new headquarters for MBC and will provide office, co-working and meeting/conference space
with incubator support services for start-up companies as well as new companies locating into the region
that require temporary office space while their manufacturing facilities are being built. As a key partner,
Microsoft plans to leverage the space to provide digital skills training and career pathway readiness in
partnership with local community colleges and higher education centers through their TechSpark
program. MBC was awarded a GOVA Region 3 capacity building grant in October 2018 to assist with and
Economic Impact Analysis. The Southside PDC on behalf of the South Boston IDA applied for a VBAF Site
Assessment and Planning Grant in March 2019, which was ultimately awarded in August 2019. MBC will
invest over $5 million to build this new facility, and it is anticipated to be complete around late summer
2020. It will be the first new building constructed in downtown South Boston in over 40 years.
COVID Small Business Recovery Grants
Southside PDC staff on behalf of Mecklenburg, Halifax, and Brunswick Counties applied to DHCD for
COVID-19 Small Business Recovery Assistance through the Community Development Block Grant (CDBG)
Program. A total of three grant requests were submitted, one for each county to provide $550,000 in grant
dollars per county to award to eligible small businesses in amounts up to $10,000 in rent/mortgage relief
for three to six months. All three grants were awarded.
29
Thomas Jefferson Planning District Commission (TJPDC)
Long Range Transportation Plan and Jefferson Area Bicycle and Pedestrian Plan
The Policy Board of the Charlottesville-Albemarle Metropolitan Planning Organization (CAMPO) formally
adopted the 2045 Long Range Transportation Plan (LRTP) at their May 22, 2019 meeting, culminating work
over the past two years. The LRTP is a federally-mandated plan that looks ahead three decades to assess
future priority transportation projects for the Charlottesville-Albemarle MPO area. The plan includes all
transportation modes (roadways, transit, rail, bicycle, pedestrian, and air). Projects identified in the LRTP
were developed using both technical evaluation tools (travel demand modeling and mapping) and through
a robust public engagement effort. Outreach included four open houses, two public hearings, and other
opportunities for comments during the two-year process of updating the plan. The Jefferson Area Bicycle
and Pedestrian Plan was incorporated into the 2045 LRTP as adopted. A set of performance measures,
created using federal resources, public comment, and committee input, was used to produce quantitative
values for project scenarios. Public engagement was augmented through a two-year Strengthening
Systems Grant through the Charlottesville Area Community Foundation (CACF) to Build a Regional Bicycle
and Pedestrian Transportation Network. As part of that work, the Piedmont Environmental Council (PEC)
and the TJPDC worked with communities in the Charlottesville and Albemarle urban area to envision a
comprehensive network of bicycle and pedestrian trails and greenways.
Rent and Mortgage Relief Program (RMRP)
In partnership with the Virginia Department of Housing and Community Development, and with the
cooperation of community partners, the TJPDC undertook administration of the Rent Commonwealth of
Virginia PDC Annual Report and Mortgage Relief Program (RMRP) near the end of the fiscal year. The
program, funded with federal CARES Act monies distributed to the Commonwealth of Virginia, will make
rent and mortgage payments that are in arrears for eligible individuals or families who have experienced
a loss of income due to COVID-19. Area partners include the United Way of Greater Charlottesville (for
the City of Charlottesville and Albemarle County), the Monticello Area Community Action Agency (for
Fluvanna, Greene and Louisa Counties), and the Nelson County Community Development Foundation (for
Nelson County). Up to $2.2 million is expected to be available in our region as demands are met, with
income guidelines based on federal HUD area median-income levels. The program will reach individuals
and families throughout the region by direct assistance from the listed community partners.
West Piedmont Planning District Commission (WPPDC)
Berry Hill Connector Road Funded
In June 2019, the Commonwealth Transportation Board (CTB) rendered a final determination of
transportation projects to be funded across the state, and the Berry Hill Connector Road in Pittsylvania
County was among the projects chosen. The Danville Metropolitan Planning Organization (MPO), staffed
by the West Piedmont Planning District Commission (WPPDC), submitted the application for the
connector road in August 2018, requesting about $31 million. While the cost of the project is over $33
million, more than $2.5 million is being funded through other sources. The application scored well, ranking
third out of 28 applications submitted in VDOT’s Lynchburg District, and 52nd out of 433 project
applications statewide. Additionally, the project received the highest economic development score in the
state due to the vast amount of developable land at the nearby Southern Virginia Mega Site at Berry Hill,
which the project will serve.
30
The importance of the connector road cannot be understated, as it will provide a more direct route from
the Danville Expressway (US Route 29/58) to the 3,500-acre industrial park. The Southern Virginia Mega
Site at Berry Hill is one of the largest industrial sites on the East Coast, comprising 12 individual
development sites, priming the industrial park for investment and further development. The industrial
park is anticipated to initially employ 2,500, but at full build-out, the facility is projected to accommodate
11,500 jobs. In addition to the benefits of the connector road noted herein, it will greatly enhance the
marketability of the site.
