Run buses more often on important routes.

This was the top priority people asked for, more frequent bus services.

• Set clear guidelines to make sure bus drivers have enough time for breaks and unexpected delays — and look for ways to adjust schedules or routes so buses can run more often as resources grow.
• Explore opportunities to run buses more often by spreading out stops, and update bus stop guidelines.
• Study how and where riders switch buses at major transit centers. Use what we learn to improve schedules, so buses connect better and wait times are shorter.
• Implement Service Standards.

• Revisit the standards during the update of BFT’s Title VI Plan.
• Implement Service Standards.

The second most important thing riders wanted was bus service starting earlier and ending later on weekdays.

• Offer more bus and on-demand ride options earlier in the morning and later at night on weekdays, so riders have more choices to use public transportation.
• Implement Service Standards.

• Implement Service Standards.

More routes on Sundays.

People also asked for buses to run later on Sundays (third priority), and adding more bus routes on Sundays was the fourth most important thing people asked for.

• Increase the number of routes that operate on weekends, particularly Sundays.
• Implement Service Standards.

• Implement Service Standards.

Important routes have a faster, more direct bus service with fewer stops.

Express services lets riders get across town faster, especially for getting to and from work.

• Implement express routes and educate riders about how they work.
• Implement Service Standards.
• Implement transit signal priority along express routes.
• Implement Service Standards.

• Implement transit signal priority along express routes.
• Implement Service Standards.

Riders have better access to information, more customer service options, and more payment options.

Improving access to information, customer service, and fare payment options, can make using BFT services easier and improve rider experience overall.

• Add real-time information to all transit centers.
• Increase hiring of bilingual staff.
• Expand customer service hours to cover the full span of BFT service hours.
• Continue to monitor & evaluate fare solution.
• Maintain and improve travel training program to help the community learn how to ride the bus; add ‘train the trainer’ program for community-based organizations.
• Proactively monitor what regional languages are spoken to adjust customer service and materials.
• Add customer service location in Pasco.
• With regional transit partners, design and implement a regional trip planner.

• Keep track of which languages are spoken in the region to better serve the community.
• Add a customer service location in Pasco.
• Work with nearby transit agencies to create an easy-to-use regional trip planning tool.

More bus stops have amenities (for example, shelters, benches, and trash cans).

After more frequent buses and longer service hours, the next thing riders said they wanted most was better amenities at bus stops — like shelters, benches, and trash cans.

• Update BFT’s Bus Stop Guidelines to make sure transit centers and express stops have clear signs, maps, and real-time arrival information to help riders find their way.

• Bring transfer centers, transfer points, and bus stops in compliance with guidelines.
• Implement Bus Stop Guidelines.

Add services and facilities to meet growing needs in the BFT service area.

The BFT service area has grown a lot and is expected to keep growing. To keep up, BFT needs a clear plan for choosing and prioritizing future investments so the system can meet the community’s needs.

• Monitor development of major employment centers and residential areas to apply service standards and adjust services when needed and proactively work with jurisdictions to build infrastructure that makes it easier to use public transportation.
• Plan for new Prosser, Benton City, and Southridge transfer stations. Build out West Pasco Transit Center.
• Work with Burbank & Wallula employers to identify solutions for Tri-Cities-based employees.
• Evaluate travel demand in PTBA areas without service to identify needed expansions.
• Construct Prosser, Benton City, and Southridge transfer points and revise service accordingly.
• Continue to monitor development of major employment centers and residential areas.

• Look at where people need transit service in areas BFT doesn’t currently reach to identify needed expansion.
• Build new transfer points in Prosser, Benton City, and Southridge, and adjust routes to support them.
• Monitor where new jobs and homes are being built to plan future service.

Riders feel more safe and secure on the bus, getting to and from the bus stops and transit centers, and waiting at bus stops and transit centers.

During outreach, the community did not rank safety and comfort as top concerns. But of the issues people did mention, getting to the bus stop felt the least safe. To make sure riders continue to feel safe on the bus and at stops, BFT will keep investing in safety and security.

• Work with partners to incorporate rider safety concerns into jurisdictional Safety Action Plans.
• Implement Bus Stop Guidelines.

• Implement Bus Stop Guidelines.

Implement Service Standards.

Service standards will help guide BFT in responding to changes in customer demand and travel patterns, land use, and funding in a transparent and standardized way.

• Set clear guidelines for when to add, change, or remove bus service — and regularly check to make sure the service meets community needs.
• Keep up with Service Standards and revise every five years.

• Continue to keep up with and revise Service Standards every five years.

Improve the Transit Asset Management (TAM) Plan and standardize planning process.

In the past, BFT has not invested as much as other transit systems in things like buses, technology, and facility upkeep. This has created a backlog of repair, replacement, and expansion needs. The Transit Asset Management (TAM) plan will help BFT map out future investments, so the system stays safe, reliable, and ready to grow with the community.

• Implement TAM and revise every four years.
• Develop a more detailed TAM for 2030.
• Update Dayton transfer point.
• Purchase land for the remaining transfer points (Prosser, Benton City, Southridge).
• Renovate 22nd Avenue Transit Center and Plan for renovation of Three Rivers Center.
• Continue to plan for and build out Huntington location as a regional asset for training.

