Walla Walla Valley Rural Mobility Strategic Plan...1 INTRODUCTION Solving existing and future rural...

RURAL MOBILITY STRATEGIC PLAN | Memo 2: Strategy Development Walla Walla Valley Metropolitan Planning Organization/Sub-Regional Transportation Planning Organization

Nelson\Nygaard Consulting Associates Inc. | i

Walla Walla Valley Rural Mobility Strategic Plan Memo 2: Strategy Development

December 2018


Nelson\Nygaard Consulting Associates Inc. | i

Table of Contents Page

1 Introduction ......................................................................................................................... 1 2 Strategy Evaluation ............................................................................................................ 2

Table of Figures Page

Figure 1 List of Rural Mobility Strategies for Walla Walla County .............................................. 2 Figure 2 Strategy Evaluation Summary ................................................................................................ 4 Figure 3 Service Recommendation Corridors .................................................................................... 13

Acronyms API – application programming interface

AVL – automatic vehicle location

BFT – Ben Franklin Transit

CCPT – Columbia County Public Transportation

CTUIR – Confederated Tribes of the Umatilla Indian Reservation

FTA – Federal Transit Administration

GTFS – general transit feed specification

GPS – global positioning system

PTBA – Public Transit Benefit Area

WSDOT – Washington State Department of Transportation

WWVMPO/SRTPO – Walla Walla Valley Metropolitan Planning Organization/Sub-Regional Transportation Planning Organization


Nelson\Nygaard Consulting Associates, Inc. | 1

1 INTRODUCTION Solving existing and future rural mobility challenges requires a multifaceted set of solutions. The strategies in this memo represent a menu of key reforms by which the Walla Walla Valley Metropolitan Planning Organization/Sub-Regional Transportation Planning Organization (WWVMPO/SRTPO) can partner with other planning and transportation service providers to meet current public transportation service needs and gaps in Walla Walla County. (Memo 1 described these needs, as identified through existing conditions analyses, a public survey, and stakeholder engagement.)

The strategies are intended to build on one another. Each is accompanied by supporting actions and implementation of just one or two items alone will not be enough. The strategies are presented in their own profile sheet which detail necessary components and parallel statistics for use in prioritizing implementation, including all of the following information:

Overview: The definition of the strategy and a summary of how it can address known challenges.

Benefits: The intended benefits the strategy seeks to realize.

Action Steps and Delivery Needs: A list of action steps that lead and supporting organizations can take to implement the strategy, along with the components necessary to carry them out, such as capital and staff resources.

Implementation Timeline: The recommended timeframe for implementation.

Implementation Partners: Prospective lead and support agencies/groups for implementation.

Estimated Cost Impact: Order-of-magnitude cost impact to WWVMPO/SRTPO, or another partner agency implementing the strategy.

Potential Funding Sources: A brief list of potential funding sources to support the strategy.

The profile sheets should be used as starting points for WWVMPO/SRTPO staff and regional stakeholders to advance selected strategies into action. Each sheet is written with the intent for it to serve as a stand-alone brief for initiating strategy activity.



2 STRATEGY EVALUATION Figure 1 is a summary table of all strategies described in this memo, which are grouped into three categories based on identified needs and opportunities:

Information and Marketing

Regional Coordination

Rural Area Transportation Service Enhancements and Expansions

Sustained funding is a fourth identified area of need; with this being an essential component of all strategies, it is not singled out as a singular strategy or group of strategies. Instead, prospective funding sources are included within each strategy’s profile sheet.

A key to success for each of these strategies will be the supportive advocacy of champions in the community. Their encouraging voices and active promotion among neighbors and decision makers can play a big role in leading a new program from its launch to becoming an essential community asset. With that, the first step in implementing any of these strategies will be to identify these champions – whether elected officials, agency staff, or vocal community members – and bring them on board.

Figure 1 List of Rural Mobility Strategies for Walla Walla County

# Strategy Cost Timeline

Information and Marketing

1 Coordinated Transit Marketing $ Near

2 Support Transit Technology $$ Near

Regional Coordination

3 Regional Mobility Management & Coordination $ Near

4 Centralized Transportation Information Portal $$ Medium

5 Fare Coordination $ to $$ Medium

Rural Area Transportation Service Enhancements and Expansions

6 Dayton-Walla Walla Deviated Fixed Route $ Near

7 Prescott-Walla Walla Demand Response or Limited Shuttle $$ Medium

8 Tri-Cities-Burbank/Vista Hermosa Demand Response or Limited Shuttle $$ Medium

9 Expanded Span of Service for Local Transit $ to $$$$ Medium

10 Vanpool Marketing and Outreach $ Near – Medium

11 Grape Line Marketing and Bus Stop Improvements $ to $$ Medium Timeline Terms: Near: 1-2 years Medium: 3-5 years Long: >5 years



Figure 2 outlines costs, additional staff needs, and the priority level of each strategy as determined through community and stakeholder inputs. This gives the lead agency on each strategy an estimation of start-up costs (fixed/capital cost), annual cost of operations, how many additional staff are needed, and priority level. The estimates were generated with the following assumptions:

Annual operations estimates include staff and service operations costs.

