Biennial Report on Virginia's Planning District Commissions for Fiscal Years 2021 and 2022
Summary
The Biennial Report to the Governor and General Assembly on Virginia's Planning District Commissions for Fiscal Years 2021 and 2022, from the Department of Housing and Community Development, dated November 2022. Its executive summary states that the Director must prepare a biennial report on Planning District Commissions (PDCs) and their compliance with the duties in the Regional Cooperation Act, and that each PDC submits an annual report by September 1st. It states that the Act lists 12 specific duties and that, at the median level, state funding is leveraged and multiplied more than 20 times. The report includes PDC highlights, beginning with the Accomack-Northampton Planning District Commission.
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“Biennial Report on Virginia's Planning District Commissions for Fiscal Years 2021 and 2022.”
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Biennial Report to the Governor and General Assembly on
VIRGINIA’S PLANNING DISTRICT COMMISSIONS
FOR FISCAL YEARS 2021 AND 2022
Department of Housing and Community Development
Commonwealth of Virginia
November 2022
Table of Contents
Executive Summary ...................................................................................................................................................3
Introduction ..............................................................................................................................................................4
Overview of Planning District Commissions .........................................................................................................4
Purpose .................................................................................................................................................................4
Duties ....................................................................................................................................................................5
Funding .................................................................................................................................................................5
Summary Data FY 2021 & FY 2022 ............................................................................................................................7
Regional Strategic Planning ..................................................................................................................................7
Duties Performed ..................................................................................................................................................9
PDC Highlights for FY 2021 & FY 2022 .....................................................................................................................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) .............................................................................................................18
Crater Planning District Commission (CPDC) ......................................................................................................19
Cumberland Plateau Planning District Commission (CPPDC) ..............................................................................19
George Washington Regional Commission (GWRC) ...........................................................................................20
Hampton Roads Planning District Commission (HRPDC) ....................................................................................21
LENOWISCO Planning District Commission (LPDC) .............................................................................................21
Middle Peninsula Planning District Commission (MPPDC) .................................................................................22
Mount Rogers Planning District Commission (MRPDC) ......................................................................................23
New River Valley Planning District Commission (NRVPDC) ................................................................................23
Northern Neck Planning District Commission (NNPDC) ......................................................................................24
Northern Shenandoah Valley Regional Commission (NSVRC) ............................................................................24
Northern Virginia Regional Commission (NVRC).................................................................................................25
Rappahannock-Rapidan Regional Commission (RRRC) .......................................................................................25
Richmond Regional Planning District Commission (RRPDC) (aka “PlanRVA”) ....................................................26
Roanoke Valley-Alleghany Regional Commission (RVARC) .................................................................................27
Southside Planning District Commission (SPDC) .................................................................................................28
Thomas Jefferson Planning District Commission (TJPDC) ...................................................................................29
West Piedmont Planning District Commission (WPPDC) ....................................................................................29
Conclusion ...............................................................................................................................................................30
Appendices ..............................................................................................................................................................31
BIENNIAL REPORT ON VIRGINIA’S PLANNING DISTRICT COMMISSIONS
FY 2021 & FY 2022
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. This annual report collection process was revised during the FY 2019-
2020 biennium to refine the data collection process and is utilized again for the FY 2021-2022 biennium.
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 more than 20 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 2021 and FY 2022, 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,
particularly 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 2021 and FY 2022.
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.”1 The following report has been
assembled to satisfy that responsibility.
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
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 45,544 to a high of
2,547,686.4 Consequently, the issues that they address in light of their duties vary greatly.
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
Based on Weldon Cooper Center population data requested from each PDC as part of their annual report.
4
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 2021 and FY 2022 the General Assembly appropriated $1,785,321 and
$2,079,321, respectively, 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 amounts appropriated to individual PDCs range from $75,971 to $151,943 in FY 2021 and
from $89,971 to $165,943 in FY 2022. Eighteen PDCs received an appropriation of $75,971 in FY 2021 and
$89,971 in FY 2022, while the remaining three most populated PDCs received larger appropriations.6
5
For any PDC in which regional planning also is conducted by multi-state councils of government, this requirement
is optional.
6
The Richmond Regional PDC received $113,957 (FY 2021) and $127,957 (FY 2022), while the Hampton Roads PDC
and Northern Virginia Regional Commission each received $151,943 (FY 2021) and $165,943 (FY 2022).
5
Historically speaking, Regional Cooperation Act funding for the PDCs has fluctuated over the years from a
high in FY 2004 of $2,499,204, to a low of $1,552,457 in FY 2011. From FY 2012 to FY 2021, PDC funding
remained unchanged at $1,785,321 annually. The PDC funding allocation of $2,079,321 in FY 2022
represents a 16.5% increase from prior funding levels and is the first funding increase in a decade.
Additional PDC funding comes from a variety of sources at the federal, state, local, and non-governmental
organization level.7 For fiscal years 2021, 2022, and their proposed 2023 budgets, the largest source of
funding for PDCs on average is from federal sources, followed by state, local, and then other sources as
shown by the following bar chart.
As it relates to the annual Regional Cooperation Act funding provided by the Commonwealth in Fiscal
Years 2021 and 2022, there is strong evidence that this base funding invested by the Commonwealth is
leveraged by PDCs to secure other resources beyond this allocation. Based on the median value of all 21
PDCs, for every dollar in state funding appropriated through the Regional Cooperation Act, PDCs secured
$30 and $22 in additional funding from other sources in FY 2021 and FY 2022, respectively. At its highest
for individual PDCs, this multiple exceeds $400 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
7
Similar to the FY 2019-2020 Biennial Report, this biennial report includes newly requested information regarding
a summary level breakdown of the PDCs’ budgets 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 the provided budgets was needed in order to produce the proportional breakdown.
6
can be used as match by regions to secure additional federal funding in support of regional priorities and
efforts.
Dollar Value of Multiplier to Regional
Cooperation Act State Funding
Fiscal Year Median Highest Lowest
FY 2021 $ 30.26 $ 125.67 $ 4.70
FY 2022 $ 22.11 $ 152.60 $ 5.34
FY 2023 $ 26.93 $ 457.40 $ 6.60
On a per capita basis, Regional Cooperation Act funding translates into a median value of $0.38 allocated
to each PDC. Because PDC populations vary significantly, this also yields a per capita high of $1.98 and low
of $0.07.8
Summary Data FY 2021 & FY 2022
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 2021 and 2022 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;
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.
8
See Appendix M for more details.
7
Each PDC was asked to document progress in developing and implementing strategic planning in the
planning district. As for FY 2022, 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. 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 2021 and FY 2022 responses.10
The following five topics appear to be the most consistent, high-priority issues for PDCs based on the word
cloud analysis:
1. Transportation 4. Housing
2. Workforce Development 5. Broadband
3. Economic 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
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”).11 These activities were
broken down into the following functional areas:12
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.13 The following series of charts summarizes those responses by duty and
functional area. Additional explanation regarding each chart is included, as needed.
11
DHCD staff provided additional elaboration and interpretation for some of the duties, 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.
12
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.
13
The summary tables can be seen in greater detail in 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
Criminal Justice and Workforce appeared to have very little activity over the course of the biennium. These
trends are similar to those reported by the PDCs in FY 2019 and FY 2020.
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 18
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.14 Transportation
was the functional area for which the greatest number of PDCs had an activity, followed closely by
Environment, Economic Development, and Disaster Planning. Criminal Justice had no activity for this
specific duty, and many other functional areas had activity by five or fewer PDCs.
14
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 2021 and FY 2022, 20 PDCs reported having at least one activity in this duty by functional area.
Disaster Planning and Transportation, followed by Administration and Economic Development 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, 59 examples were provided by PDCs with estimated local savings in the $50,000 - $100,000
range while those examples also estimated an additional 33 counts of savings at the state level.15
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.16 Economic Development, Environment, and Transportation were the
highest functional area reported by 15 PDCs followed by Administration. No examples of activity in
Criminal Justice were provided, and Workforce was only reported by four PDCs.
15
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.
