TMACOG History

TIMELINE

1960s—Two predecessor agencies are formed: TRAPA (Toledo Regional Area Plan for Action) and the Area Coordinating Committee. Southern Monroe County in Michigan and Lucas and Wood Counties in Ohio participate in both groups.

1970s—A formative period for the organization. TMACOG grows and begins to focus on water quality and transportation when TRAPA merges into TMACOG.

1980s—Regional governments fall on hard times and must become more innovative to survive.

1990s—TMACOG forges new partnerships and gains increased responsibility for transportation planning and air quality.

Today—Focus on creating regional partnerships and service to members expands TMACOG's membership.

Complete History
Two predecessor organizations fulfilled some of the duties that TMACOG now performs:

Transportation planning was formally organized in 1962 through agreements of cooperation among Lucas, Wood, and Monroe Counties, and the Cities of Maumee, Oregon, Perrysburg, Sylvania, and Toledo. The organization was called the Toledo Regional Area Plan for Action (TRAPA)—which existed until 1975 when it was absorbed into TMACOG.
Also in the 1960s, public officials in southern Monroe, Lucas, and Wood Counties formed the Area Coordinating Committee. This group of about 200 persons worked together on areawide problems.

Members approved TMACOG's Bylaws, creating the organization in its first meeting on April 23, 1968, under Chapter 167 of the Ohio Revised Code (O.R.C.) and the Michigan Public Act No. 7 (Ex. Sess.). Its first formally organized meeting was held on May 31, 1968, in the City of Oregon’s council chambers. At this meeting, the first General Assembly was held, the Executive Committee [Board of Trustees] meetings were established on a monthly basis, and the General Assembly meetings emerged as biannual events.

The agency was established as a voluntary organization of local governments in Lucas and Wood Counties, Ohio; and Erie, Bedford, and Whiteford Townships, and the City of Luna Pier in Monroe County, Michigan. TMACOG was formed primarily to review federally funded projects and to address federal initiatives and local intergovernmental needs. This regionalism resulted from the Intergovernmental Relations Act of 1966, and the fact that in the 1960s, the federal government gave money to local governments directly—avoiding the state. TMACOG had six staff members.

The early 1970s served as the formative period for the organization. TMACOG was known for reviewing federal grants and planning for the future.

In 1974, TMACOG was designated by the State of Ohio as a Regional Planning and Development Organization (RPDO) with the addition of Ottawa, Sandusky and Erie Counties to its region. By Executive Order, the Governor of Ohio divided the entire state into regions and officially designated each of them as an RPDO. TMACOG now became a five-county Ohio and one-county Michigan region. Structure changes included expanding the Executive Committee [Board of Trustees] from 27 to 37 members.

In 1974 and 1975, TMACOG became the Water Quality Planning Agency under Section 208 of the Clean Water Act of 1972. The Areawide Water Quality Planning Council (AWQPC) was formed and became very active. When TRAPA merged into TMACOG, it became the Transportation and Land use Committee (TALUC). Overall, water quality planning and transportation planning created whole new fields of study and interest. Staffing grew to about 40 employees.

During the 1970s, TMACOG was recognized by the state and federal governments as the areawide agency responsible for carrying out programs that led to planned rural development and urban growth, better transportation systems, improved water and air quality, wiser use of energy and natural resources, and long-term economic vitality. Concentrating on federally mandated programs, TMACOG was a neutral forum to:

discuss and handle shared areawide problems,
provide management and technical assistance to member communities; and
prepare comprehensive and functional plans to guide and provide for the orderly growth and development or rehabilitation of a given area.

In the 1980s, during the Reagan administration, the federal fiscal picture worsened, and the programs set by federal priorities moved greater responsibility to state governments. As a result, TMACOG began focusing on the state and local governments for program direction and funding. Without some of the federal funds and mandates, TMACOG membership began to decline, and its budget dropped significantly. Staffing dropped to less then 20 by mid-decade. The period of 1980 through about 1985 proved to be lean times for regional organizations and local governments.

To remain alive, TMACOG was forced to become more entrepreneurial, service oriented, and "local." TMACOG broadened its focus to include:

railroad projects,
residential energy conservation,
air and water pollution; and
mass transit and economic development.

In terms of water pollution, TMACOG surveyed dump sites in the region. In an October 1985 survey, TMACOG ended the Army Corps of Engineers' open lake dumping of material in the Toledo ship channel in western Lake Erie. Furthermore, TMACOG innovated new programs and became active in grantsmanship.

In the late 1980s, TMACOG executed many of its plans. These programs:

enhanced home rule, management, and infrastructure;
informed local communities and improved operations;
focused on small village needs, including sewers, closer ties with the agricultural community, and organized assistance with rural areas; and
developed the Remedial Action Plan (RAP) for the Maumee River basin.

Intergovernmental relations were given a more prominent stance as a way to bring about change.

The agency also found time to conduct workshops and seminars on topics of interest to local elected officials. Contrary to the loss of funds and members, TMACOG was able to add another transportation function to its spectrum—Share A Ride.

TMACOG also became involved in new projects. These included:

a study determining the need for a new highway crossing of the Maumee River;
negotiations around development of the Maumee River basin clean up;
performance of an experiment to note the difference between the insulation of a "good house" and a "plus house";
preparation of a master plan for the greater Toledo area for 2010;
and drafting a report on abandoned landfills in the Toledo area.

In 1988, with the adoption of the Year 2010 Transportation Plan, major transportation projects began to be implemented through environmental studies, feasibility studies, and preliminary engineering. This included U.S. 24 (the Fort to Port project, terminating in Fort Wayne, Indiana); Rails to Trails projects; a new Maumee River Crossing; and the Remedial Action Program (RAP) for the Maumee River. It became evident that the times were changing, and TMACOG evolved to meet the challenge.

In 1991, with the passage of the Clean Air Act Amendments of 1990 (CAAA) and the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA), TMACOG gained increased responsibility in:

transportation planning,
air quality planning; and
areawide development.

Empowered local elected officials made major decisions on locating transportation facilities and spending federal funds. Through the mid-1990s, TMACOG membership increased as both Ottawa and Wood Counties rejoined, as well as a number of villages and townships. In 1993, membership stood at 60.

Under Governor Voinovich, the state was divided up into economic development regions and Northwest Ohio was designated a 10 county region with the governor's regional office located in Toledo. This region stretches from the Indiana state line to the City of Vermilion in the east.

Over the past few years, public officials and the private sector have increasingly recognized that Northwest Ohio must work together as a common entity for economic development. TMACOG is one of the major participants.

During the late 1990s, TMACOG made major strides in regionalism and public-private partnerships. By adding non-governments as members and adopting a new strategic plan Look Toward 2003, TMACOG launched new initiatives that became part of the mission to bring public and private agencies together to create strategies and implement plans to build a strong regional community.