Initially recommended for funding through Smart Scale, the majority of the funding will be provided by
Route 58 Corridor Development Funds, part of the bond funds identified for the roadway and for specific
projects that support this corridor. The connector road is anticipated to be completed in 2025. The
successful Smart Scale application submitted by the Danville MPO, highlighted the need for these funds
that otherwise would not have been made available.
Regional Childcare Study
Last fall in collaboration with the Harvest Foundation, the City of Martinsville and Henry County, and more
than 30 regional stakeholders representing local, regional and state agencies, the PDC assisted with a
childcare study for the area. Working with the Foundation’s consultant, Communities Consulting, the PDC
provided mapping, data analyses, demographic statistics, and other technical assistance as part of the
working group. In conjunction with the consultant, the Childcare Committee developed an Early
Childhood Education and Services Plan which established four goals to improve the quality of care and
services provided. These goals included:
- Access and Affordability to utilize public subsidies, increase the quality of licensed centers, and
support a greater number of home-based providers.
- Coordination to formulate a centralized informational hub with a responsive, inclusive, and
accessible system for understanding eligibility and accessing existing resources.
- Workforce Development to create a viable career pathway for existing child care educators and
new entrants into the field by offering convenient, high quality credentialing and rewarding
participants with wage bonuses and increases.
- Quality Public/Private Center to create a new facility to increase capacity for high quality
accessible care for up to 250 young children in the region. However, with the recent impacts from
the ongoing COVID-19 pandemic, further evidence shows that the smaller childcare facilities have
survived during these challenging times. For now, this goal is being re-evaluated to potentially
create several smaller facilities throughout the County and City as opposed to one large,
centralized structure.
In addition, PDC staff provided mapping and technical assistance to the Harvest Foundation, the City and
the County for an Appalachian Regional Commission grant application in January to implement part of the
Plan. The requested $216,880 ARC funds will assist with the workforce development goal to improve and
expand early childhood education businesses and increase the number of trained/credentialed
professionals to deliver high-quality childcare. Efforts to advance the childcare initiative continue and the
PDC stands ready to provide further assistance
31
Conclusion
It is important to note that, while the Regional Cooperation Act articulates specific duties of the PDCs, it
does not require that each PDC conduct activities in every functional area. Rather, each PDC is challenged
to tailor its services to meet the diverse needs of its member localities. Based on their 2019 and 2020
annual reports, Virginia’s planning district commissions are meeting the goals as well as the overall intent
and specific requirements of the Regional Cooperation Act. Virginia’s PDCs are providing critical leadership
to advance regional cooperation in the Commonwealth.
32
Appendices
33
Appendix A
PDC Annual Report Questionnaire
34
Commonwealth of Virginia
PDC Annual Report
General Instructions:
Please answer the following questions using the text boxes and tables provided.
For any of the questions involving a table, if additional rows are needed, please click your
mouse in one of the fillable cells of the table. You will then see a blue plus sign appear on the
right side of the row in which you clicked. Please click on that blue plus sign to add another row.
Please see the following screenshot as an example.
Figure 1: In the above image, clicking the mouse in one of the table cells results in a blue plus sign appearing on the right side of
the table to the right of the cell row that was clicked. Clicking on the blue plus sign will create another row for this table.
Many of the questions containing tables will ask you to provide a category of a project, activity,
plan, etc. using a drop-down menu of predefined categories contained in the table’s cell (i.e.
“Choose an item”). Please select the category that best represents the project, activity, plan,
etc. listed.
Figure 2: In the above image, a drop-down menu of categories appears after clicking on the downward facing arrow next to the
"Choose and item" field.
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PDC Annual Report
For clarity, definitions for each category are provided below; however, these categories are not
meant to be comprehensive so please consider using the “Other (Please Specify)” category and
the adjacent “Notes” cell to provide additional context whenever needed.
Category Definition Category Definition
Administration General organizational and Infrastructure Activities or projects related
operational matters related to to public facilities designed for
the management and delivery the delivery, collection,
of public services. treatment, or storage of
various local public services,
including but not limited to
water, sewer, electricity,
natural gas, etc.
Criminal Justice Law enforcement, judicial Planning, Zoning, and Growth management,
proceedings, detainment, Community development, preservation,
rehabilitation, and prevention Development and redevelopment tools that
of criminal activity. regulate and shape the built
environment and the uses
contained therein.
Disaster Planning Efforts to plan for, prevent, Recreation Activities to promote rest,
and effectively respond to leisure, or physical activity in a
natural and manmade variety of public venues
disasters or emergencies. including parks, trails, historic
resources, and natural areas.
Economic Efforts to study, promote, and Telecommunications / Infrastructure specifically
Development enhance local or regional Technology dedicated to information
economies. technology and the
processing, delivery, or
storage of such information.