One full-time employee equivalent costs $60,000 per year. This will depend on employer, responsibilities, and implementation year.

Service operations costs assume $100 per service hour, based on average costs from regional transit providers, as reported to the National Transit Database.

Strategy 2 capital costs are automatic vehicle location and global positioning system equipment and installation.

Strategy 4 operations costs are for ongoing maintenance and updates. These tasks could also be completed by existing staff.

Strategy 4 capital costs are for one-time website design through a third-party vendor.

Strategy 6 capital costs are for bus stop amenities (signs, benches, etc.) and can vary based on design and procurement source.

Strategies 7 and 8 capital costs are for one 14-passenger van with wheelchair lift, and a gasoline engine. Other fuel types, heavy duty transmission, and similar upgrades can increase the cost two to three times.

Strategy 9 includes the operations cost to add two hours of service to one route at $100 per hour operating cost. For Valley Transit’s 9 routes, for example, the total annual operating cost would exceed $500,000.

Strategy 11 capital costs are for marketing materials and bus stop amenities for stops where needed.

Strategy prioritization was determined through a combination of existing conditions analyses, community surveys, meetings with local stakeholders, and implementation feasibility. From these inputs an initial draft list of 25 strategies was evaluated and reshaped to the 11 recommended and described in this document.

Case studies provide supplementary information about five strategies. These are based on recent information, and are intended to give real-world examples to some of the more relevant near- to medium-term projects. The studies include:



Figure 2 Strategy Evaluation Summary

# Project Estimated Capital Cost

Estimated Annual Operations Cost

Additional Staff (FTE) Priority

1 Coordinated Transit Marketing $10,000 (print) $30,000 0.50 High

2 Support Transit Technology $100K - $200k (equipment) $20,000 0.25 High

3 Regional Mobility Management & Coordination $30,000 0.50 High

4 Centralized Transportation Information Portal $100,000 (website) $20,000 High

5 Fare Coordination $50K -100K (mobile fare payment) $30,000 0.50 Medium

6 Dayton-Walla Walla Deviated Fixed Route $50,000 (stops) $10,000 0.25 High

7 Prescott-Walla Walla Demand Response or Limited Shuttle $50,000 (vehicle) $150,000 -- Medium

8 Tri Cities-Burbank/Vista Hermosa Demand Response or Limited Shuttle

$50,000 (vehicle) $150,000 -- Medium

9 Expanded Span of Service for Local Transit TBD $60,000 (per route) TBD High

10 Vanpool Marketing and Outreach $10,000 (print) $20,000 0.25 Low

11 Grape Line Marketing and Bus Stop Improvements $20,000-$100,000 $25,000 0.25 Low

Strategy Descriptions The following pages summarize the 11 strategies. Each page includes a description of project purpose and intent, benefits to riders and transit providers, and actions and delivery needs to consider moving forward. Specific partners are noted where relatively certain. Each project will need a champion and administrator to ensure services are developed to address specific local transportation needs, to identify key partners’ roles, to write grant funding applications, and to provide the programmed services.

In addition, the following four case studies are profiled. Each case study describes an example of another agency successfully implementing one of these strategies elsewhere.

Regional Mobility Management: Shiawassee Area Transportation Agency (Owosso, Michigan)

Centralized Transportation Information Portal: Transportal, Northeast Florida Mobility Coalition (Jacksonville, Florida)

Fare Integration: Northwest Oregon Transit Alliance (NWOTA)

Rural Rideshare Service: Van y Vienen, Leadership Counsel for Justice and Accountability (Cantua Creek, California)



1 – Coordinated Transit Marketing

Overview: Establish a centralized marketing role for regional transit in Walla Walla County.

Stakeholders cited varying levels of information available from individual service providers, with some being harder to find than others, as barriers to public awareness and ridership on existing services. Additionally, with each providers’ marketing resources being separate and limited in their own ways, capacity to build on current efforts is constrained.

Centralizing a transit marketing identity for services in Walla Walla County can enable more to be done with the combined resources of many. Some key steps that can take current transit marketing to the next level include establishing and maintaining active online identities for transit services on social media, translating marketing materials into Spanish, and targeting local Hispanic communities for outreach.

