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CityThread_Report_BainbridgeIsland_052523Accelerated Mobility Playbook (AMP) Bainbridge Island, WA Phase 1: Readiness Assessment May 25, 2023 AMP Overview 4 Executive Summary 5 Urgency for Change 7 A Vision for Mobility 9 Readiness Assessment 11 Mobility Network Analysis 12 Coalition & Partnership Effectiveness 16 Messaging and Media Trends 20 Action Plan 23 An Accelerated Goal 24 Generating Momentum 25 Phase 2: Playbook Initiation 27 Phase 3: Network Activation 28 Appendix 30 Tactic Menu 30 Interview List 35 About City Thread 37 For the purposes of this report, we may use “bicycle network,” “bike network,” and ”mobility network” interchangeably. While some cities and experts may differ in opinion, when we use any of the above phrases, we are referring to on-street infrastructure that is built to specifically accommodate bicycles, scooters, and other individual mobility devices. TABLE OFContents 4Bainbridge Island AMP AMP Overview Transportation, mobility, and access improvements offer cost-effective solutions to the challeng- es cities face, but traditional methods of planning, project development, community engage- ment, and messaging often leave residents searching for better answers, and the resulting proj- ects rarely achieve their desired intent. Improvements to the built environment take too long to implement, infrastructure is disconnect- ed, and incomplete and poor messaging around projects creates fear and distrust, empowering a vocal minority of opposition. The Accelerated Mobility Playbook (AMP) provides a roadmap for accel-erating project delivery, completing network-focused implementation plans, and conducting authentic community engagement. It showcases existing popular support and enables leaders to get ahead of opposi-tion and neutralize misinformation. The AMP is divided into three distinct phases. The phases build on each other — rooted in the trust, collaboration, and mutual support among key stakeholders needed to accelerate project deliv- ery. Phase 1 of the AMP is both an audit of a city’s current state of practice and an action plan for im- proved implementation and partnership. This phase is presented in two parts: ●A Readiness Assessment details the results of an audit conducted by City Thread to benchmark the current mobility environment. Understanding the current practice of proj- ect delivery, capacity of city staff and local partners, backing from elected leadership, intensity of community support, and philanthropic engagement allows City Thread to iden- tify challenges that will affect accelerated implementation and the creation of effective partnerships. ●An Action Plan outlines opportunities to improve mobility network implementation meth- ods, build lasting and effective partnerships with community stakeholders, and amplify existing public support for changes to the city’s streets. The recommendations include suggested campaign objectives, budget guidance, and next steps for community action. With the AMP action plan in hand, Phases 2 and 3 follow. It is in these phases that work begins to build a diverse coalition of community supporters, launch a supportive media campaign, develop a process for rapid project delivery, and accelerate the construction of complete mobility net- works. 5Bainbridge Island AMP Plan, design, and construct 15 miles of connected, active mobility corridors by 2026. Executive Summary Today, leaders in cities big and small face a daunting mix of challenges. In addition to the daily operations needed to keep a city running, public officials are tasked with pressing issues of population growth and decline, climate change, income inequality, economic vitality, and public safety. Bainbridge Island leaders are proactively looking for ways to address these challenges. Bainbridge Island’s investments in off-street trails and slow neighborhood streets provide a solid foundation for a city- wide mobility network that is connected, comfortable, and convenient. By successfully implementing the adopted Sustainable Transportation Plan, the City can significantly improve connectivity and safety. The future of Bainbridge Island and mobility are inextricably linked. A pleasant climate, picturesque surroundings, and active neighborhoods provide an ideal environment where bicycling, walking, and public transit can flourish. In recent years, community-based programs to improve the health, prosperity, and sustainability of the city have increased support for providing people with more and better coordinated options for getting around. City Thread interviewed 26 stakeholders, examined planning and communication documents, reviewed relevant public meeting agendas and minutes, and surveyed media channels and messaging strategies being used in the Bainbridge Island area to prepare this report. The pages following this Summary provide more detailed findings and themes. This Accelerated Mobility Playbook (AMP) provides a dynamic, accelerated approach to help Bainbridge Island achieve its adopted goal: The AMP works first to align the interests of community stakeholders and municipal departments, resource all those parties to maximize the potential of the private/ public partnership, and move collectively towards rapid completion of the mobility network. 