16
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. Economic Development and Transportation were
reported as the most common functional areas based on 16 PDCs responding. This was followed by
Planning, Zoning, and Community Development 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. Environment and
Transportation scored highest with 17 PDCs reporting an example. Criminal Justice and Workforce were
reported with the lowest levels of functional area activity with only two PDCs reporting activity.
13
To serve as liaison between localities and state agencies as requested.
Every PDC reported having activity meeting the requirements of this duty. All except two PDCs reported
having an activity in the Environment functional area of this responsibility. This was followed closely by
Transportation, which had 18 PDCs reporting. Economic Development was the third most common
functional area. 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.
Eighteen PDCs reported activity in a functional area of this duty. Economic Development was the most
common functional area among 12 PDCs. Environment and Infrastructure rounded out the top three
functional areas for this duty. There were no activities reported in Workforce. Criminal Justice, Disaster
Planning, Recreation, Administration, Telecommunications/Technologies, and Housing 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 2021 and FY 2022, all of the 21 PDCs reported having activity related to this duty. 17
Transportation, Economic Development, and Disaster Planning were the most common functional areas
reported by PDCs. Criminal Justice and Workforce were not reported by any PDC while Administration,
Health and Human Services, Infrastructure, Recreation, and Telecommunications/Technology were
reported by fewer than five PDCs.
17 For purposes of this question, the annual report questionnaire included 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 2021 and FY
2022. Environment and Transportation were the most common functional areas, followed by Economic
Development. There was no reported activity by any PDC in the Criminal Justice and Workforce categories,
while many other remaining categories, except for Disaster Planning and Recreation, 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.
Nineteen 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 2021 & FY 2022
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)
Groundwater Protection
The Eastern Shore of Virginia has one of two sole-source aquifers in Virginia. The aquifer supplies the
region’s potable and non-potable water. With hazards such as sea level rise, climate change, and over-
withdrawal, the region’s only resource for fresh water requires careful management. Since 1992, the
Eastern Shore of Virginia Ground Water Committee, staffed by A-NPDC, has worked to increase the use
of the unconfined surficial Columbia over the use of the confined Yorktown layers of the aquifer. Over the
past year, A-NPDC staff have worked with the Ground Water Committee and state partners at VDEQ to
protect this precious resource. These efforts have culminated in the creation of a General Permit for Use
of the Surficial Aquifer on the Eastern Shore, under § 62.1-262.1. This regulation, currently awaiting
publication by the registrar for public comment, establishes a general permit that promotes use of the
surficial aquifer on the Eastern Shore for potable and non-potable water uses. This permit reduces the
time needed for an applicant to complete the permit, has reduced costs associated with the consultant
work required to receive a permit, and has greatly simplified reporting requirements. For 28 years, the
Ground Water Committee has pursued protection of the sole source aquifer that has resulted in users
using Columbia and farmers adding larger pond irrigation storage and today a major goal has been
completed. Regional educational efforts of the public are being planned. It is the goal of the Committee
that the use of the Columbia for non-potable uses will become the broadly accepted common knowledge
of the community.
Fair Housing Education
On the Eastern Shore of Virginia, the pandemic caused some landlords to exit the rental market while
new, inexperienced landlords have entered. A regional need was identified to offer training and also
educate existing landlords to changes to Virginia Fair Housing laws. The Accomack-Northampton Planning
District Commission (A-NPDC) hosted a Landlord Information and Education event at the Eastern Shore
Community College on April 27, 2022. The event was advertised on the local radio station and in the local
weekly newspaper, and invitations were sent to the over 170 landlords whose addresses were on file.
Thirty-five landlords attended the two-hour event, which included presentations on Fair Housing, the
Section-8 Housing Choice Voucher Program, the Virginia Homeless Solutions Program, and Landlord Best
Practices. A-NPDC Housing Services department staff and several landlord partners made the
presentations. The overwhelming response by the participants was positive, including written responses
submitted directly after the program. The high interest and positive response has resulted in additional
landlords successfully renting units to low income clients and adoption of landlord practices, such as clear
and well written leases, that promote positive interaction between renters and landlords.
A-NPDC Housing Services department staff have also contacted the newspapers to demand they stop
accepting and publishing any advertisements that break Virginia’s Fair Housing laws and called and
explained the Fair Housing law to any landlords that appear to be breaking the law. Several landlords have
readily changed their practices as a result of this education having failed to keep up with the changes that
were made to housing discrimination based on source of funds. Two hundred and forty-five new families
received in-person Fair Housing training so they understand how they are protected and what to do if
their right to fair housing is violated. They join the five hundred existing families who have received such
training in the previous year.
17
Central Shenandoah Planning District Commission (CSPDC)
Buena Vista Downtown Revitalization Project
CSPDC assisted the City of Buena Vista in applying for and securing a $1 million CDBG Community
Improvement Grant (CIG) through DHCD. The grant follows the completion of a Downtown Revitalization
Strategy funded through a CDBG Planning Grant. Proposed activities include downtown streetscape
improvements, wayfinding signage, and a façade program. The project is focused along the 21st Street
corridor, and will connect downtown with nearby outdoor recreation assets and anticipated economic
development projects.
Affordable Housing Program and Regional Housing Study
To help address the need for affordable housing in the region, CSPDC has received a grant from Virginia
Housing’s PDC Housing Development Program. The purpose of this grant is to develop regional housing
initiatives and create more affordable housing units. At least 20 affordable housing units will be brought
to the region by 2024. Another housing project that started in FY2022 was the Regional Housing Study.
This study is funded through Virginia Housing’s Community Impact Grant Program. The Virginia Center for
Housing Research (VCHR) is assisting with the study. HousingForward Virginia, a statewide housing policy
and research agency will also be involved during the study process.
Central Virginia Planning District Commission (CVPDC)
Central Virginia Training Center Master Redevelopment Plan
CVPDC supported and helped fund the Lynchburg Regional Business Alliance’s efforts to commission a
master redevelopment plan for the Central Virginia Training Center site. The now-defunct state facility
stands idle near the center of the metropolitan area and offers an opportunity for smart growth in
Central Virginia versus a blighted site with unutilized infrastructure.
CVPDC Hazard Mitigation Plan 2020 Update
This regional pre-hazard mitigation plan was the first regional plan that includes a designated website
and interactive maps that will be updated and maintained through course of the five-year mitigation
plan. The CVPDC HMP was adopted by FEMA January 22, 2021 and has been adopted by all ten member
jurisdictions.
Commonwealth Regional Council (CRC)
Grant Application Assistance
In FY2021, CRC assisted localities and nonprofits in the region with 27 successful grant applications
totaling $1,859,250 in funding for projects such as emergency response equipment, emergency medical
dispatch system, COVID PPE, broadband expansion, broadband hot spots for education, police radios, new
sidewalks, regional emergency planning, regional election security, emergency generators for shelters,
economic development, and regional hazard mitigation plan.
18
Additionally, CRC assisted localities and nonprofits with an additional 27 successful grant applications in
FY2022 totaling $25,661,513 in funding for projects such as broadband expansion, police overtime, site
planning costs, purchasing equipment, renovation of various buildings, property acquisition, purchase of
a new boiler for the Cannery, purchase defibrillators, Wi-Fi kiosks for the library, radio replacement,
affordable housing projects, new ladder truck for fire department, and the creation of an innovation hub
for business development and educational purposes.
Emergency Plans
Through grant funding from the State Homeland Security Program (SHSP), CRC completed four important
emergency plans: 1) Joint Information Center Plan for the region that provides guidance to establish and
operate a Joint Information Center in the event of small- or large-scale emergency events; 2) CRC Regional
Continuity of Operations Plan; 3) Family Assistance Center Plan that will serve as a guide for establishing
a Family Assistance Center in the event of mass casualty or fatality events and will be an appendix to the
county’s emergency operations plan; and 4) CRC Regional Stock Pile Plan.
