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Transit Station and Stop Adoption Programs (2013)

Chapter: Chapter Four - Case Examples

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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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Suggested Citation:"Chapter Four - Case Examples ." National Academies of Sciences, Engineering, and Medicine. 2013. Transit Station and Stop Adoption Programs. Washington, DC: The National Academies Press. doi: 10.17226/22593.
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12 however, volunteers are also aggressively recruited through personal outreach such as speaking at community meetings or visiting local private businesses. The coordinator stressed that it is important to have a package of information about the program in hand when approaching a potential volunteer. Businesses also respond positively when they learn that other businesses in the area are adopt-a-stop partners. This informa- tion has proved to be a useful recruitment tool. Partners are recognized with stickers affixed to the trash container or site (Figure 6) and the partner is thanked and listed in The Ride’s schedule book. Initially, groups may receive transit passes as an incentive; however, free passes are not gen- erally part of the incentive effort. Partners are asked to pick up trash, report damage and graffiti, and clear snow. In some cases, community partners clear more snow than AATA. However, snow removal is not required and older volunteers are asked to pick up litter only. The Ride has no dedicated budget for the adopt-a-stop pro- gram. Community partners or the AATA maintenance depart- ment may provide basic cleaning supplies. Federal grants have provided funds for transit stop improvements includ- ing ADA-compliant walkways and stop amenities, such as a shelter. However, as the program grows and receives more recognition, a budget may be forthcoming. The theme of community participation and community ownership is critical to the success of the program. For instance, AATA usually requires a minimum amount of passenger activ- ity to install amenities such as shelters, benches, and concrete pads at a stop. However, if a citizen or group is willing to adopt a stop, a bench may be provided regardless of the number of passengers using the stop. The program has shown that it is far more effective to recruit community partners who are willing to take care of the trash themselves and to take responsibility for how their community looks than to respond to community complaints as they occur. In 2011, a local center for high-risk youth, Ozone House, adopted a major transit center in Ypsilanti. Clients of the youth center clean and sweep, and they plan to install and care for plants and flowers. A kick-off party was held and the agency gave out brooms, cleaning supplies, and transit passes. Seven agencies were selected for telephone interviews (Table 1). Six agencies that responded to the survey were selected because they had varied types of adopt-a-stop experi- ences that could illustrate the effects of different approaches. An agency that did not receive the survey because it had dis- continued its program was also interviewed and included as a case example (Figure 5). THE RIDE, ANN ARBOR TRANSPORTATION AUTHORITY, ANN ARBOR, MICHIGAN: TAKING A PROACTIVE APPROACH The Ann Arbor Transportation Authority (AATA) operates the local public transit service named The Ride. The Ride serves more than 204,000 residents in Washtenaw County, Michigan, which includes the cities of Ann Arbor and Ypsilanti. There are more than 1,500 bus stops in the service area, which covers 81 square miles. Bus ridership in 2011 was approximately six million passenger trips. The University of Michigan, which also has its own bus service, and Eastern Michigan University are served by The Ride. The Ride’s bus stop coordinator initiated the adopt-a-stop program. The program has grown from seven community partners (businesses, individuals, community groups) in 2005 to 120 in 2012. The coordinator attributes the success of the program to an aggressive marketing effort, branding the pro- gram with a creative logo, and establishing a “we need your help” campaign style to recruit volunteers. In years past, the transit agency’s operating standard was to respond to community complaints about trash by installing a trash can at the site. However, this model did not solve the problem. In many instances it led to the accumulation of more trash at the site. Currently, AATA installs trash recepta- cles at a site only if there is a signed agreement with an adopt- a-stop partner who agrees to maintain the site. By developing partnerships, residents and businesses are encouraged to take ownership of their community to make it attractive, inviting, and safe. Community involvement has been critical to the suc- cess of the program. Additionally, moving from a “reactive” model to a “proactive” approach, the transit agency has not only established a presence in the community, but has redirected transit resources more effectively. The recruiting of volunteers is managed with traditional recruiting tools; for example, press releases and website posts; chapter four CASE EXAMPLES