Benefits:

Establish a common identity for transit in the County. Engage riders in open and ongoing dialogue with service providers in a common space with

little/no barrier to entry.

Improve public awareness of transit services among Hispanic residents and visitors who speak Spanish.

Reduce the burden of work resources needed to promote each service in online and bilingual formats individually.

Action Steps and Delivery Needs:

Designate a lead agency to carry out coordinated service marketing, and host necessary staff. Responsibilities for the following steps can be carried out with 0.5-1.0 FTE staff time.

Establish and operate social media for transit services in the region, based on the platforms residents in Walla Walla County are active on (e.g., Facebook, Twitter, etc.).

Conduct targeted outreach with the Hispanic community. Produce bilingual marketing materials, and identify stakeholders within Walla Walla County’s Hispanic community who can support dissemination of transit marketing.

Implementation Timeline: Near Term Implementation Partners: WWVMPO/SRTPO; local and regional transportation providers Estimated Cost Impact: $ (Costs can be shared between several partners, overall or for specific initiatives, campaigns or events) Potential Funding Sources: Federal and state transit operating funds; local partners and sponsors.



2 – Support Transit Technology

Overview: This project is intended to support transit service providers in creating and maintaining technology that supports operational and public information efficiencies. These may include – but are not limited to – General Transit Feed Specification (GTFS) data, and automatic vehicle location (AVL) equipment and software systems.

GTFS is a way to prepare data for integration into internet-enabled trip planning software. The data “feed” requires some software coding expertise, and/or there is software available to create the data feeds by entering route locations and schedules. The data must be updated and shared as often as there are changes to the route schedule. Once posted, the data feeds are available to any online trip planning applications.

AVL lets agencies and riders track vehicles using global positioning system equipment. The data has two key applications: (1) supports operations monitoring and analysis leading to improved route planning; and (2) creates data for mobile applications and websites to create real-time bus arrival schedules. This information improves access to the bus and makes the bus easier to use.

Benefits:

Improve ease of information access for mobile navigation applications (e.g. Google Maps) to incorporate transit service into navigation routing.

Enable riders to use internet access or text messaging to anticipate transit vehicles’ arrivals regardless of traffic conditions, schedule adherence, or access to service schedules.


Integrate GTFS data creation and maintenance into organizational procedures and/or staff expectations. Keeping data current and accurate is critical to supporting transit customers. Online route planning software such as Remix provides a service to help non-technical staff develop GTFS data.

Develop a regional agency-by-agency AVL technology readiness assessment. This study should inventory existing providers’ technology; identify where real-time vehicle location will support customers and/or the organization; identify technology gaps and/or compatibility issues; and outline organization-specific implementation actions, costs, and roles.

Install GPS or AVL equipment and software at agencies initiating a start-up plan, and train staff and riders on how to use the products and services.

Monitor the information technology system to ensure ongoing adaptation and success.

Implementation Timeline: Near Term Implementation Partners: Transit providers; vendors such as Connectionz, ETA, TransitApp, Trillium/Swiftly, etc. Estimated Cost Impact: $$ Potential Funding Sources: Federal and state capital funds; equipment and technology pilot program grants; ongoing upkeep typically integrated into operating budgets.

Screenshot of Transit app



3 – Regional Mobility Management and Coordination

Overview: Establish a regional mobility management staff role to develop and coordinate public and specialized transportation for rural Walla Walla County communities.

Mobility managers can have several functions. Overall, mobility management looks beyond individual service providers or programs to meet peoples’ needs. This role may fit at a transit provider or another organization delivering transportation services to leverage the proximity to service operators and designers. Key responsibilities can include:

Facilitate regular information sharing among providers and user groups in the county, to better meet riders’ needs and advance organizational goals.

Expand connections between transportation and other issues like housing, public health, and social services.

Create and deliver a travel training program to improve customer mobility and customer experience.

Coordinated management efforts have operated in the region before. One example was the Blue Mountain Inter-Regional Transit Association, which facilitated organizational relationships in Umatilla and Morrow Counties (Oregon). Several Walla Walla County agencies also met through the Agency Council on Coordinated Transportation from 1999 to 2012, as required by state law. However, after Coordinated Public Transit-Human Services Transportation laws were passed by the federal government, the Washington State Legislature repealed the law in 2012 and the group discontinued the meetings.

Benefits:

Agencies can gain service efficiency and cost effectiveness by coordinating resources. Service providers will benefit financially and organizationally, while customers should gain more mobility options and reliable, flexible services.


Designate a lead agency to coordinate meetings, provide staff support, apply for funding, and develop a reporting framework. This could require up to one full time employee, depending on the level of coordination, projects, and funding requirements (as applicable).

