Contra Costa Transportation Authority (CCTA) – Office of Accessibility and Equity

Contra Costa Transportation Authority (CCTA) established an Office of Accessibility and Equity (OAE) to improve mobility for community members and formed a nonprofit coordinating entity that fosters collaboration and leads efforts to integrate all accessible transportation services in the county. For more than three years, this work has brought together community-based organizations, consumers, elected officials, transit providers and county staff with CCTA to implement programs such as a countywide, one-seat ride program; means-based fare programs; a medical trip shuttle; and a one-call/one-click system.

What makes this innovative?

Over the past 30 years, three accessible transportation studies in the community were conducted, all recommending significant changes in accessible transportation administration and operations; however, implementation was never achieved. Working with this legacy, CCTA and Contra Costa County conducted a fourth study, the Accessible Transportation Strategic Plan (ATSP). The ATSP included extensive outreach to the community and stakeholders. In addition to program recommendations, the ATSP recommended the creation of a “coordinating entity” (a nonprofit) to ensure prompt implementation, and CCTA created and staffed a new office, the OAE.

These activities have resulted in the establishment of a culture and mechanism for overseeing coordinated accessible transportation, reaffirming CCTA’s commitment to the aging and disability population in the county. The innovation uses a dual approach, 1) quick implementation of short-term initiatives and 2) creation of a permanent governance mechanism to support ongoing advocacy and oversight for accessible transportation. The OAE coordinating entity is a permanent forum where those with concerns, questions and issues about accessible transportation have a place to voice their thoughts.

Lessons Learned and Replication Advice:

› Category: Accessibility and CoordinationCreate opportunities for community feedback and dialogue. Development of the strategic plan offered opportunities for extensive public outreach which enabled stakeholders to communicate their concerns about funding and governance.

› Obtain commitment from a critical mass of elected officials throughout the county and commitment of staff time and funding. These commitments must occur when implementing a new plan and before securing funding.

› Be sure to account for any lessons learned from previous efforts to establish a coordinating entity and make accommodations in your plans, if necessary.