Environment Efforts to study, protect, or Transportation Infrastructure and services
preserve natural amenities designed for the movement of
including forest, timberland, people, goods, and services
bodies of water, and sources through a variety of modes
of other important or strategic (e.g. pedestrians, bicycles,
natural resources. automobiles, transit, etc.)
Health & Humans Efforts to improve, sustain, or Workforce Efforts to study and/or engage
Services protect physical and/or local labor forces to address
mental health, social welfare, employment needs and other
and public health of the matters to sustain or enhance
community. commerce
Housing Efforts to study, promote, Other Please specify in the adjacent
sustain, or develop temporary “Notes” cell.
or permanent shelter and
living accommodations for
individuals or groups.
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PDC Annual Report
Planning District Commission Annual Report
1) Please upload a one-page cover letter signed by your organization’s Executive Director
summarizing the annual report responses and identifying any other matters the PDC
would like to highlight that may not be captured by the annual report questions.
2) Please use the following table to identify the PDC's member jurisdictions and the name
of their representative.
Name of Locality/Entity Name of Representative Title of Representative
for Locality/Entity
Click here to enter text. Click here to enter text. Click here to enter text.
Click here to enter text. Click here to enter text. Click here to enter text.
Click here to enter text. Click here to enter text. Click here to enter text.
Click here to enter text. Click here to enter text. Click here to enter text.
a. Have any member jurisdictions withdrawn or no longer formally participate with
the PDC during the past fiscal year (ending 7/1/2020)? Please identify these
jurisdictions and indicate when such change occurred.
Click here to enter text.
b. Have any Native American tribes joined the PDC (pursuant to § 15.24203 of the
Code of Virginia) during the past fiscal year (ending 7/1/2020)? Please identify
these tribes and indicate when they joined.
Click here to enter text.
3) What is the latest Weldon Cooper population estimate for the PDC?
Click here to enter text.
4) Please upload a copy of the PDC’s budget from the most recent (ending 7/1/2020) and
current fiscal (ending 7/1/2021) years in CAMS and complete the following information
related to the PDC’s annual budget:
Fiscal Total Total Total Total Total Notes
Year Budget Budget Budget Budget Budget
Amount Amount Amount Amount Amount
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PDC Annual Report
from Local from from from other
Sources State Federal Sources
Sources Sources
FY Click Click here Click here Click here Click here Click here
here to to enter to enter to enter to enter to enter
enter text. text. text. text. text.
text.
FY Click Click here Click here Click here Click here Click here
here to to enter to enter to enter to enter to enter
enter text. text. text. text. text.
text.
5) Has the Charter or Bylaws been amended in the past fiscal year (ending 7/1/2020)? If
yes, please email updated document to DHCD Staff.
Click here to enter text.
6) Please upload a copy of the PDC's Work Plan/Program in CAMS.
Element #1: Successes and achievements
7) Please list and describe 3-5 successes and achievements of special note with regional
efforts in cooperation over the last fiscal year (ending 7/1/2020). List these highlights in
order of their importance to your PDC/region. Keep in mind that one or two highlights
from each PDC will be selected for inclusion in the biennial report on PDCs that is
submitted to the Governor and General Assembly. Answers that are too succinct or
similar to answers from recent past reports will likely lead to follow-up questions by
DHCD staff.
Click here to enter text.
Element #2: Strategic Planning
8) Pursuant to § 15.2-4209 of the Code of Virginia, “Except in planning districts in which
regional planning also is conducted by multi-state councils of government, each
planning district commission shall prepare a regional strategic plan for the guidance of
the district.” Has a regional strategic plan been adopted? (Please mark an “X” next to
your answer.)
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PDC Annual Report
a. ( ) Yes
b. ( ) Yes- Revision, amendment, or rewrite in progress
c. ( ) No- However adoption is in progress
i. Please explain why adoption has not occurred.
Click here to enter text.
d. ( ) No- Exempted from requirement by law
i. Pursuant to § 15.2-4209 (B) of the Code of Virginia, preparation of such a
regional strategic plan is optional. Please explain why the PDC has not
considered this option.
Click here to enter text.
9) Please describe the status of the PDC’s regional strategic planning activities by
answering the following questions.
a. What was the adoption/revision date for the PDC's existing strategic plan?
Click here to enter text.
i. If the adoption date is greater than 5 years old, § 15.2-4212 of the Code
of Virginia requires revision and formal approval of such plan. Please
describe the efforts the PDC has made to comply with this requirement.
Click here to enter text.
b. How was the strategic plan developed?
Click here to enter text.
c. Who (persons and organizations) was involved?
Click here to enter text.
d. What are the highest priority recommendations and activities that are identified
in the plan?
Click here to enter text.
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PDC Annual Report
i. How were these priorities established?