13 The coordinator has found that the transit agency needs to have a dedicated individual to not only promote the program and recruit volunteers but also to manage and coordinate the effort (i.e., sending quarterly e-mails to adopt-a-stop partners with reminders and requests for feedback). Although individuals, businesses, and community organiza- tions can be partners, the coordinator has found that businesses and community groups appear to do a more thorough job than individual homeowners. Community groups and businesses tend to have more people available to do the work. Homeowners are not as consistent and may move away without informing the agency. The adopt-a-stop program has had a significant effect on the transit agency’s cleaning division. Because the mainte- FIGURE 5 Location of case examples. The Ride Pace RTD– Denver NJ Transit TriMet DART Tri Delta Transit (active until 2003) Service Area Washtenaw County, MI 6 counties in Chicago suburbs Denver and 8 suburban counties state of NJ Portland metro area, tri-county state of DE eastern Contra Costa County, CA Type of Adopted Site bus stops, bus shelters, transit hub bus shelters bus stops rail stations bus stops bus shelters bus stops Number of Sites Adopted 120 24 1,000 18 193 12 60 Number of Sites Available for Adoption 1,500 400 10,025 150 6,826 270 600 TABLE 1 OVERVIEW OF CASE EXAMPLE AGENCIES

14 300 are “ad shelters” that are owned and tended by private advertising vendors and are not available for adoption. Of the 400 eligible shelters, 24 have been adopted. Both individuals and businesses may adopt shelters. More individuals than businesses have stepped forward perhaps because the issuance of free transit passes drive the program. However, community recognition is the most important incen- tive for businesses. Each volunteer signs a detailed contract outlining the adopter’s responsibilities, term and means to ter- minate the agreement, and action taken if the volunteer fails to meet the commitment. The coordinator noted several important considerations for organizations considering a similar program: • It is important to have a simple vehicle for information exchange and feedback between the agency and the vol- unteers (e.g., e-mail and web). • There must be a procedure in place and staff available to validate that work at the stop or shelter has been completed. • Recognition (e.g., signs at the site) is especially important to participants. Adopt-a-shelter volunteers are required to sign a “terms- and-conditions” document before starting their service. Pro- gram volunteers agree to clean the shelter twice each month. Each volunteer receives a nonredeemable ten-ride pass per month. In recognition of service, a sticker identifying the adopter is installed on the shelter. Adopters submit a report twice a month to advise that the shelter was cleaned. Pace staff are seldom available to inspect adopters’ shelters and verify completed maintenance; therefore, Pace maintains an honor system relationship with its adopters. There is no designated budget for the adopt-a-shelter pro- gram. Discretionary funds from the Pace marketing budget provide volunteers with the necessary cleaning supplies. At this time, expansion plans are frozen because of budgetary controls. Another main restraint to expansion is that there is not sufficient staff to monitor the shelters on a regular basis and to verify that each has been cleaned. As Pace manages its current group of adopters, the program coordinator indicates that there is an economic incentive to convert all Pace non-advertising shelters to advertising shelters, which would inevitably diminish the adopt-a-shelter program. The maintenance clause of the adver- tising shelter agreement would be the responsibility of the awarded contractor, taking away the need for shelter adopters. REGIONAL TRANSPORTATION DISTRICT, DENVER, COLORADO: EMPLOYING A FULL-TIME STAFF PERSON In 2011, Denver’s metro area included eight counties with a population of 2.83 million, with a service area of 2,348 square miles. RTD is the regional authority operating the transit ser- vices of the Denver metro area including bus, light rail, and commuter rail. nance department no longer needs to respond to community complaints, time can be spent in the field performing regular maintenance. PACE SUBURBAN BUS, ARLINGTON HEIGHTS, ILLINOIS: USING A FORMAL CONTRACT Pace was created out of the 1983 Regional Transportation Authority (RTA) act to unify the numerous suburban bus agen- cies that existed at that time around Chicago. Not long after operating as the Suburban Bus Division of RTA, the agency was branded and began operations as Pace Suburban Bus. Pace has just under 200 fixed routes that serve approximately 8.3 million residents in suburban Cook, DuPage, Kane, Lake, McHenry, and Will counties. In 2011, total bus ridership was 38.6 million passenger trips. Pace provides optimal service for suburb-to-city and suburb-to-suburb trips. The Pace external relations department manages the adopt- a-shelter program. There are more than 700 bus stop shelters in the service area (Figure 7). The program started in 2004 to engage the community and contribute to the beautification of the area. The website and recognition signage on the shelter are the only tools used to promote the program. More than FIGURE 6 The Ride recognition plaque. FIGURE 7 Pace bus shelter with recognition plaque.