Crater Planning District Commission (CPDC)
CARES Act Recovery Assistance Grant
The Crater PDC procured services and implemented studies for $400,000 in CARES Act Grant funding from
U.S. EDA to prepare a COVID-19 Economic Recovery and Resiliency Plan. The Resiliency Plan and Supply
Chain Disruption Plan were completed, and the Recovery Projects Report is slated to be completed in
August 2022. Using the region’s Comprehensive Economic Development Strategy (CEDS) Committee as
the work group, this effort will include an economic analysis looking at pre-COVID metrics, current metrics,
and a cluster analysis. The planning will address supply chain disruptions in the Crater region’s logistics
and manufacturing sectors, as well as provide support for the region’s tourism sector.
Regional Housing Development Program
The Crater PDC completed agreements, formed a working group, and allocated funding for Virginia
Housing’s Regional Housing Development Program, investing $2 million in the region’s affordable housing
stock. The funds are being provided as gap funding to affordable housing developers and will assist in the
construction of 56 new units of affordable housing, including 44 units for homeownership and 12 for
rental.
Cumberland Plateau Planning District Commission (CPPDC)
Project Jonah Water/Sewer Upgrade
CPPDC worked with Tazewell County during FY22 on vital infrastructure upgrades to support the
development of Project Jonah and its projected 218 new full-time jobs and $297 million in private capital
investment. These efforts resulted in the securing of $4.3 million in funding from U.S. EDA as well as an
additional $1 million from the Appalachian Regional Commission (ARC) to extend new water and sewer
infrastructure to the site, where Pure Salmon is currently constructing the world’s largest vertically-
integrated indoor aquaculture facility at the Tazewell-Russell county line. CPPDC helped Tazewell County
prepare grant applications for these funds and is expected to administer the awarded monies on the
county’s behalf.
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Pure Salmon will raise and process up to 20,000 tons of product annually. To help secure the new jobs,
the CPPDC member counties of Buchanan, Russell and Tazewell jointly created the Cumberland Industrial
Facilities Authority and entered into a revenue-sharing incentive agreement to support the project, with
each county pledging $1 million toward the effort.
Energy Storage and Electrification Manufacturing Jobs Project
As part of its economic recovery program, CPPDC remains a key partner in and has devoted significant
time to an energy storage and electrification manufacturing jobs project (ESEM), which aims to assist four
manufacturers located in the region in their efforts to diversify product lines and revenue streams, as well
as add jobs.
This economic diversification effort also aims to capture a portion of the rapidly-growing energy storage
industrial sector for the benefit of the region. This pilot project involves four manufacturers (three in
Tazewell County and one in Buchanan County) that have served the coal industry for decades. With SWOT
analyses and other research activities conducted by the University of Michigan’s Economic Growth
Institute (EGI) now complete, the project team is currently exploring ways to further diversify the
companies into the energy storage and electrification space, with an emphasis on the fabrication of metal
products and the assembly of electrical components.
In March 2022, CPPDC’s economic recovery coordinator hosted a reporting session for the completed
SWOT analysis that was attended by economic development and workforce officials from throughout the
region, as well as other stakeholders. The University of Michigan EGI team is now leading the development
of a workforce strategy document that will serve as a companion to the project’s SWOT analysis, with
significant guidance and input from the CPPDC economic recovery coordinator. Between November 2021
and March 2022, the recovery coordinator participated in multiple calls with a lead generation firm with
an end goal of identifying both customer and supply chain connections in more diversified ESEM target
fields for the four manufacturers involved in the project.
George Washington Regional Commission (GWRC)
Housing and Community Health Program
The George Washington Regional Commission serves as lead agency for the Fredericksburg Regional
Continuum of Care (CoC), a network of non-profits, local governments, and other community partners
working together to prevent and end homelessness within the region. In FY2022, GWRC coordinated the
CoC with a newly created Housing and Community Health Program (HCHP) combining homeless services
with affordable housing programs. GWRC was awarded a $2 million Virginia Housing grant to create 20
affordable homes in the region. The HCHP coordinated with the Regional Health Department to prioritize
housing as one of three regional priorities for health improvements.
Transportation Planning
GWRC coordinated with the Fredericksburg Area Metropolitan Planning Organization (FAMPO) to
produce both the 2050 FAMPO Long Range Transportation Plan and the Rural Regional Transportation
Plan, the first 25-year MPO plan in the Commonwealth. GWRC and FAMPO worked on several other
transportation planning efforts, including launching a community survey that received over 1,000
responses.
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Hampton Roads Planning District Commission (HRPDC)
Hampton Roads Comprehensive Economic Development Strategy
The Economic Development Administration (EDA) describes a Comprehensive Economic Development
Strategy (CEDS) as “a strategy-driven plan for regional economic development.” A CEDS brings together
the public and private sectors to develop a regionally owned plan to build capacity and guide the economic
prosperity and resiliency of a region. The process of developing a CEDS results in individuals, organizations,
local governments, institutes of learning, and private industry engaging in meaningful conversation,
working together to plan and prioritize investments in a manner that best serves the economic
development interests across a region. In a practical capacity, a CEDS enables localities to qualify for EDA
assistance under its Public Works and Economic Development District (EDD).
The Hampton Roads CEDS was prepared by HRPDC staff in collaboration with the Hampton Roads Alliance,
Re-Invent Hampton Roads, and Old Dominion University’s Dragas Center for Economic Analysis and Policy.
This CEDS was developed with input and assistance from many individuals and organizations across the
region and built on over a decade of extensive regional economic development planning work that had
been conducted in Hampton Roads, most notably the 757 Recovery & Resilience Action Framework.
COVID-19 Dashboard
The Hampton Roads COVID-19 Impact Planning Hub was developed in April 2020 by HRPDC staff to
consolidate information about the impacts of the COVID-19 pandemic in Hampton Roads. In March 2021,
HRPDC staff added vaccination data from the Virginia Department of Health. The Hub features a
dashboard which tracks confirmed COVID-19 cases and deaths since the beginning of the outbreak in the
region on March 9, 2020. The dashboard includes links to additional local, regional, state, and national
resources provided on the main page in one convenient location, as well as transportation, education,
and economic information. HRPDC will monitor and analyze this data in order to understand the profound
effect of the pandemic on Hampton Roads.
LENOWISCO Planning District Commission (LPDC)
Project Fuse Phase 2
Project Fuse is an innovative gameplan to recruit work from home businesses into the LENOWISCO
footprint and began last year with the completion of the Project Fuse “Playbook.” Utilizing the Playbook
along with a local economic developer and INVESTSWVa, LENOWISCO has been an integral partner in
recruitment of work from home businesses to the area. Over a twelve month period, two businesses have
located in the LENOWISCO footprint utilizing the Project Fuse Playbook. E-Health now has 100 employees
working from home and utilizing the Crooked Road Technology Center as the hub location for their
business. Paymerang has located their hub location inside the Mutual co-working space in Big Stone Gap.
Paymerang is employing 50 work from home employees. This innovative approach from planning,
creating the “playbook” and ultimately successful recruitment of business to the area has been a huge
success thanks to partnerships of entities throughout the region.
Project Amelioration
Project Amelioration will create a focused and fully comprehensive ecosystem of recovery for individuals
with substance use disorder (SUD), centered on removing barriers that tend to derail the recovery process
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by providing a multitude of services including counseling, health care, legal, housing, skills/job training,
and employment. Addressing the substance use disorder/opioid crisis requires more than a single effort,
but requires a broad-based, multi-disciplinary coordinated effort to create a fully comprehensive
ecosystem of support for those suffering from addiction. The project, by design, is meant to be long-
lasting and sustaining. There will be multiple funding sources throughout the process, including grant,
loan, public, and private. Eventually, there would be multiple revenue streams as a result of the project,
which will further sustain the project. While the overall focus is the recovery and rehabilitation of
individuals suffering from substance use disorder, additional benefits will be skilled laborers added to the
workforce, low-cost rehabilitation of buildings in downtown Appalachia and an opportunity to expand the
ecosystem to the entire southwest Virginia region and recreate it elsewhere in the Appalachian Regional
Commission footprint. Implementation will form the foundation of the ecosystem, by connecting the 30th
Judicial Circuit Adult Drug Court’s established, regulated in-take and structured network to Mountain
Empire Community College’s new pipeline of workforce development. This connection will assist those in
recovery maintain gainful employment. The two cornerstones of the project are two newly created
positions, a Project Coordinator at MECC and a Project Case Manager at the Drug Court. Both individuals
will combine and connect all available resources to fully engage and assist program participants ranging
from identification and enrollment to completion and employment. This synchronization of multiple
services and providers is the solution to the ever-prevalent lack of communication and “siloed” effect that
prohibits efficient and effective SUD recovery in the Appalachian region.