Click here to enter text.
10) During the past fiscal year (ending July 1, 2020), what projects and activities listed in the
regional strategic plan have been implemented or are underway?
Click here to enter text.
11) What projects and activities from the regional strategic plan does the PDC intend to
undertake this upcoming fiscal year (FY2021)?
Click here to enter text.
12) Please list the most important issues for the region.
Click here to enter text.
Element #3: Duties Performed
The following questions seek to address § 15.2-4208 of the Code of Virginia,
which establishes the general duties of PDCs. For each of the following questions
(13 – 21), please provide at least one example for each category (listed on Page
2 of the General Instructions) for which the PDC had an activity. There is no
requirement to have an activity for every category listed.
13) List studies with regional significance that the PDC has conducted (either initiated or
completed) over the last fiscal year (ending 7/1/2020). For purposes of regional
significance, please identify only those studies that involve two or more localities. Please
use the following table to answer this question and choose the category that best
describes the study.
Name of Study Category of Study Status of Study Notes
(Initiated/Completed)
Click here to enter Choose an item. Click here to enter Click here to
text. text. enter text.
Click here to enter Choose an item. Click here to enter Click here to
text. text. enter text.
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PDC Annual Report
Click here to enter Choose an item. Click here to enter Click here to
text. text. enter text.
14) Address how the PDC has identified and studied opportunities for local cost savings
and staff efficiencies through coordinated governmental efforts over the last fiscal year
(ending 7/1/2020). If possible, please estimate the state and local savings over the last
fiscal year as a result of these efforts. Please use the following table to answer this
question and choose the category that best describes the study.
Name of Study Category of Study Estimated Local Estimated Notes
Savings (Pre- State Savings
defined (Pre-defined
Ranges) Ranges)
Click here to Choose an item. Choose an item. Choose an Click here
enter text. item. to enter
text.
Click here to Choose an item. Choose an item. Choose an Click here
enter text. item. to enter
text.
Click here to Choose an item. Choose an item. Choose an Click here
enter text. item. to enter
text.
15) List the PDC's mechanisms for coordinating state and local interests on a regional basis
over the last fiscal year (ending 7/1/2020). For purposes of this question, mechanisms
are considered procedures, committees, subcommittees, websites, and other structured
processes and resources. Please use the following table to answer this question and
choose the category that best describes the mechanism.
Name of Mechanism Category of Mechanism Notes
Click here to enter text. Choose an item. Click here to enter text.
Click here to enter text. Choose an item. Click here to enter text.
Click here to enter text. Choose an item. Click here to enter text.
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PDC Annual Report
16) List activities where the PDC has implemented services at the request of member
localities over the last fiscal year (ending 7/1/2020). Please use the following table to
answer this question and choose the category that best describes the request.
Name of Activity Locality/Localities Category of Request Notes
requesting
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
17) Describe the technical assistance the PDC has provided to state government and
member localities over the last fiscal year (ending 7/1/2020). Please use the following
table to answer this question and choose the category that best describes the request.
Name/Description State Agency/Agencies Category of Notes
of Technical and/or Local Request
Assistance Government(s)
Involved
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
18) Explain how the PDC has served as a liaison between local governments and state and
federal agencies as requested over the last fiscal year (ending 7/1/2020). For purposes
of the liaison activities addressed by this question, please identify the state and federal
agencies the PDC has interacted with over the last fiscal year. In circumstances where
state and federal agencies are both involved (e.g. federal programs administered at the
state level), please list both entities for the activity. Please use the following table to
answer this question and choose the category that best describes the request.
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PDC Annual Report
Name of Liaison State/Federal Agency Category of Notes
Activity or Agencies and Local Request
Government(s)
Involved
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
19) Explain how the PDC has reviewed local government aid applications over the last fiscal
year (ending 7/1/2020). For purposes of this question, please include applications to
agencies of the state or federal government for loans, grants-in-aid for local projects,
and as required by other state or federal law or regulation. Please use the following
table to answer this question and choose the category that best describes the
application.
Name of Locality or State and/or Category of Notes
Application Localities Federal Application
Requesting Agency or
Agencies
Involved
Click here to Click here to Click here to Choose an item. Click here to
enter text. enter text. enter text. enter text.
Click here to Click here to Click here to Choose an item. Click here to
enter text. enter text. enter text. enter text.
Click here to Click here to Click here to Choose an item. Click here to
enter text. enter text. enter text. enter text.
20) Address how the PDC has developed regional functional-area plans as deemed
necessary by the commission or upon request by member localities over the last fiscal
year (ending 7/1/2020). For purposes of this question, a regional functional-area plan is
a plan to address service, need, or opportunity in a functional area (including but not
limited to the available categories in the table below) that encompasses or involves two
43
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PDC Annual Report
or more localities. Please use the following table to answer this question and choose the
category that best describes the plan.
