4.A.2) Modernize enabling statutes for Regional Planning Agencies
Regional planning agencies such as MAPC were formed in the 1960s and 1970s and their governing statutes should be reviewed to enable them to play a more substantial role in collaborative local government. MAPC is already working in areas not originally envisioned, such as leading the efforts to create an option for local governments to join the Commonwealth’s Group Insurance Commission, or providing joint procurement services for tens of millions of dollars in goods and services annually. The potential to expand the role of MAPC as a vehicle for regionalized service delivery and to broadly promote regional collaboration is enormous.
An expanded and flexible role for MAPC will also make it unnecessary for the administration or legislature to set up additional, redundant organizations to conduct activities that regional planning agencies might conduct. For example, rather than creating new councils of government (COGs), regional planning agencies in Massachusetts should be retrofitted with an expanded list of powers and duties often associated with COGs.
MAPC performs much of its work through contracts with state agencies, to deliver technical assistance, conduct analysis, or administer program. However, inconsistencies in the enabling legislation often generate confusion about the contracting and procurement process between state agencies and MAPC or other regional planning agencies. Legislation is needed to resolve these inconsistencies.
2.a The Legislature should adopt legislation that would enable regional planning agencies to provide a wider array of regional services as drafted by MARPA
2.b The Administration should issue an executive order and revise regulations to provide clear, uniform authority allowing state agencies to contract with regional planning agencies
Abner Salant:
All of these will require money in varying amounts, and, with the state of the economy the prospects for getting funding for new initiatives are rather bleak. I think that it will take some very creative planning and action to identify sources of funding. Also, I do not see our implementation strategies as being adequate or complete enough to achieve the desired outcomes, particularly in light of the current situation. I would strongly recommend restarting the MetroFuture project to develop the strategies, implementation plans, and organization neede to accomplish the goals. The level of effort should be at least at the same level as in the original planning project, and this time we need to be sure to get strong participation by the business and legislative communities. You have heard me make this argument countless times and are no doubt tired of hearing this old refrain, but it is even more critical in the implementation phases.
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