Middle Peninsula Planning District Commission (MPPDC)
Fight the Flood Coastal Resilience Implementation Program
The Middle Peninsula Fight the Flood program (www.FightTheFloodVA.com) was launched in 2020 as the
nation’s first municipal resilience implementation program, and it has continued to be a major success for
systematically advancing resilience solutions and concurrently organizing and leveraging economic
development opportunities. To date the program has resulted in over $18.2 million in direct loan and
grant investments with over $11 million of that occurring during FY2022 alone. MPPDC submitted 92
different grant applications during FY2022 requesting over $28.1 million in funding to support the MPPDC
resilience program via construction and planning projects targeting both privately and publicly owned
property. MPPDC continues to administer the Commonwealth’s only municipally available loan funds for
living shorelines and septic system repairs and in FY2022, a combined loan fund for the two types of
projects was capitalized at $3 million with funding from the Virginia Resource Authority (VRA).
Dredging
During FY2022, MPPDC staff presented a recommendation for the Middle Peninsula localities to purchase
dredging equipment and launch a municipal dredging program for the region under the auspices of the
MPCBPAA, which is the only regional government entity in the region to be authorized to do such by the
General Assembly. The recommendation stemmed from a study conducted by the MPPDC during FY2021
which investigated the costs and benefits of a municipal operation as compared to the current structure
utilizing procured private contractors where the cost savings and efficiencies of a municipal operation
were evident for the Middle Peninsula. MPPDC staff coordinated numerous discussions with the MPPDC
and MPCBPAA boards and their member jurisdictions regarding the launch of a municipal program and
initiated discussions with legislators regarding funding from the state for purchase of needed dredging
equipment. Ultimately, up to $5 million was made available for the purchase of the equipment during the
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2022 General Assembly Session and MPPDC intends to pursue the necessary funding and continue to
coordinate with the partnering program entities to formalize program operating agreements during
FY2023. Additionally, MPPDC administered a dredging project for Mathews County using $1.5 million in
VA Port Authority Waterway Maintenance (VPA WMF) grant funds to dredge the Hole in the Wall channel
in Mathews and beneficially reuse the sediment to renourish a nearby county-owned public beach.
MPPDC also applied for and was awarded ~$1.4 million of VPA WMF funding on behalf of Gloucester
County to dredge Aberdeen Creek which could become the first project to be dredged with the Middle
Peninsula dredge at some point in the future.
Mount Rogers Planning District Commission (MRPDC)
Virginia Telecommunications Initiative
Over the biennium, the PDC secured $73.75 million in regional broadband project funding to create 32,751
passings. The projects will expand the broadband network in Smyth, Washington, and Wythe Counties by
providing service to currently unserved and underserved areas.
Southwest Virginia Water/Wastewater Construction Fund
In FY2022, the Southwest Virginia Water/Wastewater Construction Fund provided $482,185 to localities,
which was matched with $6,389,942.00 in local and other state funds and improved water service to 2,505
residences, 113 business, and improved wastewater service to 21,103 residences, 1,319 businesses, and
162 other (community facilities) connections. This improved service level helped retain 8,000 existing jobs.
New River Valley Planning District Commission (NRVPDC)
Huckleberry Trail Plan
Today the Huckleberry Trail is nearly 15 miles, from Jefferson National Forest, through downtown
Blacksburg, along the outskirts of Virginia Tech campus, creek-side in Montgomery County, and continues
stretching further into downtown Christiansburg. It’s been nearly 60 years since the first mile of trail was
complete and its reputation has grown as an invaluable community asset. The purpose of this plan is to
capture ideas about the future of the trail and begin to identify areas that are mutually beneficial for
collaboration.
The New River Valley Metropolitan Planning Organization partnered with the Commission to develop the
first edition of the Huckleberry Trail Plan. The planning process was guided by trail owners in Montgomery
County, the Town of Blacksburg, and the Town of Christiansburg; and trail partners Virginia Tech and
Friends of the Huckleberry. Cycle Forward’s Amy Camp visited the region to facilitate a group discussion
about the future of the trail. The team also met one-on-one with managers of the Washington and Old
Dominion Trail and the Virginia Capital Trail Foundation to learn about trail maintenance and volunteer
engagement.
Next steps involve maintaining the existing asset and continuing to expand connections to other
alternative transportation assets; developing gateway trail access locations; and developing more ways
for the community and volunteers to contribute.
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Neighbors in Need
The Neighbors in Need program, administered by Millstone Kitchen, came about in response to the
pandemic as a way of feeding food insecure families, supporting local farmers, and providing critical
income for local caterers. The Regional Commission has provided grant administration assistance for this
project.
• From April to June of 2020, the Neighbors in Need program was funded via community donations.
Every $10 donation created a meal for a family in need.
• Since July 2020, the program has received three rounds of grant funding from DHCD, totaling
nearly $675,000. Funding will run through July 2022.
• Made from scratch meals were prepared at Millstone Kitchen by two local caterers
• Partnered with seven local food distribution agencies to deliver meals to existing clients, including
VT YMCA, Agency on Aging, Future Economy Collective, Newbern Community Center, NRV Diaper
Pantry, Christiansburg Parks & Rec, and Warm Hearth Village.
• Over 21,000 meals served to 589 unique individuals.
Northern Neck Planning District Commission (NNPDC)
Broadband Project Planning and Development
The Northern Neck PDC planned and developed a $50 million broadband project that covers six counties
(four member counties, Middlesex County, and King George County) and will provide wired broadband
internet service to every home in the Northern Neck that currently has no wired service. The PDC is
overseeing implementation of the project which is expected to be completed by the end of 2023.
National Heritage Area Designation
The Northern Neck PDC continues to pursue the passage of legislation in Congress to designate the
Northern Neck and King George County as a National Heritage Area (NHA). The region has been working
together for over 20 years in pursuit of NHA designation, and legislation was introduced in Congress in
2021 following the completion of the Northern Neck National Heritage Area Feasibility Study. An official
designation would deliver critical federal dollars, encourage public-private partnerships, and assign a
specific entity to help protect the Northern Neck’s natural, cultural, scenic, and recreational resources.
Northern Shenandoah Valley Regional Commission (NSVRC)
Health Insurance Negotiations
NSVRC served as a convener for the region’s local governments in response to a negotiation impasse
between all of the commission’s local governments’ insurance providers and the region’s health system.
The health insurance changes implemented by local governments resulted in hundreds of thousands in
insurance premium savings. The unified response of local governments in the region helped cause the
parties to come to terms one day before tens of thousands of local government and state employees in
the region would have gone “out of network” for the only major healthcare provider in the region. The
experience caused the Commission to begin work with a private firm to form a regional insurance pool to
provide local governments with another competitive option in the health insurance marketplace.
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Front Royal to Broadway Rail Trail
NSVRC is working with nine towns and three counties to redevelop a 50-mile section of inactive Norfolk
Southern Rail line from Front Royal to Broadway into a multi-use trail. NSVRC serves as the fiscal agent
for this effort and the NSVRC executive director serves as the chairman of the Shenandoah Valley Rail Trail
Partnership. The adaptive reuse of this corridor will abate a current and growing nuisance, connect
communities, encourage healthy lifestyles, and provide transformative economic development
opportunities for many communities in the region. An economic impact analysis has been performed,
DCR has undertaken a feasibility analysis, the partnership procured an appraisal, the General Assembly
allocated funding for trail acquisition, negotiations are underway with Norfolk Southern, and Senator’s
Warner and Kaine submitted congressionally directed spending requests to support the planning and
engineering phase of the project.