Organize and charter a regional service provider and user working group to connect more people to services fitting their needs.

Adopt and develop a new or existing regional mobility online portal to house regional transit information, and administer trip planning (see Central Transportation Information Portal strategy).

Implementation Timeline: Near Term Implementation Partners: Valley Transit, Walla Walla County, WWVMPO/SRTPO Estimated Cost Impact: $ Potential Funding Sources:

Federal and state operations funding; local funders and sponsors; work could be integrated into existing meetings and/or staff roles.



Case Study: Regional Mobility Management Shiawassee Area Transportation Agency (Owosso, Michigan)

Mobility management is an evolving concept as communications and information access change. Mobility management improves transportation by focusing on customers’ needs through coordinated use of multiple local service providers. Mobility managers match unique customer eligibility requirements and find resources for veterans, older adults, people with disabilities, and people with low incomes. Mobility managers also facilitate access by the general public unfamiliar with transit services.

Source: Shiawassee Mobility Transportation Agency

Shiawassee Mobility Transportation Agency (SATA) SATA provides regional mobility management, acting as the one-stop shop for transportation services across Shiawassee County (population: ~68,000). It empowers local services to do more through coordination rather than operating in silos. The agency increases access to specialized services, and creates efficiency in service delivery. SATA began as a consolidation of three private dial-a-ride service operators in Shiawassee County, Michigan, pooling their separate fleets and dispatch, training and eligibility functions. In 2008, the new agency expanded beyond dial-a-ride, establishing its Transportation Solutions Division to serve as a regional mobility management service. The Transportation Services Division provides community ride coordination (trip planning), a volunteer driver/escort service, and an accessible taxi program. Trip planning is available to all residents of the county, and trips via the volunteer driver and accessible taxi programs are available for older adults (60+), veterans, and people with disabilities. Rides are reserved by phone. In addition, SATA uses its Facebook page to communicate with the general public about these services. SATA served about 10% of its 100,000 rides in 2016 through the Transportation Services Division’s demand responsive programs. SATA funds the regional mobility management program partly through the FTA §5310 Elderly and Disabled and §5311 Rural Formula grants. Local municipal support through taxes and general fund contributions makes up approximately 19% of SATA’s annual budget. In-kind services, such as office staffing and agency service agreements, also support local match requirements. SATA is staffed by one full-time mobility manager, two part-time paid dispatchers, and one part-time volunteer dispatcher. Volunteer staff are provided through the Senior Community Service Employment Program, Department of Health and Human Services.



4 – Centralized Transportation Information Portal

Overview: The goal of this strategy is to provide an easy-to-access transportation information resource for riders and their supporters to increase their mobility options. Information centers can be a key part of mobility management programs by creating reliable, consistent, and accurate information about transportation services. The portals typically contain information such as transportation service hours, routes or services, contact information, and cost, as well as eligibility criteria for programs that may provide funding resources for the trip.

The portal can simplify the trip planning and trip making process for potential riders, transit agency dispatchers, and entities seeking services and funds available to their clients or customers (e.g., case workers and hospital staff).

A common tool today is an online information database, which can be accessed by websites and smartphone applications. Online versions can also include trip planning tools, letting users enter their origins and destinations, and tailor the trip with their specific needs and program eligibility criteria. The information can also be provided by people staffing traveler information centers, such as the 2-1-1 phone service.

Benefits:

Help people plan trips and access services in a consistent, accurate, and easy-to-use way. Service providers and advocates have a centralized database from which to find information,

letting more people become transportation “experts” to increase their customers’ mobility.


Facilitate meetings and/or a planning process to identify the relevant agencies most likely to operate, use, and manage the information portal. The project should include customer or rider market information needs to tailor the product(s) to the ways people ride.

Identify a central agency to acquire funding, develop information and access, and administer the call and/or website-based information center.

Develop a process to create the resources and services, publicize them with agency partners, market services to customers, and maintain accurate and up-to-date information.

Source: Massachusetts Department of Transportation MassMobility Initiative, one example of an online information portal.

Implementation Timeline: Medium Term Implementation Partners: WWVMPO/SRTPO, Valley Transit, BFT, CCPT, City of Milton-Freewater, CTUIR, Grape Line Estimated Cost Impact: $$ Potential Funding Sources: Federal and state operating funds for ongoing support. Some capital and pilot-project funds for website design.



Case Study: Centralized Transportation Information Portal

Transportal, Northeast Florida Mobility Coalition (Jacksonville, Florida)

One-call/One-click services are hubs, typically online, that provide information about transportation options. Users are able to see the different options, read service maps, and assess eligibility for several transportation programs at once. This lets people access a more broad set of resources than might be available from one provider. Some sites offer a trip planning function either for individual services or for several providers at once.