15 RTD has a full-time adopt-a-stop coordinator. The program supports bus stop adoption only (shelters are maintained by RTD employees and outside contractors). Of the more than 10,000 bus stops in the system, 1,000 are currently adopted. The program has been in place since 1993. When a coordinator came on board in 1997, there were only 20 to 30 adopted stops. The coordinator initiated several important changes and enhancements: • A legal document volunteers had initially been required to sign was replaced with a simple agreement, which is now part of the adopt-a-stop brochure. The earlier legal document appeared to intimidate volunteers who were often reluctant to sign. The agreement is in lay language and provides volunteers with a simple description of their responsibilities. • The coordinator created a logo and believes that this is the most important piece of the program. It provides the program with an identity. Citizens know the program by the “tornado guy” logo (Figure 8). • The coordinator revised the brochure to make it more attractive, colorful, and user friendly. The coordinator is responsible for answering specific calls and complaints about bus stop appearance, and maintains a database of volunteers. The coordinator also checks adopted stops on a regular basis (i.e., monthly, quarterly, semi-annually, or annually depending on the location and usage). When stops are adopted, a sign is installed that identifies the stop as an adopted stop and names the volunteer. A trash can is installed and the coordinator delivers a supply of bags to the volunteer. Trash cans are usually plastic unless a particularly busy stop requires a more substantial metal receptacle. The facilities department installs the sign and trash can. The coordi- nator delivers the trash bags to the volunteer because making a personal contact is important to success. Although businesses are sometimes given free transit passes to distribute to their employees, transit passes are not used as an incentive. Repeatedly, the coordinator mentioned that a designated budget would be of significant help to determine priorities and run the program. She emphasized that volunteers save RTD a not insubstantial amount of money in personnel, vehicles, and materials, and that a budget that could be used to offer some incentives to volunteers would be valuable. When citizens report dirty stops, the coordinator will per- sonally go out and canvas the neighborhood to recruit a volun- teer to adopt a stop. She believes that establishing a personal relationship with volunteers is essential to success. Because most of the bus stops are on public easements, part of the job is educating residents and businesses that it is the property owner who is responsible for the appearance and cleanliness of the stop, not the city. However, this is only part of the edu- cation process. Encouraging citizen and business ownership of the community is a significant part of the job, and this is accomplished by one-on-one contact with businesses and individual volunteers. Convincing citizens that they can have an impact on their community is vital. Because the program is now so well known (largely because of the branding with the tornado guy), individuals and businesses often call to volun- teer and the coordinator does not need to spend as much time recruiting volunteers. About 50% of the volunteers (an unusually large number) in this program are concerned individuals, as opposed to busi- nesses or community organizations, who want to do something for their community. The other half is businesses that adopt a stop in front of their store and nonprofit organizations (e.g., Lions Club, Boy Scouts) that are conscious of community service. Occasionally the coordinator needs to convince a local business that it may be in its interest to adopt a stop. Citizens know the program by the tornado guy logo. Peo- ple like the continuity of the program. The coordinator can be reached on a direct line, which is answered personally. This access is critical to the success of the program. Individuals have remarked that they are surprised and happy to be able to talk to a real person. NJ TRANSIT, NEWARK, NEW JERSEY: UNDERSCORING SAFETY NJ Transit is New Jersey’s public transportation corporation providing bus, rail, and light rail to New Jersey, New York, and Philadelphia. For fiscal year 2011, the company financial statements showed 253.8 million unlinked passenger trips for rail, bus, and light rail, including contracted routes. The population of New Jersey is 8.8 million and the area served covers 7,354 square miles. New Jersey’s adopt-a-station program covers the entire state. At least one station has been adopted on each of the rail lines; the average is two. Presently, 18 of New Jersey’s 150 FIGURE 8 RTD—Denver’s “tornado guy” logo.