Northern Virginia Regional Commission (NVRC)
COVID-19 Pandemic Response
Much of the Northern Virginia Regional Commission’s work in FY2021 continued to focus on the COVID-
19 pandemic. As such, the Commission has continued to coordinate region wide conference calls/virtual
twice weekly meetings with Mayors and Chairs of the region with Chief Administrative Officers related to
the COVID-19 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 addressing several public health issues related to the pandemic.
Implementation of First Regional Intergovernmental Support Agreement
This Regional Intergovernmental Support Agreement (R-IGSA) is among Army, US Marine Corps (USMC),
and Northern Virginia Regional Commission for road maintenance supplies and services. This Partnership
provides an ongoing framework to identify requirements and needs amongst the services to better
support partnerships in the region.
Road maintenance supplies bulk purchase is intended to be the first of many agreements among the
involved parties that will ultimately result in impactful economies of scale that are mutually beneficial to
all partners: USAG Fort Belvoir, Joint Base Myer-Henderson Hall, Marine Corps Base Quantico, VDOT, and
NVRC.
Rappahannock-Rapidan Regional Commission (RRRC)
Regional Housing Study
In February 2021, the Rappahannock-Rapidan Regional Commission adopted the RRRC Regional Housing
Study. RRRC worked with local and regional stakeholders and the Camoin 310 consultant team to develop
the plan in 2020, utilizing a Community Impact Grant received from Virginia Housing. The study sought to
provide qualitative and quantitative data regarding the region’s housing needs, examine land use
practices that encourage and hinder housing activity in the region, and to provide high-level strategy
recommendations at the local and regional level to work towards addressing the identified needs. The
study process involved engagement with local government staff, non-profit housing organizations,
realtors, developers, and other housing stakeholders.
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Key findings from the Regional Housing Study centered on current and projected housing demand
throughout the region, housing availability disparities based on geography, income, and housing type, as
well as opportunities for policy change considerations at local, regional and state levels that may provide
additional resources for diversifying the region’s housing profile. RRRC staff also utilized the data from the
Regional Housing Study to support data comparison and compilation with Foothills Housing Network data,
additional Census Bureau data, and field work in and around the Towns of Culpeper, Gordonsville, Orange,
Remington and Warrenton.
Regional Transportation Collaborative
RRRC staff coordinated the expansion of the Foothills Area Mobility System (FAMS) partnership into the
Regional Transportation Collaborative model. In 2020, the Commission was awarded funding from the
PATH Foundation to expand mobility services under the Regional Transportation Collaborative (RTC) and
to formalize partnerships between volunteer driver programs, service providers, and community
stakeholders.
The RTC model serves as an “umbrella structure,” or over-arching entity to provide the foundation
necessary to support significant changes in the provision of mobility services/solutions including planning
to account for state-wide/national programs, federal allocation changes, implementation of paid
transportation models, integration of private provider supports and public transit services. Through the
RTC members/partners are able to access:
• Resource Leveraging & Allocation
• Strategic & Long-Term Planning
• Service & Project Operations
• Funding Sourcing & Grant Writing
• Communication Management
• Data Collection & Analysis
The collaborative structure allows for partners to leverage and share resources, giving into and taking
from the collaborative as needs arise and change. This design allows for programs to participate at the
level they are able at any given time, and encourages a flexible partnership process. This flexibility
increases the ability for non-traditional stakeholders to participate.
Implementation of the Regional Transportation Collaborative model has involved coordination with
partners at RRCS-AAA, VolTran, Rapp at Home, LOWLINC, Aging Together, Virginia Regional Transit, school
systems, hospitals and free clinics in the region, among other organizations. In addition to the base
funding for the FAMS Call Center received via the DRPT 5310 grant program, staff has also been successful
in leveraging an additional $55,000 for RTC partners through the AARP Community Challenge and LOEB
Foundation grants.
Richmond Regional Planning District Commission (RRPDC) (aka “PlanRVA”)
Launch of Central Virginia Transportation Authority
Approved in the 2020 General Assembly Session, the Central Virginia Transportation Authority (CVTA) was
officially formed on August 27, 2020 and has been meeting monthly since. PlanRVA is providing
administrative and operating support to manage the CVTA and is responsible for the remarkable progress
that’s been achieved in less than 12 months to form a new organization, establish operating procedures
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and agreements, and to move tax revenue through the Authority by formula to assure investment
according to the local jurisdiction and regional transit allocations.
Putting Plans into Action- Trasnportation
In 2021, the Richmond Regional Transportation Planning Organization (RRTPO) adopted ConnectRVA
2045, the region’s long range transportation plan. Developed by PlanRVA staff, this critical plan not only
satisfies the federal planning requirements for metropolitan areas but more importantly guides the
region’s transportation investments over the next 20 years to support the mobility needs of our
community and its future growth. The plan considers all modes of travel, including transit, highways,
bicycles, and pedestrians as well as key issues that need to be addressed in the long term, working to find
realistic ways to make projects happen to improve safety, reliability, and access for everyone.
PlanRVA staff also completed an update to the region’s bicycle and pedestrian plan known as BikePedRVA
2045, which was adopted in 2022 by the RRTPO. This plan documents the progress made since the last
plan was developed in 2004 and forecasts a vision for the next 25 years. The plan is consistent with
ConnectRVA 2045, building upon modal priorities to provide a more detailed blueprint for achieving our
region’s bicycle and pedestrian connectivity goals.
The regional data-driven project prioritization framework developed through the long-range
transportation planning process was also adopted by the newly established Central Virginia
Transportation Authority (CVTA) as the guide for allocation of regional tax revenue for investment in
transportation priorities. The CVTA has allocated just over $390 million for regional priority projects over
the next 6 years to improve regional bike, pedestrian, bridge, and highway infrastructure. While all
selected projects are deemed priority, the CVTA played a critical role in launching the local/regional/state
partnership to assure realization of the Fall Line Trail in record time and has committed to working with
leadership from the Hampton Roads region, Commonwealth Transportation Board and Virginia
Department of Transportation to assure necessary investment to leverage state and federal funds
allocated for the completion of the 29 mile I-64 widening project.
Roanoke Valley-Alleghany Regional Commission (RVARC)
Alleghany Highlands Bridging the Gap
Working with a team of local government officials and social services agencies from Alleghany County, the
City of Covington, and Towns of Clifton Forge and Iron Gate, the Regional Commission mapped locations
that required reactive public services. Over 20,000 records for 2020 were collected, and about 8,000 were
mapped to an address point. Data analysis showed that 7 percent of the addresses accounted for 50% of
the calls. Further analysis allowed local agencies to identify problem neighborhoods and locations to
preemptively allocate resources and implement programs to reduce needs that stress reactive services.
Virginia Housing Grant Implementation
Virginia Housing granted the Roanoke Valley-Alleghany Regional Commission $2 million in July 2021 to
create affordable housing units in the region. The grant program follows on the heels of last year’s
comprehensive regional housing study, which identified housing needs such as gaps in market supply for
certain income brackets and barriers to building and rehabbing in certain areas. The Regional Commission
selected the recipients of $1.35 million in funding from its Virginia Housing PDC Development Grant to
create new affordable housing in the region. Landmark Asset Services, Inc., Restoration Housing, Roanoke
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City Redevelopment and Housing Authority and Habitat for Humanity of the Roanoke Valley will build a
total of 71 affordable housing units in the region. The remaining funds have been tentatively set aside for
a recovery housing project that builds on the Regional Commission's Roanoke Valley Collective Response
program.
Southside Planning District Commission (SPDC)
GO Virginia Region 3 Entrepreneurship & Innovation Strategy Study & Implementation Project
Mid-Atlantic Broadband Corporation (MBC) and the Longwood Small Business Development Center
(LSBDC) in collaboration with GO Virginia Region 3 Entrepreneurs and Ecosystem Builders prepared the
Entrepreneurship & Innovation (E&I) Investment Strategy Study funded in part by the GO Virginia Region
3 Regional Entrepreneurship Initiative Pool. The report was commissioned by the GO Virginia Region 3
Council to provide an actionable roadmap for growing the Southern Virginia economy through
entrepreneurship and innovation. MBC and LSBDC were selected to co-lead the development of the
strategy, using an approach that focused on entrepreneurship ecosystem building through community
engagement with entrepreneurs and ecosystem partners, mapping the ecosystem to determine gaps and
opportunities to scale resources, and mapping existing businesses to determine supply chain
opportunities, and research into best practices and programs that would be feasible in Region 3. During
the timeline of this project, the coronavirus pandemic hit the United State; therefore the impact of the
COVID-19 is referenced throughout the report.