Transportal is a consolidated transportation service partnership featuring a website (transportal.net) serving a 12-county region in northeast Florida (population: 1.9 million). Users input their origin and destination on the website or via smartphone, and get a list of potential service options for the trip. Services include public transit systems, human service agencies, and local taxi companies. Users can select preferred modes and specific accommodations, such as a wheelchair lift or help getting into a vehicle. One key feature is that this portal allows users to provide inputs without eligibility requirements, such as Medicaid or veteran identification, being housed on any of the providers’ computer systems.

The Transportal program is a service of the Northeast Florida Mobility Coalition (NFMC), a 40-member coalition led by Jacksonville Transportation Authority.

The program is funded by FTA §5309 Capital Investment grants, and was based on a project in NFMC’s 2014 Coordinated Mobility Plan. Source: Northeast Flordia Mobility Coalition

http://www.transportal.net/



5 – Fare Coordination

Overview: This strategy is intended to improve customer information and convenience by creating coordinated fare policies across service providers. Fare policies are service provider-defined rules for setting prices for single- and multi-day passes, transfer prices, fares by route or mode type, discounted rates and eligibility requirements, and seasonal price changes. Agencies align fare policies to simplify the information riders need to understand and memorize to get a ride. Aligned policies can result in lower prices for some customers, and incentivize particular trip types.

Benefits:

Improve access and convenience on public transportation, potentially improving the customer experience and ultimately increasing ridership.

Increase opportunities for inter-agency coordination and project (service) development.


Assess potential benefits and costs of coordinating fares between interested agencies.

Establish a framework for ongoing coordination, if agencies find the benefits worthwhile and operations feasible. Some initiatives may require one-time special efforts, while ongoing coordination can support monitoring results, ongoing improvements, and other efforts to plan ahead for changing customer and agency needs.

Develop coordinated fare policies, accounting for customer satisfaction, financial analysis, and all required compliance and documentation.

Develop and deliver marketing efforts corresponding to policy changes, to share details with existing and new riders.

Explore electronic fare media that could work for and between multiple agenices. Eletronic fare media can further simplify a fare payment system, reducing the need for cash payments while integrating multiple policy rules.

Source: www.valleytransit.com

Implementation Timeline: Medium Term Implementation Partners: Local and regional transit providers Estimated Cost Impact: $-$$ Potential Funding Sources: Indirect funding need for work done through existing processes. Eligible for federal and state operating and administrative funding sources.

Sample of Valley Transit Fares: Cash Fare: Cash fare is 50 cents for fixed routes and 75 cents for Dial-A-Ride. Children age 5 and under ride free when accompanied by an adult. Senior / Disabled (with a Reduced Fare Permit): The reduced fare permit allows senior and disabled riders of public transportation to ride for a reduced fare of 25 cents. The application is available at www.valleytransit.com. For more information, contact Valley Transit at 509-525-9140. Passes: Passes are availabe for unlimited rides during a calendar month for fixed and flex routes at $20. Special Transportation Needs (STN): STN passes are available for $10 per month. Washington State defines special transportation needs as a

http://www.valleytransit.com/



Case Study: Fare Integration Northwest Oregon Transit Alliance (NWOTA)

NWOTA is a partnership between five regional transit providers in Oregon: Benton County, Columbia County, Lincoln County Transit District, Tillamook County Transportation District, and Sunset Empire Transit District. Transit service throughout the five-county region is delivered by each of the five service providers. NWOTA has been operating the services, called the Northwest Connector, since January 2014. The partners started the branding and organizational structure with a 2010 competitive planning grant from the U.S. Department of Energy.

NWOTA’s management plan describes the vision to link local communities in the Willamette Valley and the Coast with convenient, accessible, and affordable transit service, and to advance innovative, sustainable transportation. The group’s coordination activities include:

a visitor multi-day fare pass for the full service area a shared website and customized trip

planner shared branding and graphics

shared marketing and advertising coordinated and connected routes joint planning and funding a monthly forum for interagency

coordination

The shared multi-day fare pass includes one trip to the coast from Portland or the Albany/ Corvallis area, plus unlimited travel in the coastal counties (Clatsop, Tillamook, Lincoln). The three-day pass costs $25, and the seven-day pass costs $30. The passes are available from any agency transit center or driver. Fare revenue is retained by each agency, which they may allocate by a formal methodology if revenues grow. The agencies recognize neighboring fares for transfers, in some cases, and have evaluated ways to align fare policies to provide easy-to-understand regional connections.

