Transit Station and Stop Adoption Programs (2013)

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19 chapter five CONCLUSIONS Adopt-a-stop programs are a relatively new approach to improving the transit experience, with most programs initiated in the 1990s. These programs are operated and managed at the local transit agency level, as opposed to adopt-a-highway programs that are typically managed by state departments of transportation and are a more well-known part of the trans- portation landscape. Adopt-a-stop programs tend to be informal, often spear- headed by one proactive individual. There are minimal for- mal policies or guidelines. Typically, adopt-a-stop program agreements are simple, one-page documents. These simple agreements appear adequate, useful, and non-intimidating. Managing an adopt-a-stop/station program is usually only a portion of the designated employee’s job responsibilities. Regional Transportation District–Denver was the only surveyed agency that staffs a full-time adopt-a-stop coordinator. How- ever, although the coordinator works on the program full-time, there is no accompanying budget for supplies, promotion, etc. Respondents indicated that the success of adopt-a-stop programs often depends on a proactive employee assigned to coordinate the program and the support provided to the employee by the agency. How often a transit agency employee is willing to attend community meetings and conferences and become the agency spokesperson for the program is often related to the success and visibility of the program in the community. The coordinator must be able to convince the community of the benefits of volunteerism. No one formula works for all. Some coordinators believed that community groups and private businesses were the most reliable volunteers. Others prefer to recruit and work with individual volunteers only. In general, however, community organizations and businesses operating near the stop or sta- tion stay in the program longer and have a pool of people that they can commit to maintaining a site. ACTIVITIES OF ADOPTERS What tasks volunteers can and should not perform varies from agency to agency: • All adopt-a-stop programs require that volunteers pick up trash and empty trash receptacles. Some are responsible for hauling it away, whereas others stack trash bags for agency removal. • All volunteers are asked to report damage and graffiti. Some volunteers may remove graffiti, but others are restricted from altering a site. • Volunteers may be asked to clean benches and shelters. • Volunteers may be asked to remove snow. • Some agencies encourage enhancements to the site (e.g., landscaping, artwork), whereas others forbid any site alterations. • Most agencies provide cleaning supplies; however, some volunteers must supply their own. COMMON TOOLS FOR SUCCESS The success of adopt-a-stop programs, as assessed by those agencies that have them, is a broad-based judgment about com- munity involvement, station cleanliness and security, public relations, ridership, and maintenance cost-effectiveness. The key features of programs viewed as successful are: • Community partnerships—Forming partnerships, pro- moting community involvement and ownership for clean- liness, safety and well being, and illustrating the agency’s commitment to the community are the primary objectives of and most favorable outcomes of adopt-a-stop programs. • Proactive coordinator—A proactive adopt-a-stop coor- dinator who becomes the spokesperson for the program and is dedicated to its success is critical. • Branding—Branding the program with an attractive logo or recognizable plaque is important to program identity and success. Plaques and stickers installed at the adopted sites are the most common tools used to identify and recognize volunteers. • Word of mouth—Although all programs have some form of marketing on their websites, in rider alerts, or in community newsletters, word of mouth was cited as the primary recruitment tool. As one coordinator reported, “it’s contagious.” It was noted that social networking tools (e.g., Facebook, Twitter) are being used to reach transit customers for more and more services. COMMON CHALLENGES The following are the primary challenges faced by transit agencies with adopt-a-stop programs: • Recruitment and retention—The primary challenge reported by almost all agencies is recruiting and retaining

20 volunteers. The pool of volunteers needs to be continu- ally replenished as individuals move, businesses close, and/or volunteers lose interest. • Marketing—Agencies reported that stronger marketing and promotion of their adopt-a-stop programs would be helpful to educate the community about the benefits of the program and to recruit volunteers. • Oversight—Almost all agencies surveyed cited inspect- ing stops and stations for work completed as challeng- ing. Some agencies rely on an honor system. Several reported that they needed to continually remind volun- teers to send in reports. • Designated budgets—Agencies were in agreement that a designated budget for adopt-a-stop programs (which none of the agencies have) could have a major positive impact on the program’s success. Typically, supplies for such programs come out of marketing and facili- ties budgets. Lack of a sufficient budget was repeatedly cited as an impediment to operating the program to its fullest potential. • Lack of funds—A number of adopt-a-stop programs do not have any formal plans in place for expansion. Lim- ited agency resources and a climate of reduced spend- ing are limiting expansion plans. DISBANDED PROGRAMS Two adopt-a-stop programs were identified as having been disbanded. The primary reason for cancelling the two pro- grams was similar: the agencies determined that the resources required to administer the program, to perform regular inspec- tions of the adopted sites, and to re-clean adopted sites that did not meet standards were too great to justify the program’s existence. FURTHER RESEARCH Several topics emerged that present subjects for additional research: • Safety and security—With the exception of programs that place volunteers at active rail sites, most agen- cies reported that formal training is not conducted to explain safety procedures, responses to potential con- frontations with the public, or methods to handle haz- ardous materials. Volunteers receive some advice on handling suspicious materials in the printed instruc- tion and/or the volunteer agreement forms that are distributed. • Agency liability—Most programs (but not all) require volunteers to sign a waiver of responsibility. How agen- cies view risk of injury to volunteers and insure against risk was not adequately disclosed. It may be valuable to review agency policy regarding liability and volunteer workers. • Promoting the program—Several agencies reported that the adopt-a-stop program was poorly marketed. Such programs rely on printed materials, website postings, branding, and word of mouth. Active marketing cam- paigns promoting adopt-a-stop programs and backed by agency support and resources were not uniformly evident. • Cost sharing with local government and community agencies—Opportunities for cost sharing or develop- ing cooperative programs with government and local community agencies could warrant further study. Five survey respondents were coalitions or organizations that have partnered with the local transit agency to operate an adopt-a-stop program. The transportation authority provides funding or bus passes and the coali- tion recruits and supervises the volunteers. This model might illustrate additional strategies for transit agencies seeking to implement an adopt-a-stop program. There is no one formula for a successful adopt-a-stop program. Such programs necessarily are tailored to the size and type of the community served, types of stops and sta- tions in use, amenities at the stops, local climate, and pub- lic perception of public transit. They can have a positive impact on the community and can strengthen the opera- tion of public transit systems. Adopted stops contribute to a cleaner, safer, more attractive community, as well as a cleaner, safer, and more attractive transit system. Citizen participation in their communities, fostering ownership and creating partnerships, make adopt-a-stop programs a viable community resource.