Name of Plan Localities Involved Category of Plan Notes
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
21) Address how the PDC has assisted state agencies, upon request, in developing substate
plans over the last fiscal year (ending 7/1/2020). Please use the following table to
answer this question and choose the category that best describes the plan.
Name of Plan Name of State Category of Substate Notes
Agency Plan
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
Click here to enter Click here to enter Choose an item. Click here to
text. text. enter text.
22) Has the PDC participated in the VGIN statewide geographic information system in the
past fiscal year (ending 7/1/2020)? If no, why not?
Click here to enter text.
23) Has the PDC served as a data center affiliate for the region and member governments
in the past fiscal year (ending 7/1/2020)? If no, why not?
Click here to enter text.
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PDC Annual Report
24) Notwithstanding the duties mandated in the Regional Cooperation Act that have been
answered in questions 8 through 11 and 13 through 23, what other noteworthy services
has the PDC provided to member localities, the Commonwealth, or other entity over the
past fiscal year (ending 7/1/2020)?
Click here to enter text.
45
Appendix B: Studies on Issues and Problems of Regional Significance
FY 2019 & FY 2020 Focus of Studies of Regional Significance
Planning, Zoning, &
Economic Development Health & Human Services
Telecommunications /
Administration Criminal Justice Disaster Planning Environment Infrastructure Community Development Transportation
Housing Recreation Technology Workforce
District PDC Other
1 LENOWISCO X X X X X X X X X X X
2 Cumberland Plateau X X X X X
3 Mount Rogers X X X X
4 New River Valley X X X X X X X X X X X
5 Roanoke Valley Alleghany X X X X X
6 Central Shenandoah X X X X X
7 Northern Shenandoah Valley X X X X X X
8 Northern Virginia X X X
9 Rappahannock-Rapidan X X X X X
10 Thomas Jefferson X X X X X X
11 Central Virginia X X X X X
12 West Piedmont X X X X
13 Southside X X X X X
14 Commonwealth Regional X X X X X
15 Richmond Regional X X X
16 George Washington Regional X X X X X X X
17 Northern Neck X X X
18 Middle Peninsula X X X X X X X X X X X
19 Crater X X X X X
22 Accomack-Northampton X X X X X X X X
23 Hampton Roads X X X X X X X X
46
Appendix C: Identify and Study Potential Opportunities for State and Local Cost Savings through Coordinated Governmental Efforts
FY 2019 & FY 2020 Local Cost Savings and Regional Efficiencies Identified and/or Studied
Planning, Zoning, &
Economic Development Health & Human Services
Telecommunications /
Administration Criminal Justice Disaster Planning Environment Infrastructure Community Development Transportation
Housing Recreation Technology Workforce
District PDC Other
1 LENOWISCO X X X X X X X X X X
2 Cumberland Plateau X X
3 Mount Rogers X X X X X X X X X
4 New River Valley X X X X X X X X X X X X
5 Roanoke Valley Alleghany
6 Central Shenandoah X X X X X X
7 Northern Shenandoah Valley X X X
8 Northern Virginia X
9 Rappahannock-Rapidan X X X X X X X
10 Thomas Jefferson X X X X X X
11 Central Virginia X X X X
12 West Piedmont X X X X
13 Southside X X X X X X
14 Commonwealth Regional X X X X X X X X X X X X X
15 Richmond Regional X X X
16 George Washington Regional X X
17 Northern Neck X X X X
18 Middle Peninsula X X X X X
19 Crater X X X X
22 Accomack-Northampton X X X X X
23 Hampton Roads X X X X X X X X
47
Appendix D: Identify Mechanisms for the Coordination of State and Local Interests on a Regional Basis
FY 2019 & FY 2020 Mechanisms for Coordination of Local Interests on a Regional Basis
Planning, Zoning, &
Economic Development Health & Human Services
Telecommunications /