The partnership’s small budget has been about $50,000, and covers ongoing administration (facilitation, grant writing, financial management), website maintenance, advertising, and legal services. One agency takes the role of financial lead, which includes taking the lead on funding applications and grant management for special projects, managing the budget, and procurement, as needed.

Source: www.nworegontransit.org



ENHANCE OR EXPAND PUBLIC TRANSPORTATION SERVICES The next six strategies are recommendations for new or expanded transit services. Figure 3 maps the four corridors that strategies 6, 7, 8, and 11 will serve.

Figure 3 Service Recommendation Corridors



6 – Dayton-Walla Walla Deviated Fixed Route

Overview: The Columbia County Public Transportation deviated fixed route strategy is intended to increase public transportation accessibility, which can increase customer satisfaction and ridership.

Deviated fixed-route transit service combines the functions of fixed-route and demand response service by offering publicly available and marketed route, schedule, and bus stops with a policy to provide trips on demand at least three-quarters of a mile from the route (Waitsburg and Dixie are within this distance from US-12). Columbia County Transit would continue to be eligible to receive state and federal funds, and not need additional complementary paratransit (as the Federal Transit Administration requires for non-deviated local fixed routes)1. Route deviations typically require up to 24-hour reservations, though drop-off requests may be honored without advance requests depending on route conditions.

Today, Columbia County Public Transportation provides demand response service between Dayton and Walla Walla via US-12 at regular frequencies, much like a fixed route service. The provider does not publish a schedule and has not created bus stops, however. Riders access the route by calling the transit provider and reserving a ride. Over time, Columbia County Public Transportation was able to create a consistent schedule that met people’s shared needs.

While this offers established riders a hands-on, personal scheduling experience, it creates a barrier to new or occasional transit riders. A deviated fixed route presents an opportunity to increase operational efficiency and increase public access to public transportation. The County could combine the deviated fixed route model with flag-stops, which would further enhance access and provide a flexible operations approach tailored to low density, rural areas.

Columbia County Public Transportation and partners will want to monitor the service to ensure sufficient capacity is available for people with disabilities; recurring evidence of capacity constraints for people with disabilities (i.e. trip denials) would need to be remedied in coordination with WSDOT.

Benefits:

Improve access to public transportation between Dayton and Walla Walla, increasing customer satisfaction and potentially increasing ridership.

Reduce administrative and dispatching costs for the US-12 route, and allow for more efficient scheduling and service planning, as needed.


Assess existing trip demand and travel patterns to better understand customer and organizational needs.

Develop a route alignment, stops, schedule, marketing plan, financial plan, and fare policy to deliver a deviated fixed route service. Develop a route deviation policy that best matches the operating environment and customer needs.

Explore funding and inter-agency partnerships to support design and construction of new bus stops, purchase vehicles, and assess potential operational expansion (depending on demand and capacity).

1 Federal Transit Administration. November 4, 2015. “FTA Circular 4710.1: Americans With Disabilities Act (ADA): Guidance.” https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/Final_FTA_ADA_Circular_C_4710.1.pdf

Implementation Timeline: Near Term Implementation Partners: Columbia County Public Transportation, WSDOT Estimated Cost Impact: $ Potential Funding Sources: No change to existing federal and state operations funding. Federal and state capital programs can support bus stop access improvements.



7 – Prescott-Walla Walla Demand Response or Limited Shuttle

Overview: This shared ride or limited shuttle service strategy is intended to connect Prescott residents to Walla Walla for employment, shopping, and services, enabling those without a car to maintain their residence in Prescott.

In Prescott today, residents who cannot drive or who do not have a car must rely on neighbors for rides and carpools to access jobs, grocery stores, and essential services in Walla Walla. While neighbors supporting neighbors for a ride once in a while is good, the balancing required to arrange rides around a work schedule can be a significant barrier to maintaining employment.

A demand-response volunteer driver program formalizes the informal networks of rides from neighbors by centralizing trip arrangements and driver scheduling. A service agency could launch this as a first phase, and either supply and maintain vehicles, or enlist volunteers driving their own vehicles, with the support of mileage reimbursements.

As demand and ridership grows, the service could be evolved into a limited shuttle service with a set schedule of trips on select days per week.

Benefits:

Connect Prescott residents without private vehicles to jobs, grocery stores healthcare facilities, and other vital goods and services in Walla Walla.

Enable older adults in Prescott to age in place, without needing to move to another community to access necessary goods and services.

Broaden the education and employment prospects for Prescott residents who do not own a vehicle.


Start pilot service as a demand-response, volunteer driver program and evolve as needed. Start-up components include:

Volunteer driver programs can operate with volunteers using their own vehicles, and receiving reimbursement for gas/mileage. The service provider will need additional funding to subsidize trip costs, and purchase trip reservation and dispatching software.