16 rail stations have been adopted. Bus and light rail are not part of the program. An employee with NJ Transit Rail Operations took over the adopt-a-station program five years ago. At that time, the program was dormant. The program was modeled on the New Jersey Adopt-a-Highway litter abatement program. Several changes were undertaken to revive the program: • The practice of giving gift baskets and T-shirts to new volunteers was discontinued. • In-depth safety training sessions for all volunteers were developed. These are especially important because vol- unteers work in proximity to active trains. For group volunteers, the coordinator conducts safety training with group leaders. • A concerted effort to promote the program and recruit volunteers was pursued by making presentations at com- munity events and meetings (i.e., the employee in charge become the agency’s adopt-a-station “go to” person). Outreach has been critical to the success of the program. Because the adopt-a-station program is closely associated with New Jersey’s beautification effort, the program coordinator attends every Clean Communities meeting and conference armed with adopt-a-station information and brochures. Signs are posted in stations stating, “this station is available for adoption. . . .” Plaques recognizing the volunteers are posted at adopted stations (Figure 9). The program coordinator reports that as the program becomes more recognized in the commu- nity, word of mouth has become the best promotional tool. Volunteers are mostly groups (e.g., church youth group, church senior group, women’s flower club, and college stu- dents); however, there are a few individual volunteers as well. Because of safety concerns, all volunteers must be at least 16 years of age and youth groups must be accompanied and supervised by a trained adult whenever on site. Each volun- teer must sign a waiver releasing NJ Transit from liability. No one has been injured while volunteering. A two-year contract is required for a group or individual to adopt a station. Most groups continue beyond the initial two-year commitment. Volunteers commit to clean the stop four times a year and some take it upon themselves do it more often. Volunteers are free to clean and beautify the stop as they like (e.g., take care of existing plantings, plant a community garden). Proposed ideas for taking care of the station are solic- ited and described on the volunteer application. Volunteers are permitted and encouraged to essentially take ownership of the stop. Sometimes groups will seek contributions for their effort from local businesses; for example, a women’s garden club took the adopt-a-station contract to Home Depot and asked for a donation of plants and garden tools. In addition to the initial safety training, volunteers are required to call NJ Transit’s 24-hour Response Center when arriving and departing the site. At the completion of their labors, they are required to submit a work report including what work was completed, how many persons attended, and where the trash was left for pick-up. The coordinator person- ally inspects all the stations for cleanliness. Although there is no official budget, the program coordi- nator reported that approximately $500 per month is spent on cleaning supplies and safety garments for volunteers (reflective vests, gloves, etc.). Volunteers are asked to empty trash recep- tacles into dumpsters or gather bags for transit employees to subsequently handle. Personal contact, going out into the field and giving a help- ing hand to volunteers, and enthusiasm and pride in the state’s beautification effort have been critical to the success of the pro- gram. The coordinator recommends that it is vital to “pound the pavement” to sell the program and let the community know that the agency is a partner in the effort. Additionally, the NJ Clean Communities Council honors volunteers at an annual banquet. Two adopter organizations are invited to attend each year. TRI-COUNTY METROPOLITAN TRANSPORTATION DISTRICT, PORTLAND, OREGON: ENFORCING ACCOUNTABILITY TriMet is a municipal corporation that provides bus, light rail, and commuter rail service in the tri-county Portland, Oregon, metro area, covering more than 570 square miles and serving 1.5 million residents. In 2011, the ridership on the district’s 79 bus lines was 58.4 million passenger trips. TriMet’s adopt-a-stop program accepts volunteers for bus stops only (rail stations are maintained by union crews). There are 6,826 bus stops. The program is coordinated by a commu- nity affairs specialist whose primary responsibilities include managing the database of the program, responding to inquiries FIGURE 9 NJ Transit adoption plaque.