6Bainbridge Island AMP Organizing Supporters The most effective coalitions engage with residents with diverse viewpoints, representing interests outside of mobility infrastructure. With an intentional diversification strategy, Squeaky Wheels, in partnership with aligned community organizations, has the opportunity to mobilize the community in a way that encourages businesses, elected officials, and residents to view mobility as an urgent need. Accelerating Civic Engagement Building a safe, interconnected mobility network depends on gaining the support of people who drive everyday. Communication and outreach campaigns activate a new group of supporters in favor of mobility options. Audience research, public opinion surveys, and content branding help pinpoint public support for mobility solutions, present those results to decision makers, and share findings through local media outlets. Cultivating Local Messengers Effective messaging is only as effective as the messenger. A diverse coalition that represents Bainbridge Island residents is needed to authentically communicate the vision for active transportation and the associated benefits and tradeoffs. Proponents of the Sustainable Transportation Plan need only to identify those spokespeople and amplify their voices. Resourcing Strategic Partners Through close collaboration with municipal leaders and transportation departments, localized outreach activities diversify the base of support in neighborhoods. Healthy collaboration replaces adversarial interaction and creates working relationships built on trust and accountability. Building a Network, Quickly Existing community support and demonstrated political will is aligned, the Sustainable Transportation Plan is adopted. It’s possible to rapidly accelerate the pace of network implementation today. The resulting projects will be transformative, connected, and complete, meeting the community’s desire for transportation choices and improved safety. This Action Plan concludes with a set of customized recommendations that Bainbridge Island can use to improve mobility network implementation methods, build lasting and effective partnerships with community stakeholders, and amplify existing public support for changes to the city’s streets. A detailed plan for the subsequent Phases 2 and 3 can be found on pages 27−29. Bainbridge Island’s playbook is distilled into the following six strategies: Building Momentum and Connectivity The City of Bainbridge Island can capitalize on growing popular support for infrastructure improvements that make it safer and easier for residents to use bikes, low-speed mobility devices, or walking in the city’s neighborhoods. By aligning the development of the Sustainable Transportation Plan update with community partners, momentum can be focused on a City-led campaign for on-street network improvements. 7Bainbridge Island AMP Urgency for Change Leaders, in cities big and small, face a daunting mix of challenges. In addition to the daily op- erations needed to keep a city running, public officials are tasked with pressing issues of pop- ulation growth and decline, climate change, income inequality, economic vitality, and public safety. Most communities lack the resources and strategies needed to adequately tackle these problems, threatening the quality of life for residents and preventing cities from realiz- ing their full potential. Solutions to these challenges require careful planning and sus-tained management. Resources are scarce, and often don’t allow cities the flexibility to adapt solutions to their unique context and place. As a result, public agencies are overwhelmed by the scale of problems and can only offer bandaids as short- term solutions, deferring the conversation to another day, for a future advministration to tackle. Our challenges are connected. When populations increase rapidly, cities struggle to provide essential services such as housing, transportation, and public infrastruc- ture, leading to overcrowding, congestion, and decreased quality of life. Conversely, declining populations can lead to economic instability, a shrinking tax base, and a loss of talent and innovation. These population shifts can exacer- bate existing social and economic inequalities, observed by widening gaps in income, educa- tional attainment, and access to healthcare. Limited availability of low-and middle-income housing options, and a historical preference for low-density, single family residential homes places upward pressure on property values. Finding affordable housing forces many resi- dents to live further away from centralized em- ployment and cultural districts. Long term res- idents find it increasingly difficult to remain in their neighborhoods, while young professionals and seniors are being priced out of cities. Transportation networks become increasingly congested, leading to longer commute times, increased air pollution, and decreased safe- ty. For municipal leaders, aging infrastructure, increasing project costs, and limited staff capacity make it difficult to keep pace with the growing demands placed on public infrastruc- ture. Meanwhile, residents and business leaders face the reality of declining traffic safety, lim- ited parking options, crowding and overuse of recreational areas, and insufficient connectivity to the places they frequent on a daily basis. Cities must also grapple with the challenge of maintaining their cultural identity and unique- ness. Cookie-cutter solutions threaten tradi- tional cultural practices, and can lead to the homogenization of a community’s identity, and the displacement of people, neighborhoods, and civic pride. Looming above it all, climate change poses a significant threat to urban areas due to the concentration of people, infrastructure, and resources. Rising sea levels, extreme weather events, and heat waves are some of the climate change impacts that cities must address to maintain their viability. 