Following the Study, the newly formed SOVA Innovation Hub Corporation in partnership with Longwood
Small Business Development Center applied for and received GO VA funds totaling $449,000 to launch the
implementation of the identified objectives outlined in the Study. The project goal is to build
entrepreneurial capacity and a stronger, more equitable region-wide ecosystem that will support the
overall economic development and diversification of Southern Virginia. Three of the Study’s strategies
were selected as the initial priorities: 1) Entrepreneurship training, 2) Youth Entrepreneurship, and 3)
Capital Access. The projected outputs and outcomes are 1) 200 entrepreneurs trained, 2) 30 new
businesses, 3) 45 new jobs created, 4) Increased average of 5-year survival rate of entrepreneurial
businesses, 5) Increased number of minority and women-owned entrepreneurial businesses, 6) Increased
number of entrepreneurial businesses in the Region 3 traded sectors and the affiliated supply chains, 7)
Increased number of youth entrepreneurs, 8) Position the region to increase the volume of SBA or other
small business financing, and 9) Launch implementation of regional entrepreneurship and innovation
scorecard to track long term progress.
Regional Fiber Broadband Project
Southside PDC issued an RFP in July 2021 to select an Internet Service Provider to assist the PDC in applying
for Virginia Telecommunication Initiative (VATI) funding and other potential funding programs for
universal fiber broadband coverage in all three PDC member counties (Brunswick, Halifax, and
Mecklenburg) to also include the southern portion of Charlotte County. EMPOWER Broadband was
selected as the broadband provider and partnered with the PDC in the preparation and submission of the
VATI application totaling $78,657,292. The application was rescoped due to challenges received; a total
of $69,431,635 was awarded in December 2021, leveraged with $84,677,555 in match funds for a project
cost totaling $154,109,190. A total of 1,842 miles of fiber will be installed providing broadband to
approximately 16,971 serviceable units, including businesses and community anchors. Project
construction activities are underway, and a second VATI application was submitted in August 2022 that
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will include additional areas in the PDC member counties and Charlotte County, as well as areas in
Greensville County.
Thomas Jefferson Planning District Commission (TJPDC)
Broadband
TJPDC was awarded a $79 million Virginia Telecommunication Initiative (VATI) grant in December 2021.
TJPDC was the lead applicant for the $288 million project that is a partnership between Central Virginia
Electric Cooperative, and its subsidiary, Firefly Fiber Broadband; Rappahannock Electric Cooperative; and
Dominion Energy. TJPDC also is serving as the grant administrator for the project, which covers 13 counties
across five planning district regions. The VATI grant will support efforts to offer universal access to gigabit
speed broadband service for 36,000 unserved homes and businesses in the counties. Elected officials from
each county also voted to contribute funds totaling $33.5 million toward the project. Fiber construction
will take approximately three years to complete and will include 4,000 miles of fiber.
Cigarette Tax Board
TJPDC reached beyond its borders to collaborate with various localities to facilitate establishment of the
Blue Ridge Cigarette Tax Board. This effort came on the heels of most all Virginia counties receiving new
authority to levy a local tax on cigarettes, effective July 1, 2021. Eight localities (the counties of Albemarle,
Augusta, Fluvanna, Greene, Madison, and Orange; the City of Charlottesville; and the Town of Madison)
formally joined the Board. TJPDC serves as the Board’s administrator, and is responsible for the normal
day-to-day operations of the Board in administering the cigarette tax ordinances adopted by each of the
member localities, to include handling reports and revenue remittances submitted by cigarette stamping
agents, with revenues then distributed to the members. Local tax collections began January 1, 2022; an
average of about $250,000 per month in cigarette taxes are being collected across the eight localities and
remitted to TJPDC for processing.
West Piedmont Planning District Commission (WPPDC)
WPPDC VATI Projects
During FY2022, WPPDC partnered with RiverStreet Networks on two successful Virginia
Telecommunications Initiative (VATI) applications. The WPPDC West application included Franklin, Henry,
and Patrick counties as well as a partnership with Appalachian Power (APCo). WPPDC West will construct
1,117 miles of fiber and pass 10,056 potential customers. Total project cost is $92,996,158 which includes
$33,571,073 in VATI grant funding. The second project, WPPDC East, includes Amelia, Bedford, Campbell,
Charlotte, Nottoway, and Pittsylvania counties. This project will construct 2,296 miles of fiber and pass
24, 641 potential customers. Total project cost is $152,425,235 which includes $87,003,888 in VATI grant
funding. WPPDC also partnered with Charter Communications/Spectrum on a successful VATI application
in Patrick County. The total project cost is $3,007,530 which includes $1,557,385 in VATI grant funds. The
WPPDC Patrick County project will construct 74 miles of fiber and pass 690 potential customers. These
significant projects will ensure broadband accessibility in many of the most rural parts of southern
Virginia, and WPPDC is working outside its regional footprint to provide grant administration across the
nine-county project area.
WPPDC Housing Initiative
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Early in FY2022, WPPDC initiated a new housing program designed with several focus areas. The new
Regional Housing Initiative was driven by the overwhelming housing needs across all WPPDC member
jurisdictions. The initiative is funded through grants from the Harvest Foundation ($75,000) and Danville
Regional Foundation ($75,000) and through two separate grants from Virginia Housing totaling
$2,120,000. The first projects being addressed through the Regional Housing Initiative include the
development of a Regional Housing Study, the creation of the WPPDC Housing Production Program, and
the initiation of CDBG Housing Rehab projects. WPPDC has already funded the creation of over 125
affordable housing units in the region and will be creating a Regional Housing Advisory Committee during
FY2023 to guide future housing activities and services.
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 2021 and 2022
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.
30
Appendices
31
Appendix A
PDC Annual Report Questionnaire
32
Commonwealth of Virginia
PDC Annual Report Questionnaire
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.
33
Commonwealth of Virginia
PDC Annual Report Questionnaire
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.
34
Commonwealth of Virginia
PDC Annual Report Questionnaire
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. Alternatively, if you have your list of member jurisdictions and
associated representatives in a separate table, you may paste it beneath this table or
include it at the end of this document.
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 6/30/2022)? 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 6/30/2022)? 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 6/30/2022) and
current fiscal (ending 6/30/2023) years in CAMS and complete the following information
related to the PDC’s annual budget:
35
Commonwealth of Virginia
PDC Annual Report Questionnaire
Fiscal Total Total Total Total Total Notes
Year Budget Budget Budget Budget Budget
Amount Amount Amount Amount Amount
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 6/30/2022)? 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 6/30/2022). 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
36
Commonwealth of Virginia
PDC Annual Report Questionnaire
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.)
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.
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PDC Annual Report Questionnaire
d. What are the highest priority recommendations and activities that are identified
in the plan?
Click here to enter text.
i. How were these priorities established?
Click here to enter text.
10) During the past fiscal year (ending 6/30/2022), what projects and activities listed in the
regional strategic plan have been implemented or are underway? Please list at least
three projects or activities.
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 (FY2023)? Please list at least three projects or
activities.
Click here to enter text.
12) Please list the most important issues for the region. Please keep your answers brief by
listing topics or subject matter areas instead of long sentences or long phrases.
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. Answers should
correspond to the tally of activities in the Performance Spreadsheet; however,
not every activity in the Performance Spreadsheet needs to be identified in the
corresponding tables in Questions 13 through 21.