• Develop new transfer points in Southridge, Benton City, and Prosser.
• Implement Three Rivers renovation.
• Implement TAM and review every four years

Improve the Bus Stop Guidelines.

Right now, BFT’s Bus Stop Guidelines only cover regular bus stops. Updating the guidelines to include other kinds of stops and features will help make sure stops are planned and improved in a more consistent way.

• Update Bus Stop Guidelines to cover transit centers, transfer points, and express stops. Include rules for things like signage, priority traffic signals, and how to update information when service changes.
• Look into how widely spaced stops on each route could affect performance.
• Implement plans and review every five years.

• Implement plans and review every five years.

Implement Alternative Fuels Transition Plan.

Fuel makes up 14% of BFT’s spending. Creating a plan to switch to cleaner fuel options could help BFT save money over time and improve its chances of getting additional state and federal funding.

• Implement plan and review as needed.

• Implement plans and reviews every five years.

Update and improve clear, standardized process for developing, funding, and implementing plans.

Right now, BFT faces some challenges when it comes to planning and delivering the most affordable and efficient services. Some important plans are missing, and not all plans line up well with BFT’s investment and project list. In the past, some approved projects have not moved forward. BFT has a chance to improve this process from start to finish and across all departments.

• For each plan, create a list of the data needed, along with the department that handles collecting and maintaining that information.
• Develop standard operating procedures (SOPs) for handling data, including where data are stored, how often data are updated, and how data are used in analysis.

• Review and update SOPs as needed.

Update and improve comprehensive procedures, data and evaluation processes, and financial processes.

To plan and deliver great service, BFT needs clear, consistent systems so everyone — from each department to every employee — knows their role and can easily work together.

• Implement findings from the review of SOPs.
• BFT will update how it buys new vehicles to make sure the choice of vehicle is the best for operations, maintenance, and future needs. This will help improve service and keep things running smoothly.

Invest in employee recruitment, training, and retention.

In the past, BFT has not invested as much in day-to-day operations compared to similar transit agencies. This has led to staffing challenges and made it harder to run services efficiently. Moving forward, BFT will need to hire enough staff to support the improvements recommended in the long-range plan so service can get better and stay reliable.

• Work with unions to allow cross-training so staff can fill different roles when needed.
• Ensure there are enough trained employees to carry out the recommendations in the LRTP.
• Keep track of employee training and development plans, plan for future leadership needs, and ensure staffing redundancy.

• Continue to keep track of employee training and development plans, plan for future leadership needs, and ensure staffing redundancy.

Regularly coordinate with jurisdictional partners through quarterly meetings.

BFT will meet quarterly with city and county partners to plan for road projects, detours, and better walking and biking access to bus stops. These meetings help BFT stay in sync with local goals and make sure transit stays safe and accessible as the region grows.

• Stay updated on future travel needs by monitoring regional travel demands to help plan better transit service.
• Work with local partners to make sure potential grant-funded transportation projects are included in official plans.
• Coordinate with cities and counties to ensure new developments include safe and easy access to transit.
• Collaborate with regional facilities like the Pasco Airport to improve amenities for transit riders such as ticket sales.
• Create a plan for future use of the Dale Avenue Park & Ride to better serve the community.
• Work with partners to address safety and operational issues.
• Explore partnership opportunities to support transit-oriented development at the 22nd Avenue Transit Center.

• Support updates to local zoning rules to allow more housing and reduce parking requirements near busy bus routes.
• Partner with places like the Pasco Airport to improve rider amenities, such as ticketing options.
• Work with cities to include transit-friendly features in new developments and the permitting process.
• Plan for new transfer points in Benton City, Southridge, and Prosser to better connect riders.

Regularly coordinate with neighboring transit agencies through Regional Transit Advisory Committee.

During initial LRTP outreach the public shared that better coordination between BFT and nearby transit agencies is important. Since the Tri-Cities are a key travel hub, working together can help riders get around the region and beyond more easily.

• Continue to work with other transit providers to keep intercity bus routes running smoothly and explore new routes options.

• Continue to work with other transit providers to keep intercity bus routes running smoothly and explore new routes options.

Strengthen BFT relationship with major employers.

BFT serves many large employers, each with different transportation needs. BFT aims to offer flexible, affordable services that better support workers in the future.

• Keep promoting BFT services that help cut down on driving and reduce emissions.
• Look into creating rideshare options with help from major employers.
• Hold a yearly event for employers to talk about upcoming transit changes, hear their needs, and find ways to work together.
• Provide transit service that works well for Hanford employees.

• Continue to promote BFT services, explore rideshare options with major employers, and host a yearly forum to hear from businesses and share updates.

Follow standardized process for evaluating and implementing PTBA changes.

As the Tri-Cities and surrounding area continue to grow, BFT will need to balance expanding services responsibly while making the most of public funds.

• Continue Board presentation of PTBA evaluation process.

• Continue Board presentation of PTBA evaluation process.