8Bainbridge Island AMP Providing more mobility options can help. Cities that have developed and promoted complete, safe networks for biking, walking, and accessing public transit have made measurable progress in addressing the other challenges they face. While increases in biking and walking are far from the only solution, they are a cost-effective, time-tested, quickly implemented remedy that can be applied just about anywhere in the world. A connected network of mobility infrastructure allows people to get where they need and want to go without adding more cars to the road. The development of a complete, connected net- work does much more than improve mobility; it helps cities sustainably build on their success and ease the challenges they face. Bainbridge Island faces a daunting mix of challenges. Solutions to these challenges require careful planning and sustained management. • Bainbridge Island has experienced population growth and increased development pressure. Balancing development and growth alongside preserving natural resources, island identity, and sense of community is crucial for maintaining the city's charm and sustainability. • Addressing the effects of climate change, promoting renewable energy sources, and im- plementing sustainable land-use practices are necessary to mitigate the environmental chal- lenges facing the island. • There has seen a steep rise in housing costs, making it increasingly difficult for residents to find affordable and stable housing. These chal- lenges require support for initiatives that revi- talize neighborhoods while ensuring equitable access to housing and transportation. • Addressing social and economic disparities, promoting diversity and inclusion, and ensuring access to education, healthcare, and job op- portunities for all residents are crucial for build- ing a thriving and equitable city. • Trust in public governance has eroded where the City has failed to deliver projects that meet the expectations established during public engagement. Residents and business owners need a vision to unite around, a process that incorporates their feedback, and results that represent their needs. 9Bainbridge Island AMP A Vision for Mobility Adding to and increasing the use of low-cost mobility options is one of the roads community leaders must take to overcome the challenges cities face. Cities with safe mobility networks have made measurable progress at increasing the popularity of biking, walking, scooting, and skating for daily transportation. The development of complete mobility networks does much more than improve transportation. Cities that provide mobility options are widely recognized as great places to live and work, balancing the economic and tourism potential of the city with the needs and desires of local residents just trying to get to school or the grocery store safely. Good infrastructure doesn’t require bike riders, drivers, or pedestrians to navigate incomplete connections that force everyone into unsafe and confusing situations. Instead, improved infrastructure helps us move forward together by relieving traffic congestion, increasing mobility and opportunity for residents, and making our city feel more alive and livable. Our transportation problems are too big to be solved by any one solution. We know that thinking about transportation needs as a whole will make cities more livable—no matter how people choose to get around. When carefully planned and constructed, mobility infrastruc- ture can help everyone get where they need to go with the greatest safety, reliability, and the least amount of hassle. In cities with many transportation options, people make choices that give them the most control over their schedule. Having these op- tions opens up opportunities for everyone—for job opportunities, commuting, recreation, and health. Build a Network A mobility network is a completely connected, comfortable system of sidewalks, trails, bike lanes, transit stops, and accessible public spaces that allow people to travel safely, comfortably, and reliably without using a car. Everyone, no matter if they bike, walk, scoot, drive, or use an assisted mobility device, can get where they are going with the greatest safety and the least difficulty because everyone’s traffic flow needs are met through careful planning and smart construction. The street network allows drivers to travel anywhere in their community without needing to think much about where they are going or how they will get there. Complete mobility networks offer the same flexibility to people who don’t drive. Connect People and Places A mobility network can only be successful if it connects residents to popular destinations like schools, parks, trails, employment centers, libraries, grocery stores, community centers, and museums. In most cities, there are good pieces of a network: a shared use path or two, some appealing neighborhood streets, and maybe a protected bike lane on a major corridor. Too often, though, these projects stand alone and fail to help users fully reach their desired destinations. By increasing the connectivity of the network, cities create more equitable access for increasingly diverse populations and offer more 10Bainbridge Island AMP choices on how residents move through their community. Improve Comfort and Safety The design quality of the network matters. For decades, traffic engineers assumed that people on bikes could almost always share the