13) List studies with regional significance that the PDC has conducted (either initiated or
completed) over the last fiscal year (ending 6/30/2022). For purposes of regional
significance, please identify only those studies that involve two or more localities. Please
38
Commonwealth of Virginia
PDC Annual Report Questionnaire
use the following table to answer this question and choose the category that best
describes the study. (Corresponds to Row 3 of the Performance Spreadsheet)
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.
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 6/30/2022). 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. (Corresponds to Row 4
of the Performance Spreadsheet)
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 6/30/2022). 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
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Commonwealth of Virginia
PDC Annual Report Questionnaire
choose the category that best describes the mechanism. (Corresponds to Row 5 of the
Performance Spreadsheet)
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.
16) List activities where the PDC has implemented services at the request of member
localities over the last fiscal year (ending 6/30/2022). Please use the following table to
answer this question and choose the category that best describes the request.
(Corresponds to Row 6 of the Performance Spreadsheet)
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 6/30/2022). Please use the following
table to answer this question and choose the category that best describes the request.
(Corresponds to Row 7 of the Performance Spreadsheet)
Name/Description State Agency/Agencies Category of Notes
of Technical and/or Local Request
Assistance Government(s)
Involved
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Commonwealth of Virginia
PDC Annual Report Questionnaire
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 6/30/2022). 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.
(Corresponds to Row 8 of the Performance Spreadsheet)
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 6/30/2022). 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. (Corresponds to Row 9 of the Performance Spreadsheet)
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Commonwealth of Virginia
PDC Annual Report Questionnaire
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 6/30/2022). 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
or more localities. Please use the following table to answer this question and choose the
category that best describes the plan. (Corresponds to Row 10 of the Performance
Spreadsheet)
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 6/30/2022). Please use the following table to
answer this question and choose the category that best describes the plan.
(Corresponds to Row 11 of the Performance Spreadsheet)
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Commonwealth of Virginia
PDC Annual Report Questionnaire
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 6/30/2022)? 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 6/30/2022)? If no, why not?
Click here to enter text.
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 6/30/2022)?
Click here to enter text.
43
Appendix B
Strategic Planning and Studies of Regional Significance
44
Appendix B: Studies on Issues and Problems of Regional Significance
FY 2021 & FY 2022 Focus of Studies of Regional Significance
Economic Development
Planning, Zoning, & Telecommunications /
Disaster Planning
Health & Human
Administration Criminal Justice Environment Infrastructure Transportation
Community
Services Housing Development Recreation Technology Workforce Other
District PDC
1 LENOWISCO X
2 Cumberland Plateau X X X
3 Mount Rogers 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
6 Central Shenandoah X X X X X X
7 Northern Shenandoah Valley X X X
8 Northern Virginia X X
9 Rappahannock-Rapidan 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 X
13 Southside X X X X X X X X X X
14 Commonwealth Regional X X X X X
15 Richmond Regional X X X X
16 George Washington Regional X X X X X X
17 Northern Neck X X X X X
18 Middle Peninsula X X X X
19 Crater X 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
45
Appendix C
Study Opportunities for Local Cost Savings and Regional
Efficiencies
46
Appendix C: Identify and Study Potential Opportunities for State and Local Cost Savings through Coordinated Governmental Efforts
FY 2021 & FY 2022 Local Cost Savings and Regional Efficiencies Identified and/or Studied
Economic Development
Planning, Zoning, & Telecommunications /
Disaster Planning
Health & Human
Administration Criminal Justice Environment Infrastructure Transportation
Community
Services Housing Development Recreation Technology Workforce Other
District PDC
1 LENOWISCO X X
2 Cumberland Plateau X
3 Mount Rogers X X X X X X X X X
4 New River Valley 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 X
9 Rappahannock-Rapidan X X X X X X
10 Thomas Jefferson X X X X X X X
11 Central Virginia X X X X
12 West Piedmont X X X X X X
13 Southside X X X X X X X X
14 Commonwealth Regional X X X X
15 Richmond Regional X X
16 George Washington Regional X X X X
17 Northern Neck X X X X X
18 Middle Peninsula X X X X
19 Crater X X X X X X
22 Accomack-Northampton X X X X
23 Hampton Roads X X X X X X X X
47
Appendix D
Mechanisms for Coordination of Local Interests
48
Appendix D: Identify Mechanisms for the Coordination of State and Local Interests on a Regional Basis
FY 2021 & FY 2022 Mechanisms for Coordination of Local Interests on a Regional Basis
Economic Development
Planning, Zoning, & Telecommunications /
Disaster Planning
Health & Human
Administration Criminal Justice Environment Infrastructure Transportation
Community
Services Housing Development Recreation Technology Workforce Other
District PDC
1 LENOWISCO 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 X X
6 Central Shenandoah X X 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
10 Thomas Jefferson X X X X X
11 Central Virginia X X X X X X
12 West Piedmont X X X X X X X
13 Southside X X X X X X X X X X X
14 Commonwealth Regional X X
15 Richmond Regional X X X
16 George Washington Regional X X X X 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 X X X X
22 Accomack-Northampton X X X X X X X
23 Hampton Roads X X X X X X X X
49
Appendix E
Services Implemented at Request of Member Localities
50
Appendix E: Services Implemented at Request of Member Localities
FY 2021 & FY 2022 Services Implemented at Request of Member Localities
Economic Development
Planning, Zoning, & Telecommunications /
Disaster Planning
Health & Human
Administration Criminal Justice Environment Infrastructure Transportation
Community
Services Housing Development Recreation Technology Workforce Other
District PDC
1 LENOWISCO 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 X
7 Northern Shenandoah Valley 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
11 Central Virginia X X X 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 X X
14 Commonwealth Regional X X X X X X X X X X
15 Richmond Regional X X X
16 George Washington Regional X X X
17 Northern Neck 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
23 Hampton Roads X X X X X X X X
51
Appendix F
Technical Assistance Provided to State and Localities
52
Appendix F: Technical Assistance Provided to State and Localities
FY 2021 & FY 2022 Technical Assistance Provided to State and Localities
Administration Criminal Justice Transportation
Telecommunic
Infrastructure
Economic
Environment
Planning,
Recreation Workforce
Disaster
Health & ations /
Housing
Zoning, &
Development
Human
District PDC Planning Services Community Technology Other
1 LENOWISCO X X
2 Cumberland Plateau X 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
6 Central Shenandoah X X X
