Transit Station and Stop Adoption Programs (2013)

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TRANSIT STATION AND STOP ADOPTION PROGRAMS Adopt-a-stop programs, in which volunteers agree to pick up litter at transit stations and assist in other maintenance tasks, can be a valuable resource for public transportation agencies. These programs aim to create a sense of ownership within the community, enhance the appearance of stations, and improve safety and security for passengers. Most programs of this sort are fairly new, and there is little research about how to structure them or how they can be made most effective. This synthesis helps to fill these gaps by describing the varied features of adopt-a-stop programs now in place, how they work, and the results that they have had. A basic responsibility at the core of all adopt-a-stop programs is regular litter collection. At some agreed-upon interval, volunteers collect litter at the site and deposit it in bags. Often the transit agency assumes responsibility for the bags, although sometimes the volunteers agree to dispose of the trash bags themselves. Many programs go beyond litter collection: some have volunteers monitor graffiti and vandalism and notify transit agencies of these problems; some ask volunteers to shovel snow; some ask them to report suspicious behavior. The volunteers who agree to adopt a station may be from local businesses or other organizations, or they may be concerned individuals. Their responsibilities are generally set out in a simple, short, written agreement. The volunteers may be trained by the transit agencies to do their chores safely and effectively. Most volunteers appear to be motivated by civic pride. They may be given public recognition on a sign or plaque at their adopted site. Some transit agencies also distribute transit passes as an additional reward. There is no “one size fits all” formula for adopt-a-stop programs. They have taken a variety of forms matched to agency needs and community circumstances. The value of adopt-a-stop programs is substantial. Once community members become com- mitted to their transit station, a new kind of partnership is often born. In addition to helping keep transit stops clean and safe, these programs encourage everyone to take ownership of the sys- tem. They can alleviate the difficulty that overextended transit agencies have in keeping transit stations clean and safe—features conducive to strong ridership. Agencies that operate programs of this sort do so primarily for positive community involvement and good public image. They have generally not tried to quantify any associated savings in station operating costs, but have been persuaded to continue because of perceived benefits of improved station appearance, public support, image in the community, and encouragement of ridership. Understanding the reasons to start a program and mining the experience of agencies that have run them successfully can aid a public agency or organization that wishes to initiate an adopt-a-stop program. The programs reviewed differ widely in terms of the communities served, resources available, and public transit provided. Common tools and unique perspec- tives may assist agencies in selecting the pieces that will meet their own needs in initiating an adopt-a-stop program. The synthesis process included a literature review, a survey of transit agencies, and tele- phone interviews with coordinators of seven programs that were selected as case examples. SuMMARy

2 The literature review found numerous websites that provided detailed information about exist- ing programs around the United States as well as scattered references to adopt-a-stop pro- grams in the published literature. Thirty-seven agencies and organizations from a diverse group of large, small, urban, sub- urban, and rural systems throughout the United States were surveyed regarding their experi- ences with adopt-a-stop programs. The survey had 52 questions, which aimed to provide a general overview of the programs and to see if there were similarities to be found that made some programs more successful than others. Thirty surveys were completed, an 81% response rate. Responses came from 18 states and the District of Columbia. Overwhelmingly, survey respondents reported that adopt-a-stop programs are a means to “enhance station/stop appearance” (78%) and “encourage citizen involvement, pride, and ownership in their respective communities” (85%). Agencies welcome volunteers from every sector (i.e., local businesses, not-for-profit organizations, and individuals). In the survey, 72% of the respondents reported that the budget was less than $5,000 and comments indicated that budgets are probably significantly lower. This money covers expenses such as basic cleaning supplies, transit passes, and signage. Case examples of six programs were undertaken based on responses to the survey. An additional case example was added of an agency that disbanded its program. The selected pro- grams each had features that made their adopt-a-stop program unique. For instance, although many programs do not undertake special safety precautions for its volunteers, NJ Transit, New Jersey’s public transportation corporation, implemented a strict training process because the volunteers work near active rail lines. In Portland, Oregon, the Tri-County Metropolitan Transportation District of Oregon (TriMet) promotes volunteer accountability. Educating the community is an important part of its program. Community groups and businesses are the preferred partners and several have adopted more than one stop. After the agency installs a trash receptacle for an adopted stop, it is essentially turned over to the volunteer to monitor and can be removed if not sufficiently maintained. Several common elements of volunteer activities were identified: • Volunteers in all programs pick up trash and empty trash receptacles. In some pro- grams the volunteers haul it away themselves; in others, they stack trash bags for agency removal. • Volunteers in all programs report damage and graffiti. In some programs volunteers may remove graffiti, but in others they only report it and agency staff remove it. • Volunteers in some programs clean benches and shelters. • Volunteers in some programs shovel snow. • Volunteers in some programs are encouraged to make enhancements to the site (e.g., landscaping, artwork), while other programs forbid any site alterations. • Most agencies provide cleaning supplies; however, some volunteers must supply their own. There were also common elements of success. Having a proactive coordinator who cham- pions the program is key. Branding the program with an attractive logo or a recognizable vol- unteer plaque is important to program identity and success. Letting the system speak for itself has proven to be important. While all the programs have some form of marketing on their websites, in rider alerts, or in community newsletters, it is the clean stops themselves and enthusiastic feedback from the volunteers that have proven to be strong promotional tools. The difficult challenge of recruiting and retaining volunteers requires constant attention by a committed individual in the transit agency. Program effectiveness also hinges on securing

3 sufficient agency resources to inspect stops and stations and to ensure that volunteer work has been completed. Agencies were in agreement that a designated budget for adopt-a-stop programs (which none of the agencies have) would have a major positive impact on future success. In conclusion, adopt-a-stop programs appear to be a viable option for transit agencies seek- ing a novel, low-cost way to enhance station appearance, increase community involvement, and build public appreciation of the local transit system. Although a step-by-step system does not exist, looking to existing programs for guidance can be beneficial. The programs are not highly technical, costly, or controversial, and they can provide a win-win situation for the transit agency and the community.