road with cars or that intersections are best left without marked crosswalks. However, a striped bike lane on a street with fast traffic isn’t an appealing place to ride for most people, and putting a pedestrian crossing sign along a busy thoroughfare doesn’t make it a place where parents want to cross with their children. For a mobility network to attract the widest audience of users, its most fundamental attributes should be comfort, safety, and convenience. Thoughtful design and route selection give people of all ages and abilities the real option to leave their cars at home. By increasing the popularity of biking, walking, scooting, and skating for daily transportation, Bainbridge Island can in- crease opportunity for everyone. • The Public Works Department is committed to implementing the city’s Sustainable Transpor- tation Plan, a document that establishes prior- itization and selection of future mobility proj- ects. This plan highlights the need for improved safety, public engagement, and equity in its implementation. • City staff understand that a connected net- work of mobility infrastructure will allow people to get where they need and want to go without adding more cars to the road. They have a short- term implementation plan and an imperative to deliver quality projects. • Although they are not aligned on the out- comes, community partners are eager to engage with the City of Bainbridge Island on a robust implementation strategy. A strong community of stakeholders including mobility advocates, schools, and businesses are present and passionate. • Bainbridge Island has a robust network of neighborhood and community groups - a prime audience for new ideas, aspirational messaging, and positive reinforcement in support of the Sustainable Transportation Plan. The AMP begins with an audit of the existing mobility landscape in Bainbridge Island. This audit includes an evaluation of ongoing mobility projects, existing partnerships, examples of community-based support, and the City’s ability to deliver transformational projects. City Thread relies on insight from individuals involved in the process, current plans, public records, and case studies of past projects to get a deep, personal sense of where mobility- based projects are succeeding, and where improvements could be made. This analysis includes three primary areas of focus: mobility network implementation, partnership and coalition effectiveness, and messaging and media trends. Readiness Assessment 12Bainbridge Island AMP The Mobility Network Today The future of Bainbridge Island and mobility are inextricably linked. A pleasant climate, picturesque surroundings, and active neighborhoods provide an ideal environment where bicycling, walking, and public transit can flourish. In recent years, community-based programs to improve the health, prosperity, and sustainability of the city have increased support for providing people with more and better coordinated options for getting around. The development of a complete and connected mobility network in Bainbridge Island is essential to meet the City’s goals: reducing transportation-related GHG emissions, ensuring equal access and opportunity to all residents, creating denser and more affordable housing, and improving individual and community health and well- being. These goals are supported by officially adopted policies that guide decision-making and funding by City leaders: reduce carbon emissions by 90% by 2045; eliminate all traffic fatalities and severe injuries by 2045; and reduce drive-alone trips to 40% of mode share by 2045. Over the years, road diets, trails, and traffic calming measures have been installed throughout the city. Yet large gaps in the network remain and many existing routes do not meet standards for a low stress, all ages and abilities user experience.The City is highly engaged with its community outreach, engaging with advisory committee members and various interest groups throughout project development. Unfortunately, no single community-based organization holds a vision that is shared universally by other community supporters. As a result, elected officials and city staff are left to advance projects with uncertain backing. There is confusion about the role different groups play in community development and advocacy efforts. This leads to frustration from community members who participate in public meetings, but don’t see their feedback reflected in the final projects. The result of this practice is confusion and mistrust among residents and a growing sense that compromise will not be tolerated. The completed facilities demonstrate important progress, but the network still remains sparse and disconnected. As a result, biking and walking in Bainbridge Island is inconsistent and not intuitive. A Plan for Future Mobility There is tremendous work being done to enhance the safety and connectivity of Bainbridge Island’s streets. The urgency of climate change combined with the adoption of the Sustainable Transportation Plan has created the impetus to improve safety for all users, particularly vulnerable non-motorized users, across the island. The Sustainable Transportation Plan provides leaders with the necessary guidance and vision for creating a transportation network that improves mobility and safety for all users while respecting the character of Bainbridge Island. However, implementation is segmented into more than 90 individual projects, spread among seven different program areas. It is unclear how these named projects align with the city’s annual budgeting process or