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- The City of Raleigh retains too much control over the process; <br />- The financial burden is not equitable; <br />- CAMPO staff size, expertise and funding are too limited to achieve CAMPO <br />membership goals and objectives; <br />- There is an inability to bring enough federal and state funding into the area to pay <br />for needed transportation improvements; <br />- Creating a consolidated MPO or coordinating regional transportation planning <br />activities would be difficult due to philosophical differences toward land use and <br />transportation planning; <br />- A consolidated MPO might result in some jurisdictions losing influence in the <br />transportation planning process; <br />- Having two MPOs is an <br />effective regio~l?yha orC <br />- <br />ith <br />~ f~ <br />of resources and not conducive to <br />king, <br />ile unprovs not <br />~j / ~ 1 , 'g ""'4 <br />'mil ~~~_~9 <br />and <br />Organiza~onaluctures of six national peer MPOs were reviewe a rovide insi t <br />into altern~ti~"e MPO organizational structures. The peer MPOs fell within two broad <br />categories. The first group operates under similar conditions to those currently <br />experienced by CAMPO (fast growing, have a neighboring MPO, etc.). The second <br />group reflects the potential future condition in the region if a consolidated MPO were <br />formed in the region. <br />One or more of the peer MPOs demonstrated characteristics and practices that that stood <br />out as unique solutions to individual challenges faced by CAMPO. These include: <br />- The Governing Board structure ensures that no single jurisdiction dominates the <br />MPO decision-making process through the following mechanisms: <br />• The apportionment formula does not give any agency or jurisdiction a <br />majority of votes; <br />• There is one vote per Governing Board member; <br />• Governing Board officer terms are limited and rotate among membership; <br />iii <br />