17 from organizations considering adopting a stop, and fielding and handling concerns reported by the community. The posi- tion is paid for in part by Congestion Mitigation and Air Qual- ity Improvement funds. The region programs these funds to provide capital resources for many elements of TriMet’s Bus Stop Improvement projects. The adopt-a-stop program originated in 1998 in coordi- nation with SOLV (Stop Oregon Litter and Vandalism), a nonprofit organization of individual volunteers, service and conservation groups, businesses, and government agencies. At that time, individual volunteers were part of the adopt-a- stop program and they were given transit tickets for their par- ticipation. However, as the program evolved, it was decided that only groups and businesses would be eligible to volun- teer. As of 2012, 193 bus stops have been adopted by 164 community, municipal, and business organizations. Volunteers sign a simple, straightforward agreement that describes volunteer duties (i.e., to empty the can at least once a week, to dispose of the trash into their own trash dumpsters, and to report any damage or graffiti). TriMet provides and installs the trash can. Under this agreement, volunteers con- cur that if they do not meet their responsibilities TriMet has the authority to remove the trash can from the stop. Plaques honoring the adopting organizations are displayed at each adopted stop (Figure 10). In addition, each year the coordinator sends handwritten thank you notes to each organi- zation. This effort is appreciated and well received by adopters and sometimes leads to an organization assuming responsibil- ity for an additional stop. At one point, certificates of apprecia- tion were distributed; however, they were not perceived as an incentive and were subsequently discontinued. Volunteers learn about the program and are recruited pri- marily by word of mouth. Sometimes businesses or orga- nizations call to complain about a trash problem near their business and/or to request a trash can. The coordinator takes this is an opportunity to educate the caller about the program and to recruit them as an adopt-a-stop volunteer. The coordinator recommends the following to organiza- tions contemplating a program: • It is more manageable and successful to recruit groups rather than individual volunteers. The turnover rate is high for individuals. The work involved in maintaining the stop may be difficult for individuals. • Trash cans often attract more trash; therefore, adopting agencies and businesses need to be advised of what will be expected of them. • The transit agency needs to be responsive to volunteer requests (e.g., if a volunteer does not want to manage the typical 33-gallon trash receptacle, perhaps the agency needs to be willing to offer a smaller or lighter can). • The agency needs to have a good tracking system in place in order to follow up on complaints and maintain lists of sponsors. (TriMet’s database lists adopters along with ridership information.) DART, WILMINGTON, DELAWARE: CREATING TRANSIT AMBASSADORS DART First State (DART) is Delaware’s statewide public trans- portation provider. It supplies transit services to three coun- ties covering 1,954 square miles with a population of 897,934 (as of 2010). DART is operated by the Delaware Transit Corporation (DTC), a subsidiary of the Delaware Depart- ment of Transportation. Its fleet includes more than 400 buses and it operates 62 year-round bus routes and eight summer service routes for a total of more than 12 million passenger trips annually. Most of the bus routes run in and around Wilmington and Newark. Seasonally, routes are added to service Delaware’s coastal beach resort towns. DART also serves its northern county with commuter rail service to and from Philadelphia. DART launched its adopt-a-shelter program in 2011 to enlist community and business partners to assist in provid- ing attractive and cleaner shelters for citizens and to reduce the incidence of and costs associated with vandalism. Cur- rently, DART has private-sector adopters for 12 of the 270 shelters available for adoption. Most of the adopted shelters are in urban New Castle County; however, several shelters are located in rural areas. The DTC marketing manager over- sees the adopt-a-shelter program. The program was initially proposed in 2001. At that time, however, there was not sufficient agency support. Subse- quently, the marketing manager began researching other states’ adopt-a-stop programs and subsequently proposed a viable program. In 2011, DART launched its Adopt-A-Shelter Community Program. The program was started with the goal of promoting com- munity spirit and this objective remains a primary focus of the adopt-a-shelter program. The volunteers are referred to as “Transit Ambassadors” for the entire system. Adopters include FIGURE 10 TriMet adopt-a-stop recognition plaque.