which 13Bainbridge Island AMP departments are assigned to lead their implementation. There are no mechanisms in place today for evaluating the status or tracking named projects. City staff have a clear starting point: a data- driven list of prioritized projects exists, has been vetted by community members, and adopted by City Council. The recommended projects are realistic and progressive. City staff should be able to move forward quickly, knowing that the identified projects are rooted in the needs, desires, and culture of Bainbridge Island residents. However, the expertise, knowledge, and professional judgment of city staff are not honored, stemming from a culture that is overly responsive to citizen feedback and a desire to reach consensus rather than compromise. Fractured decision-making and misaligned communications prevent city staff from The following challenges affect the pace and acceptance of efforts to reconfigure the city’s roadways: • City officials and community partners disagree on how best to implement the adopted Sustain- able Transportation Plan. Conflict over design choices, implementation methods, and predicted outcomes prevent projects from moving forward. • The City has limited staff capacity for the planning and management of a more robust imple- mentation schedule. Staff are tasked with multiple job duties, some of which are urgent public safety issues, leaving little time or resources for an intense multi-year construction effort that is not universally supported. • Currently, no dedicated funding sources are identified or assigned for complete network implementation. Pieces of the network are advancing, but those efforts only achieve piecemeal implementation and are hard fought to complete. • Completed projects fail to meet community expectations, and become the focal point for criti- cism. City staff express concern about designing safe facilities, maximizing visibility, and manag- ing conflicts with vehicles within the limitations of their existing funding and capacity. • The prioritization of active transportation over cars is not the norm in most neighborhoods. When roadway lanes are reconfigured, on-street parking is removed, and intersections change, there is a natural tendency for backlash, both from people using bikes and cars. • There is limited trust in the local government to effectively plan, engage and deliver projects that meet the needs of citizens. The city’s lack of resources for planning and project develop- ment results in inconsistent levels of community engagement and almost no communication, before, during, or after implementation. 14Bainbridge Island AMP fulfilling their charge: taking the adopted plan, setting priorities, communicating with residents, and quickly moving forward. Mixed messaging from mobility advocates, residents, and business leaders causes confusion among city leaders, slowing project development and delaying progress. City officials concede too much ownership of the public conversation to interested residents and organizations, rather than deferring to city staff tasked with implementation of the plan. The creation and adoption of the Sustainable Transportation Plan was the first step toward accelerating the City’s current implementation methods and moving towards a more connected future. The City of Bainbridge Island currently has the policy foundation, the political interest, and the public support to achieve ambitious mobility goals, it just needs to take action. The combined strategies of these efforts will address the city’s mobility needs with the urgency it requires, and will outline three key implementation elements: Neighborhood Connections Emphasizing a people-centered approach to transportation planning, the Sustainable Transportation Plan seeks to transform neighborhoods into multimodal communities where people and places are connected by bicycle, vehicle, pedestrian, and transit networks. Accelerating implementation will provide a tangible list of projects and mobility corridors that adhere to a new set of guiding principles: low-stress design, connectivity, access to destinations, and equity in decision-making. This plan will build on the precedent of the City’s adopted Vision Zero and Climate Action policies. Implementation Strategy A defined implementation strategy will outline the steps needed to select, scope, design, implement, and maintain standalone mobility projects, those integrated with other capital projects, and annual maintenance activities led by the City. This strategy will highlight the City’s implementation goal for the next three to five years, becoming the playbook for internal project funding and selection, as well as a tool for communicating and building external public support. Redefining Partnerships The availability of capital funding to construct projects, a healthy mix of forward-looking policies, or the presence of charismatic leadership are not sufficient on their own to guarantee a city will work quickly and successfully to improve mobility. Action requires a shared vision or goal among a variety of stakeholders. A short-term implementation strategy can serve as this vision, but organizing efforts to move quickly will be difficult to sustain until it is created and agreed upon. To be successful at any short-term implementation of the Sustainable Transportation Plan, the City will need to lead, bring capital resources to the table, and ask community partners to support their efforts. The template for partnership already exists, but the role of community partners as allies rather than adversaries is a notable change. 