If the service provider is buying or leasing a vehicle(s), it should start with a 14-passenger van with a wheelchair lift ($40,000-$65,000). It will also need a maintenance provider and funding to subsidize maintenance and insurance costs.

If demand demonstrates a regularity of trips, graduate the pilot to a limited shuttle. Use two days per week (e.g., Thursday and Saturday), with four runs per day, as a starting point. Tailor schedule to what common trips in the pilot phase indicate would be useful and efficient.

Implementation Timeline: Medium Term Implementation Partners: City of Prescott, Valley Transit Estimated Cost Impact: $$ Potential Funding Sources: Any federal and state funding programs. District local funds are unlikely due to district boundary.



Case Study: Rural Rideshare Service Van y Vienen, Leadership Counsel for Justice and Accountability (Cantua Creek, California)

For many years, people without their own car in rural central California communities like Cantua Creek and Huron relied on a grassroots system of “raiteras/raiteros” – retired farmworkers driving people for shopping trips, medical appointments, and other activities. Raiteros used their own vehicles to share rides; passengers would compensate them for fuel or time, if possible. Two local community organizations – the Leadership Counsel for Justice and Accountability in Cantua Creek and Valley Latino Environmental and Advancement Policy in Huron – recently launched formal rural rideshare services Van y Vienen and Green Raiteros (respectively). Both leveraged $65,000 grants from the 11th Hour Project, a California-based private foundation, to start pilot projects in 2017.

The Van y Vienen program purchased a seven-seat Tesla Model X electric vehicle to minimize emissions. (California has strong greenhouse gas emissions regulations.) They partnered with Green Commuter and the Fresno Economic Opportunities Commission. Green Commuter provides trip reservation software, insures the program vehicle and drivers, and maintains the vehicle. The Fresno Economic Opportunities Commission manages the reservation and dispatch system. For weekend trips, users can call during the week to reserve the shared Tesla for rental trips on an hourly basis. Per-ride fares start at $10 for adults and $5 for children and seniors.

Green Raiteros received an additional $519,400 from a legal settlement with the local Public Utilities Commission. The organization is hiring staff, building local electric vehicle charging stations, and building an electric vehicle maintenance facility. Green Raiteros is also working with a consultant to develop a long-term business model to maintain operational sustainability beyond this initial round of grant funding.

Source: Amanda Monaco / Leadership Counsel for Justice and Accountability, via Valley Public Radio



8 – Tri-Cities-Burbank/Vista Hermosa Demand Response or Limited Shuttle

Overview: The demand response or limited shuttle service between the Tri-Cities and Burbank/Vista Hermosa is intended to provide residents of these communities with access to everyday needs in the Tri-Cities.

Stakeholders noted the need for more daily runs from Burbank to the Tri-Cities, and the need for a flexible mobility option for day-to-day or commute trips. Transit service from Burbank via Ben Franklin Transit can open up access to the greater Tri-Cities region. Stakeholders also highlighted the need for more formal mobility options to and from Vista Hermosa, without having a private vehicle or access to informal carpools.

A first phase can be a limited service shuttle between Pasco and Burbank, similar to what is described in phase 2 of the previous strategy. A second phase would be expanding this shuttle northeast to Vista Hermosa.

Benefits:

With limited access to goods and services in Burbank and Vista Hermosa, transportation to neighboring communities is a necessity for residents.

A limited shared-ride service can provide a lifeline to these everyday needs, enabling residents who cannot drive, or do not have a private vehicle, to maintain their residence in Burbank or Vista Hermosa.


Start pilot service connecting Tri-Cities and Burbank, with new bus stop(s) in Burbank, served by four runs per day (2 morning, 2 afternoon), three days per week. Focus service on people seeking services, shopping, and social trips.

Purchase bus stop signage and other amenities to be installed along the new route in Burbank. Coordinate with landowners at stop locations for bus stop siting. Representative unit costs for stop amenities are shown below, with high end costs including customized designs:

Bus stop sign ($300-$1,000)

Display holder ($400-$900)

Bench ($500-$1,500)

Shelter ($2,500-$10,000)

Waste receptacle ($1,000-$1,500)

Expand service to Vista Hermosa given expressed resident demand. As with the pilot service into Burbank, focus the service on people seeking services, shopping, and social trips. Vista Hermosa work trips can be explored separately (see Strategy 10).

Implementation Timeline: Medium Term Implementation Partners: BFT, Partnership for a Greater Burbank, Vista Hermosa Foundation, WWVMPO/SRTPO Estimated Cost Impact: $$ Potential Funding Sources: Any federal and state funding programs. District local funds are unlikely due to district boundary. Local partners in Burbank and Vista Hermosa may consider financial support to “contract” for service with Ben Franklin or another provider.