18 a mix of community organizations, private businesses, and individuals, including Girl Scout troops, a school, a tire store, and a neighborhood improvement association, as well as private citizens. The adopters sign a one-year agreement to sponsor a shelter. Their service is recognized with a plaque located on the shelter. The plaque is provided by the transit system; DTC facilities personnel create the plaques. DTC does not issue transit passes as an incentive. None of the volunteers have dropped out. All the adopt-a-shelter partners are listed on the DART First State website and highlighted in the monthly “rider alert” e-mails. The volunteers not only keep the shelters free of trash, but also may help shovel snow, which is a significant help to transit agency facilities personnel. Volunteers typically pro- vide their own cleaning supplies; however, DTC may con- tribute trash bags. DTC also provides the power washing and cleaning of shelter panels. There is no designated budget for the adopt-a-shelter pro- gram. The DTC Facilities Department provides the signage out of its existing budget and also periodically checks the shel- ters. If there are problems at a shelter (i.e., graffiti or damage), the partners notify the DTC. Volunteers are recruited primarily through informational postings on the DART First State website (i.e., Help DART to Provide All with a Better, Cleaner, and More Attractive Transit System). Interested individuals or groups fill out a simple agreement and release form and submit it to the DTC Marketing Department. A list of sites available for adoption is also posted on the website. TRI DELTA TRANSIT, ANTIOCH, CALIFORNIA: CHOOSING A DIFFERENT APPROACH The Eastern Contra Costa Transit Authority, Tri Delta Transit, is the local transportation provider for the eastern portion of Contra Costa County. Contra Costa County is one of nine coun- ties in the San Francisco–Oakland Bay Area. Tri Delta Transit operates 14 local bus routes and also connects passengers to Bay Area Rapid Transit. Tri Delta Transit did not receive the survey because the adopt-a-stop program ceased operating in 2003. However, a telephone interview was conducted to examine lessons learned from the agency’s experience with the program. The marketing coordinator for Tri Delta Transit managed the adopt-a-stop program from 2000 to 2003, when it was dis- banded, a program already in existence in 2000. Sixty stops of the 600 bus stops in the system were adopted. The pro- gram was marketed on the agency’s website and in printed brochures. Tri Delta Transit’s program was somewhat different from other programs studied in that the majority of volunteers were Tri Delta Transit employees, primarily bus drivers. One community business was also an adopt-a-stop sponsor. Vol- unteers that adopted a stop were responsible for picking up litter and reporting damage. In return, volunteers were rec- ognized with a personalized sign at the bus stop. Volunteers were asked to renew their commitment yearly and to submit reports quarterly. The program was discontinued because: • It was deemed to be too costly. Signage was purchased from outside contractors and needed to be replaced fre- quently because of graffiti, damage, and theft. • Adopted stops were not being adequately maintained by the volunteers. Consequently, the agency staff person responsible for bus stop maintenance still needed to clean up and empty the trash receptacles at some adopted sites. Tri Delta Transit decided to replace the adopt-a-stop pro- gram with a “driver stop watch” quarterly incentive program. Drivers are asked to submit a report when there are trash or graffiti issues at their stops. In return, the driver is entered into a quarterly drawing for a $75 cash prize. This program is open to all bus drivers. The agency has found the driver stop watch program to be effective and reports that the one maintenance staff person is better able to service those stops most in need of care.

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TRB’s Transit Cooperative Research Program (TCRP) Synthesis 103: Transit Station and Stop Adoption Programs explores transit agency programs in which local organizations, individuals, or other partners “adopt” a transit station or stop and receive recognition or incentives in exchange for, periodically, performing duties such as removing litter, maintaining vegetation, or reporting suspicious activity.

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