15Bainbridge Island AMP Network Guidance The following principles provide the framework for decision-making and measuring progress of complete mobility networks: Low-Stress Choosing to walk or bike should be a low- stress experience. The built infrastructure is the greatest influence on whether a person considers a route to be low-stress. Low- stress networks take many forms including protected bike lanes, shared use paths, bike boulevards, raised crosswalks, ADA ramps, wide sidewalks, street trees, and more. All low-stress networks are safe and comfortable for any user, of any age or ability. Connected Networks, by definition, must connect to each other, creating a continuous path of low-stress routes. By extending the existing low-stress corridors and then building the network outward, cities can avoid building discontinuous pieces here and there across its geography. Useful Mobility networks should provide people with access to daily destinations including jobs, healthcare, services, shopping, and schools. By providing access to meaningful destinations, bicycling, walking, or taking public transit can become a convenient and attractive option for travel. Equitable Infrastructure investment should be equitable across the city, with an emphasis on using these investments to increase the livability and access to jobs and services for historically underserved neighborhoods. Networks should be designed to be comfortable and appealing to a wide array of people, especially those that fall outside of the traditional bicyclist persona. This involves providing adequate operational space for people that move at slower speeds, users of other personal mobility devices - wheelchairs, scooters, skateboards, and more - and including traffic control elements that increase the safety, security, and usability of the mobility network. Timely Network improvements should be implemented in a timely manner to quickly transform the city’s streets. This will necessitate focusing on cost-effective design treatments and choosing projects along corridors with fewer constraints to advance design and implementation. Central to this principle are an efficient, coordinated City process and partnerships that lead to sustainable methods of project delivery and measurable results. 16Bainbridge Island AMP Partnership & Coalition Effectiveness Achieving network implementation goals are most effective when project delivery is supported by community-based organizations and leaders that are trusted by local residents. Long before a project is proposed in a community, city staff and advocacy partners should be working to build long-term relationships with neighborhood leaders. Mobility projects that develop in isolation are largely misunderstood by the public and difficult for even supportive elected officials to explain. A coalition model of organizing has been tested and used effectively in other cities to improve outcomes and sustain momentum for changes to city streets. The most effective coalitions engage with residents from a variety of distinct, but related viewpoints, representing not only mobility infrastructure, but also youth, safety, disability access, public health, affordable housing, social and racial justice, economic development, climate, environmental sustainability, and other community concerns. Bainbridge Island boasts a strong network of residents and community-based organizations that understand the benefits of mobility and connectivity. Stakeholders of all types, including city council members, business owners, civic leaders, and local residents connect transportation to the city’s challenges with housing affordability, traffic safety, climate, and workforce needs. A shared vision for mobility will unite and focus these stakeholders to action. What Works Well… • City Council members identify transportation as an important issue. Residents, business owners, and non-profit leaders are motivated to tackle mobility issues. • The Public Works and Executive Departments benefit from staff with extensive experience and expertise, and who are also Island residents. There is an opportunity to leverage City Council’s leadership and influence to offer more robust support for staff execution of an ambitious goal. • The Sustainable Transportation Plan provides leaders with the necessary guidance and vision for creating a transportation network that improves mobility and safety for all users while respecting the character of Bainbridge Island. What Doesn’t Work Well… • The city has many pressing needs that com- pete with transportation for attention and resources. Staff, City Council members, and partners will need to realign their strategies and messaging to broaden support, potentially creating push back. • No single organization holds a vision that is shared universally by other community sup- porters. Advocacy organizations do not cur- rently engage a sufficiently broad and diverse representation of Island residents. • Trust in the public process has eroded where the City has failed to deliver projects that meet the expectations of stakeholders, delayed im- plementationor offered limited communication about project plans. 