Administration Criminal Justice Disaster Planning Environment Infrastructure Community Development Transportation
Housing Recreation Technology Workforce
District PDC Other
1 LENOWISCO X X X X X X X
2 Cumberland Plateau X X X X X X X
3 Mount Rogers X X X X X X X X X X
4 New River Valley X X X X X X X X X X X X
5 Roanoke Valley Alleghany X X X X X X X X
6 Central Shenandoah X X X X
7 Northern Shenandoah Valley X X X X X X X
8 Northern Virginia X X X X X
9 Rappahannock-Rapidan X X X X X X X X
10 Thomas Jefferson X X X X X X X
11 Central Virginia X X X X X X X
12 West Piedmont X X X X
13 Southside X X X X X X X
14 Commonwealth Regional X X X X X X X X
15 Richmond Regional X X X X
16 George Washington Regional X X X X X X X X
17 Northern Neck X X X X X X X
18 Middle Peninsula X X X X X X X
19 Crater X X X X
22 Accomack-Northampton X X X X X X X
23 Hampton Roads X X X X X X X
48
Appendix E: Services Implemented at Request of Member Localities
FY 2019 & FY 2020 Services Implemented at Request of Member Localities
Planning, Zoning, &
Economic Development Health & Human Services
Telecommunications /
Administration Criminal Justice Disaster Planning Environment Infrastructure Community Development Transportation
Housing Recreation Technology Workforce
District PDC Other
1 LENOWISCO X X X X X X X X X X X X
2 Cumberland Plateau X X X X
3 Mount Rogers X X X X X X X X X X
4 New River Valley X X X X X X X X X X X X
5 Roanoke Valley Alleghany X X X X
6 Central Shenandoah X X X X X X X X
7 Northern Shenandoah Valley X X X X X
8 Northern Virginia X X X X X
9 Rappahannock-Rapidan X X X X
10 Thomas Jefferson X X
11 Central Virginia X X X X
12 West Piedmont X X X X X X X X X X
13 Southside X X X X X X
14 Commonwealth Regional X X X X X X X X X X X
15 Richmond Regional X X X
16 George Washington Regional X X
17 Northern Neck X X X X X
18 Middle Peninsula X X X X X X X X X
19 Crater X X X X X X
22 Accomack-Northampton X X X X X X
23 Hampton Roads X X X X X X X X
49
Appendix F: Technical Assistance Provided to State and Localities
FY 2019 & FY 2020 Technical Assistance Provided to State and Localities
Health &
Telecommunica
Administration Criminal Justice Infrastructure Transportation
Economic
Environment
Planning,
Recreation
tions /
Workforce
Disaster
Human Services Housing
Zoning, &
District PDC Planning Development Community Technology Other
1 LENOWISCO X X X X X X X X X X
2 Cumberland Plateau X X X X X X X X X
3 Mount Rogers X X X X X
4 New River Valley X X X X X X X X X X X X
5 Roanoke Valley Alleghany X X X X X X X X X X
6 Central Shenandoah X X
7 Northern Shenandoah Valley X X X X X
8 Northern Virginia X X X
9 Rappahannock-Rapidan X X X X X X X X X
10 Thomas Jefferson X X X X X
11 Central Virginia X X X X X X X
12 West Piedmont X X X X X
13 Southside X X X X X X
14 Commonwealth Regional X X X
15 Richmond Regional X X
16 George Washington Regional X X X X
17 Northern Neck X X X X X X
18 Middle Peninsula X X X X X X X
19 Crater X X X X X X
22 Accomack-Northampton X X X X X X X X X X
23 Hampton Roads X X X X X X X X
50
Appendix G: Serve as a Liaison Between Localities and State Agencies
FY 2019 & FY 2020 Local Liaison Activities
Health &
Telecommunica
Administration Criminal Justice Infrastructure Transportation
Economic
Environment
Planning,
Recreation
tions /
Workforce
Disaster
Human Services Housing
Zoning, &
District PDC Planning Development Community Technology Other
1 LENOWISCO X X X X X X X X X X X
2 Cumberland Plateau X X X X X X
3 Mount Rogers X X X X X X X X X X
4 New River Valley X X X X X X X X X X X X
5 Roanoke Valley Alleghany X X X X X X X X
6 Central Shenandoah X X X X X
7 Northern Shenandoah Valley X X X X X X
8 Northern Virginia X X X
9 Rappahannock-Rapidan X X X X X X X X
10 Thomas Jefferson X X X
11 Central Virginia X X X X X X X
12 West Piedmont X X X X X X X X
13 Southside X X X X X X X