7 Northern Shenandoah Valley X X X X
8 Northern Virginia X X X X
9 Rappahannock-Rapidan X X X X X X X X X X X X
10 Thomas Jefferson X X X 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 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 X X
17 Northern Neck X X X 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 X X X X
23 Hampton Roads X X X X X X X X X
53
Appendix G
Liaison between Localities and State Agencies
54
Appendix G: Serve as a Liaison Between Localities and State Agencies
FY 2021 & FY 2022 Local Liaison Activities
Administration Criminal Justice Transportation
Telecommunic
Infrastructure
Economic
Environment
Planning,
Recreation Workforce
Disaster
Health & ations /
Housing
Zoning, &
Development
Human
District PDC Planning Services Community Technology Other
1 LENOWISCO 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 X X
6 Central Shenandoah X X X X X X
7 Northern Shenandoah Valley X X X X X
8 Northern Virginia X X
9 Rappahannock-Rapidan X X X 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 X X X X
13 Southside X X X X X X X X X X X X
14 Commonwealth Regional X X X X X X X
15 Richmond Regional X X X X
16 George Washington Regional X X X X X
17 Northern Neck X X X X
18 Middle Peninsula X X X X X X
19 Crater X X X X X X X X
22 Accomack-Northampton X X X X X
23 Hampton Roads X X X X X X X X
55
Appendix H
Review of Local Government Aid Applications
56
Appendix H: Local Government Aid Applications Reviewed
FY 2021 & FY 2022 Local Government Aid Applications Reviewed
Administration Criminal Justice Transportation
Telecommunic
Infrastructure
Economic
Environment
Planning,
Recreation Workforce
Disaster
Health & ations /
Housing
Zoning, &
Development
Human
District PDC Planning Services Community Technology Other
1 LENOWISCO X X X
2 Cumberland Plateau X X X X
3 Mount Rogers X X X
4 New River Valley X X X X X
5 Roanoke Valley Alleghany X
6 Central Shenandoah X X X X
7 Northern Shenandoah Valley X
8 Northern Virginia
9 Rappahannock-Rapidan X X X X X
10 Thomas Jefferson X X X X X
11 Central Virginia X X X X X X
12 West Piedmont X X X X X X X
13 Southside X X X X X X
14 Commonwealth Regional X
15 Richmond Regional
16 George Washington Regional X X X
17 Northern Neck X X X X X X
18 Middle Peninsula X X X X X X
19 Crater X X X X X
22 Accomack-Northampton X X X
23 Hampton Roads
57
Appendix I
Regional Functional Area Plans Developed
58
Appendix I: Develop Regional Functional Area Plans
FY 2021 & FY 2022 Functional Area Plans Developed
Administration Criminal Justice Transportation
Telecommunic
Infrastructure
Economic
Environment
Planning,
Recreation Workforce
Disaster
Health & ations /
Housing
Zoning, &
Development
Human
District PDC Planning Services Community Technology Other
1 LENOWISCO X X X X
2 Cumberland Plateau X X
3 Mount Rogers X X X X X X X
4 New River Valley 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 X
9 Rappahannock-Rapidan X X X X
10 Thomas Jefferson X X X X X
11 Central Virginia X X X
12 West Piedmont X X X X
13 Southside X X X X X X X X X
14 Commonwealth Regional X X
15 Richmond Regional X X X X
16 George Washington Regional X X X X X
17 Northern Neck X X X X
18 Middle Peninsula X X X X X
19 Crater X X X X X X
22 Accomack-Northampton X X X X
23 Hampton Roads X X X X
59
Appendix J
Assist State Agencies with Substate Plans
60
Appendix J: Assist State Agencies with Substate Plans
FY 2021 & FY 2022 Assist State with Development of Substate Plans
Administration Criminal Justice Transportation
Telecommunic
Infrastructure
Economic
Environment
Planning,
Recreation Workforce
Disaster
Health & ations /
Housing
Zoning, &
Development
Human
District PDC Planning Services Community Technology Other
1 LENOWISCO X
2 Cumberland Plateau X X X
3 Mount Rogers X X
4 New River Valley X X X X X
5 Roanoke Valley Alleghany 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 X
10 Thomas Jefferson X X
11 Central Virginia X X
12 West Piedmont X X X
13 Southside X X X X X
14 Commonwealth Regional X
15 Richmond Regional X X
16 George Washington Regional X X X X
17 Northern Neck X X
18 Middle Peninsula X X X X
19 Crater X X X X X
22 Accomack-Northampton X X X X X
23 Hampton Roads X X X X
61
Appendix K
Other Activities
62
Appendix K: Other activities
FY 2021 & FY 2022 Other Activities
Data Collection &
Participate in
Data Center
VGIN/GIS
District PDC Network Affiliate
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
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
63
Appendix L
PDCs and their Member Jurisdictions
64
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
9
PRINCE WILLIAM
RAPPAHANNOCK
ROCKINGHAM PAGE
CULPEPER
«
¬
HARRISONBURG
MADISON
STAFFORD
«6
HIGHLAND
KING GEORGE
¬ GREENE FREDERICKSBURG
16
AUGUSTA STAUNTON
CHARLOTTESVILLE
ORANGE
SPOTSYLVANIA ¬
« WESTMORELAND
17
BATH WAYNESBORO
ALBEMARLE
10
CAROLINE «
¬ ACCOMACK
ROCKBRIDGE
NELSON
¬
« FLUVANNA
LOUISA ESSEX
RICHMOND
NORTHUMBERLAND
LEXINGTON
COVINGTON LANCASTER
HANOVER KING WILLIAM
GOOCHLAND KING AND QUEEN
BUENA VISTA
18 22
ALLEGHANY
«5
¬ BOTETOURT
AMHERST HENRICO ¬
« MIDDLESEX
«
¬
CRAIG BUCKINGHAM
POWHATAN
CUMBERLAND
15
«
¬ RICHMOND NEW KENT
MATHEWS
11
«
¬ APPOMATTOX GLOUCESTER
14
JAMES CITY
ROANOKE
SALEM
LYNCHBURG
«
¬ AMELIA
CHEST ERFIELD
COLONIAL HEIGHTS
CHARLES CITY
WILLIAMSBURG
GILES BEDFORD HOPEWELL
BUCHANAN CAMPBELL
ROANOKE PRINCE EDWARD YORK
«2
PETERSBURG
NORTHAMPTON
¬ TAZEWELL
PULASKI
RADFORD
MONTGOMERY
NOTTOWAY PRINCE GEORGE
SURRY
NEWPORT NEWS
POQUOSON
19
DICKENSON BLAND DINWIDDIE
HAMPTON
WISE
RUSSELL
SMYTH FLOYD
4
«
¬ «
¬ NORFOLK
NORTON FRANKLIN
HALIFAX CHARLOTTE LUNENBURG SUSSEX ISLE OF WIGHT
WYTHE PITTSYLVANIA
«3
¬ BRUNSWICK
SOUTHAMPTON
23
¬
« PORTSMOUT H
VIRGINIA BEACH
12
MARTINSVILLE EMPORIA
LEE «1
¬
SCOTT WASHINGTON
BRISTOL
GRAYSON
GALAX CARROLL
PATRICK
HENRY
¬
« 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 - Region 2000 LGC
12 - West Piedmont PDC
13 - Southside PDC
14 - Commonwealth RC
15 - Richmond Regional PDC
16 - George Washington RC
17 - Northern Neck PDC
*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.
18 - Middle Peninsula PDC
19 - Crater PDC
22 - Accomack-Northampton PDC
23 - Hampton Roads PDC
The Crater PDC and the Hampton Roads PDC share Surry County.
The Roanoke Valley-Alleghany RC and the West Piedmont PDC share Franklin County.
9/1/2022
Commission on Local Government
65
Appendix M
FY 2021 and FY 2022 State Funding and Population Served
Most Recent Weldon Cooper Per Capita
# PDC FY 2021 FY 2022
Population Estimate Funding
1 LENOWISCO $ 75,971 $ 89,971 83,165 $ 1.08
2 Cumberland Plateau $ 75,971 $ 89,971 99,286 $ 0.91
3 Mount Rogers $ 75,971 $ 89,971 185,864 $ 0.48
4 New River Valley $ 75,971 $ 89,971 184,523 $ 0.49
5 Roanoke Valley Alleghany $ 75,971 $ 89,971 335,084 $ 0.27
6 Central Shenandoah $ 75,971 $ 89,971 307,875 $ 0.29
7 No. Shenandoah Valley $ 75,971 $ 89,971 244,972 $ 0.37
8 Northern Virginia $ 151,943 $ 165,943 2,547,686 $ 0.07
9 Rappahannock-Rapidan $ 75,971 $ 89,971 184,006 $ 0.49
10 Thomas Jefferson $ 75,971 $ 89,971 267,273 $ 0.34
11 Central Virginia $ 75,971 $ 89,971 263,298 $ 0.34
12 West Piedmont $ 75,971 $ 89,971 237,917 $ 0.38
13 Southside $ 75,971 $ 89,971 79,604 $ 1.13
14 Commonwealth $ 75,971 $ 89,971 100,735 $ 0.89
15 Richmond Regional $ 113,957 $ 127,957 1,129,539 $ 0.11
16 George Washington $ 75,971 $ 89,971 387,068 $ 0.23
17 Northern Neck $ 75,971 $ 89,971 50,064 $ 1.80
18 Middle Peninsula $ 75,971 $ 89,971 93,085 $ 0.97
19 Crater $ 75,971 $ 89,971 555,482 $ 0.16
22 Accomack-Northampton $ 75,971 $ 89,971 45,544 $ 1.98
23 Hampton Roads $ 151,943 $ 165,943 1,749,665 $ 0.09
Total $1,785,321 $2,079,321 9,131,735
*Note: Some counties are members of multiple PDCs.
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.
The Roanoke Valley-Alleghany RC and the West Piedmont PDC share Franklin County.
66
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