9 – Expanded Span of Service for Local Transit

Overview: Increase service hours offered by existing local public transit services, on a seasonal basis.

Stakeholders and community survey respondents alike called for expanded service hours to better meet travel needs earlier and later each day. In Walla Walla County, there are several sources of travel demand that fluctuate seasonally in volume and time of day, including among others:

Agricultural work shifts

Wine tourism

College student travel

Running earlier and later, or weekend service can better serve these changing but predictable trips, and increase the accessibility of jobs, services, and recreation in Walla Walla County.

Benefits:

Accommodate seasonal demands for earlier morning, later evening, and more weekend service.


Coordinate with labor, business, tourism, and institutional stakeholders to assess seasonal shifts in time and demand.

Plan added service time into schedules, and allocate driving staff and vehicle(s).

Expand spans of service 2 hours on weekdays or weekends to better serve early morning, late night, and weekend travel, based on stakeholder input and coordination.

Promote the additional service time, especially to key stakeholder groups whose needs can be met with the added service.

Implementation Timeline: Medium Term Implementation Partners: Local transit providers Estimated Cost Impact: $-$$$$ Potential Funding Sources: Any federal and state funding programs, and local funds



10 – Vanpool Marketing and Outreach

Overview: Expand and enhance vanpool marketing.

Vanpool services are available through Valley Transit, Ben Franklin Transit, and Columbia County Public Transportation. While some stakeholders noted informal networks of neighbors supporting neighbors with rides to/from rural towns in Walla Walla County, others noted irregular vanpool participation from one of the county’s largest employers, in an area not served by other transit options.

Directing a certain amount of vanpool marketing resources to the large employers allows a service provider to directly engage a large volume of people who all share at least one end of their commute with each other. Half the challenge in initially trying vanpool is matching people who share a commute similar enough to others in time and endpoints to be convenient. By meeting potential customers where they are, service providers can increase utilization of their existing vanpool capacity, and potentially grow their reach to areas or times not yet served by fixed route service.

Benefits:

Improve visibility and public knowledge of vanpool services available between large employers and residential neighborhoods.


Dedicate staff to conducting outreach with large employers, and producing bilingual marketing materials.

Orient marketing resources to best address the needs of employees at large local employers.

Conduct targeted outreach through on-site trainings and informational meetings, and promotions for employees of target organizations.

Source: Columbia County Public Transportation

Implementation Timeline: Near-Medium Term Implementation Partners: WWVMPO/SRTPO, local transit providers Estimated Cost Impact: $ Potential Funding Sources:

Any federal vanpool funding programs, local funds, volunteer driver program



11 – Grape Line Marketing and Bus Stop Improvements

Overview: Market Grape Line service and add bus stop amenities.

Stakeholders and community members engaged during this plan’s development noted difficulty in finding service information online, and some were completely unaware of Grape Line service in their town, citing a lack of bus stops clearly attributable to the Grape Line. The Grape Line also reported a common misidentification of their service as Greyhound, due to many passengers purchasing their ride tickets through Greyhound.

Streamlining the website could solidify the Grape Line’s identity to customers. Regular updates on Facebook or Twitter, along with relatable and informative dialogue, can grow and define the Grape Line’s outreach.

Local tourist attractions, such as the Walla Walla Valley’s many wineries, and colleges in Walla Walla and College Place are large volume markets of potential customers, with regular periods of high demand each year. Targeting the institutions at the centers of these markets can help the Grape Line grow its local market presence.

Benefits: Marketing and branded bus stop improvements can:

Improve visibility where potential riders are seeking information about available transit service.

Grow public awareness in public common spaces, through bus stops furnished with traditional amenities, and recognizable branding.

Increase utilization of the Grape Line.


Dedicate staff to Grape Line marketing. Initial steps include actively maintaining the Grape Line’s internet presence by updating content on its website, and facilitating public dialogue about the service on social media platforms popular in Walla Walla. Staff can target known sources of demand with in-person marketing, printed materials, and promotional advertising (e.g., tourism destinations, colleges, local airports, etc.)

Add bus stop amenities to existing rural Grape Line stops. (See Strategy 8 for price estimates of amenities.)

Implementation Timeline: Medium Term Implementation Partners: Grape Line, WSDOT Estimated Cost Impact: $-$$ Potential Funding Sources: Existing state funding programs, federal or state capital programs (bus stops), and private sponsors (bus stops)

Walla Walla Valley Rural Mobility Strategic Plan...1 INTRODUCTION Solving existing and future rural...

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