14 Commonwealth Regional X X X
15 Richmond Regional X X
16 George Washington Regional X X X X X
17 Northern Neck X X X
18 Middle Peninsula X X X X X X X X X
19 Crater X X X X X X
22 Accomack-Northampton X X X X X X
23 Hampton Roads X X X X X X X X X
51
Appendix H: Local Government Aid Applications Reviewed
FY 2019 & FY 2020 Local Government Aid Applications Reviewed
Health &
Telecommunica
Administration Criminal Justice Infrastructure Transportation
Economic
Environment
Planning,
Recreation
tions /
Workforce
Disaster
Human Services Housing
Zoning, &
District PDC Planning Development Community Technology Other
1 LENOWISCO X X X X X X X X X
2 Cumberland Plateau X X X X X X X
3 Mount Rogers X X X X X
4 New River Valley X X X X X X X X X X
5 Roanoke Valley Alleghany X X X
6 Central Shenandoah X X X
7 Northern Shenandoah Valley X X
8 Northern Virginia
9 Rappahannock-Rapidan X X X X X
10 Thomas Jefferson X X X X
11 Central Virginia X X X X
12 West Piedmont X X X X X
13 Southside X X X X X
14 Commonwealth Regional X X X X
15 Richmond Regional X X X
16 George Washington Regional X X
17 Northern Neck X X X X
18 Middle Peninsula X X X X X X X
19 Crater X X X X
22 Accomack-Northampton X X
23 Hampton Roads X
52
Appendix I: Develop Regional Functional Area Plans
FY 2019 & FY 2020 Functional Area Plans Developed
Health &
Telecommunica
Administration Criminal Justice Infrastructure Transportation
Economic
Environment
Planning,
Recreation
tions /
Workforce
Disaster
Human Services Housing
Zoning, &
District PDC Planning Development Community Technology Other
1 LENOWISCO X X X X X X X X X X X
2 Cumberland Plateau X X X
3 Mount Rogers X X X X X X X
4 New River Valley X X X X X X X X X X X
5 Roanoke Valley Alleghany X X X X
6 Central Shenandoah X X X X
7 Northern Shenandoah Valley X
8 Northern Virginia X
9 Rappahannock-Rapidan X X X
10 Thomas Jefferson X X
11 Central Virginia X X X X
12 West Piedmont X X X
13 Southside X X X X
14 Commonwealth Regional X X X
15 Richmond Regional X X
16 George Washington Regional
17 Northern Neck X X
18 Middle Peninsula X X X X X X X X
19 Crater X X X X X
22 Accomack-Northampton X X X
23 Hampton Roads X X X X X
53
Appendix J: Assist State Agencies with Substate Plans
FY 2019 & FY 2020 Assist State with Development of Substate Plans
Health &
Telecommunica
Administration Criminal Justice Infrastructure Transportation
Economic
Environment
Planning,
Recreation Workforce
Disaster tions /
Human Services Housing
Zoning, &
District PDC Planning Development Community Technology Other
1 LENOWISCO X X X X X
2 Cumberland Plateau X X X
3 Mount Rogers X X
4 New River Valley X X X X X X X X
5 Roanoke Valley Alleghany X X X X X
6 Central Shenandoah X X X X
7 Northern Shenandoah Valley X X
8 Northern Virginia X
9 Rappahannock-Rapidan X X X X X X X
10 Thomas Jefferson X X
11 Central Virginia X X
12 West Piedmont X X X
13 Southside X X X
14 Commonwealth Regional X X
15 Richmond Regional X X X
16 George Washington Regional X X
17 Northern Neck X X
18 Middle Peninsula X X
19 Crater X X X X X
22 Accomack-Northampton X X X
23 Hampton Roads X X X X
54
Appendix K: Other activities
FY 2019 & FY 2020 Other Activities
Data Collection & Data Center
Participate in VGIN/GIS
Network Affiliate
District PDC
1 LENOWISCO X X
2 Cumberland Plateau X X
3 Mount Rogers X X
4 New River Valley X X
5 Roanoke Valley Alleghany X X
6 Central Shenandoah X X
7 Northern Shenandoah Valley X X
8 Northern Virginia X X
9 Rappahannock-Rapidan X X
10 Thomas Jefferson X X
11 Central Virginia X X
12 West Piedmont X X
13 Southside X X
14 Commonwealth Regional X X
15 Richmond Regional X X
16 George Washington Regional X
17 Northern Neck X X
18 Middle Peninsula X X
19 Crater X X
22 Accomack-Northampton X X
23 Hampton Roads X X
55
Appendix L
PDCs and their Member Jurisdictions
56
Commonwealth of Virginia:
Cities, Counties, Towns, and Planning District Commissions
FREDERICK
WINCHESTER
CLARKE LOUDOUN
«7
¬ WARREN
«8
¬ FAIRFAX
FAIRFAX
ARLINGTON
FALLS CHURCH
SHENANDOAH ALEXANDRIA
FAUQUIER
MANASSAS MANASSAS PARK
PRINCE WILLIAM
ROCKINGHAM PAGE
RAPPAHANNOCK
CULPEPER
«
¬
9
HARRISONBURG
MADISON
STAFFORD
HIGHLAND
«6
¬ GREENE FREDERICKSBURG
KING GEORGE
AUGUSTA STAUNTON
CHARLOTTESVILLE
ORANGE
SPOTSYLVANIA «
¬
16
WESTMORELAND
BATH WAYNESBORO
CAROLINE «
¬
17
ROCKBRIDGE
NELSON
ALBEMARLE
«
¬
10
FLUVANNA
LOUISA ESSEX
RICHMOND
NORTHUMBERLAND
ACCOMACK
LEXINGTON
COVINGTON LANCASTER
HANOVER KING WILLIAM
GOOCHLAND KING AND QUEEN
BUENA VISTA
ALLEGHANY
¬
«5 BOTETOURT
AMHERST HENRICO ¬
«
18
MIDDLESEX
«
¬
22
CRAIG BUCKINGHAM
POWHATAN
¬
«
11 APPOMATTOX
CUMBERLAND
«
¬
15 RICHMOND NEW KENT
GLOUCESTER
MATHEWS
ROANOKE
SALEM
LYNCHBURG
¬
«14 AMELIA
CHEST ERFIELD
COLONIAL HEIGHTS
CHARLES CITY
JAMES CITY
WILLIAMSBURG
GILES BEDFORD HOPEWELL
BUCHANAN CAMPBELL
ROANOKE PRINCE EDWARD YORK
PETERSBURG
«2
¬ TAZEWELL
PULASKI
RADFORD
MONTGOMERY
NOTTOWAY
DINWIDDIE
PRINCE GEORGE
SURRY
NEWPORT NEWS
POQUOSON
NORTHAMPTON
WISE
DICKENSON
RUSSELL
SMYTH
BLAND
FLOYD
¬
«
4 ¬
«19
HAMPTON
NORFOLK
NORTON FRANKLIN
HALIFAX CHARLOTTE LUNENBURG SUSSEX ISLE OF WIGHT
WYTHE PITTSYLVANIA
«3
¬ BRUNSWICK
EMPORIA
SOUTHAMPTON
¬
«
23 PORTSMOUT H
VIRGINIA BEACH
LEE ¬
«1
SCOTT WASHINGTON
BRISTOL
GRAYSON
GALAX CARROLL
PATRICK
MARTINSVILLE
HENRY
«
¬
12
DANVILLE «
¬
13 MECKLENBURG
GREENSVILLE
FRANKLIN
SUFFOLK
CHESAPEAKE
±
0 15 30
Cities
Counties
Towns
60
PDC Boundaries*
1 - LENOWISCO PDC
2 - Cumberland Plateau PDC
90
Source: VA Dept. of Housing and Community Development,
120
Miles
3 - Mount Rogers PDC
4 - New River Valley PDC
5 - Roanoke Valley-Alleghany RC
6 - Central Shenandoah PDC
7 - Northern Shenandoah Valley RC
8 - Northern Virginia RC
9 - Rappahannock-Rapidan RC
10 - Thomas Jefferson PDC
11 - Central Virginia PDC
12 - West Piedmont PDC
13 - Southside PDC
14 - Commonwealth RC
*Note: The Richmond Regional PDC and the Crater PDC share Chesterfield County and Charles City County.
The Middle Peninsula PDC and the Hampton Roads PDC share Gloucester County.
The Crater PDC and the Hampton Roads PDC share Surry County.
15 - Richmond Regional PDC
16 - George Washington RC
17 - Northern Neck PDC
18 - Middle Peninsula PDC
19 - Crater PDC
22 - Accomack-Northampton PDC
23 - Hampton Roads PDC
9/28/2020
The Roanoke Valley-Alleghany RC and the West Piedmont PDC share Franklin County.
Commission on Local Government
57
Appendix M
FY 2019 and FY 2020 State Funding and Population Served
Most Recent
Per Capita
# PDC FY 2019 FY 2020 Weldon Cooper
Funding
Population Estimate
1 LENOWISCO $ 75,971 $ 75,971 44,371 $ 1.71
2 Cumberland Plateau $ 75,971 $ 75,971 103,756 $ 0.73
3 Mount Rogers $ 75,971 $ 75,971 187,484 $ 0.41
4 New River Valley $ 75,971 $ 75,971 184,532 $ 0.41
5 Roanoke Valley Alleghany $ 75,971 $ 75,971 333,546 $ 0.23
6 Central Shenandoah $ 75,971 $ 75,971 302,140 $ 0.25
7 No. Shenandoah Valley $ 75,971 $ 75,971 240,663 $ 0.32
8 Northern Virginia $ 151,943 $ 151,943 2,520,543 $ 0.06
9 Rappahannock-Rapidan $ 75,971 $ 75,971 179,035 $ 0.42
10 Thomas Jefferson $ 75,971 $ 75,971 257,452 $ 0.30
11 Central Virginia $ 75,971 $ 75,971 262,428 $ 0.29
12 West Piedmont $ 75,971 $ 75,971 238,280 $ 0.32
13 Southside $ 75,971 $ 75,971 81,538 $ 0.93
14 Commonwealth $ 75,971 $ 75,971 104,609 $ 0.73
Richmond Regional (aka
15 $ 113,957 $ 113,957 1,002,696 $ 0.11
“PlanRVA”)
16 George Washington $ 75,971 $ 75,971 372,270 $ 0.20
17 Northern Neck $ 75,971 $ 75,971 49,897 $ 1.52
18 Middle Peninsula $ 75,971 $ 75,971 91,247 $ 0.83
19 Crater $ 75,971 $ 75,971 530,142 $ 0.14
22 Accomack-Northampton $ 75,971 $ 75,971 44,371 $ 1.71
23 Hampton Roads $ 151,943 $ 151,943 1,729,109 $ 0.09
Total $1,785,321 $1,785,321 8,860,109
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