17Bainbridge Island AMP City Council is balancing the imperatives of climate change, the need for more affordable housing, and improved transportation options with the barriers of funding and effective messaging. Polling, messaging, and coalition building in support of a clear and compelling vision will provide the city council with the support needed to deliver on community priorities. The Department of Public Works has the knowledge and experience needed to build high quality mobility networks, demonstrating an ability to complete prioritized projects identified in its current plan. The Sustainable Transportation Plan provides a data-driven list of prioritized projects that has been vetted by community members and adopted by City Council. Support from a broad and diverse coalition of community partners will boost the City’s capacity to deliver these projects. Finally, Squeaky Wheels, in collaboration with aligned organizations, can play a meaningful role in developing and advancing the City’s mobility goals. Selecting the right messengers - and the right messengers for different audiences (business leaders, parents, long- term residents, and other community-based organizations) - will be key. Philanthropic support is essential for resourcing participating organizations and developing a robust communication and messaging campaign that can accelerate the work. 18Bainbridge Island AMP Elected Leaders City Council members are aware of how mobility intersects with issues like affordable housing, safety, and climate. Council’s adoption of a Climate Action Plan and the Sustainable Transportation Plan demonstrate a commitment to increase the mode share of walking and biking. Council members are highly responsive to citizen complaints. Fractured decision-making and misaligned communications prevent city staff from fulfilling their charge: taking the adopted plan, setting priorities, communicating with residents, and quickly moving forward. Communication between city staff and council members varies according to the project. While the city manager holds the greatest power to speed the implementation of mobility projects, Council members can be important allies to a community coalition. Challenges for elected leaders include: • Multiple groups seeking changes to the city’s streets present mixed priorities to elected officials. As a result, Council lacks clarity on how best to move forward, making it difficult to build momentum or partnership. • Many residents don’t know how or when to effectively engage City Council with opportunities to improve their neighborhoods and local streets. • Elected and civic leaders lack data on public support that would allow them to confidently back more difficult projects in the face of opposition; maintaining the (insufficient) status quo is often easier than managing change. City Staff The vision described in the adopted Sustainable Transportation Plan should provide needed direction to Public Works staff. However, implementation is segmented into more than 90 individual projects, spread among seven different program areas and it is unclear how these named projects align with the city’s annual budgeting process or which departments are assigned to lead their implementation. Staff have the expertise to deliver this ambitious roster of projects, but don’t feel fully supported by elected officials to lead projects effectively. A culture of avoiding controversy will need to be challenged to meet ambitious goals. An inconsistent public engagement process makes it difficult for community partners to engage meaningfully. Challenges for city staff include: • It is unclear where about half the funding needed to implement the Sustainable Trans- portation Plan will come from. There are no mechanisms in place today for evaluating the status or tracking named projects. • City departments have a clear and effective process for public engagement, but do not use it consistently on all projects. • projectInterventions from Council members and unclear lines of decision making prevent staff from fulfilling their charge: taking the ad- opted plan, setting priorities, communicating with residents, and quickly moving forward. 19Bainbridge Island AMP Mobility Organizations Bainbridge Island has a robust bicycling community but is divided into multiple factions with differing degrees of comfort on existing roadways and infrastructure. Squeaky Wheels strives to provide a place for everyone, and would benefit from broader and more diverse membership and partnerships with aligned community organizations focused on mobility and access more generally. Such a coalition, led by Squeaky Wheels, could be tapped to provide additional education and outreach on infrastructure projects. Squeaky Wheels has its supporters and detractors in the community, but is generally viewed as a good partner, particularly among neighborhood groups and other community- based organizations. Finally, while those advancing mobility options include a healthy swath of the Bainbridge Island community, they don’t speak with a unified voice. As a whole, this community’s interests, passion, knowledge and capacity would benefit from a more vigorous partnership with other stakeholders based on collaboration toward a shared goal. Challenges for mobility organizations include: • Squeaky Wheels is working to be broad and inclusive, but is still a volunteer-led organization with limited capacity. A multitude of bicycling advocates with differing views on Bainbridge Island infrastructure outcomes creates an image of special “biking” interests that do not include all Bainbridge Island residents. • Bicycling is often linked to change and may be unsupported in some neighborhoods as a sign of changing character, different values, and/or decreased affordability. • City staff accustomed to a fractured advocacy landscape may undervalue the po- tential of productive partnerships with bicy- cling groups. Philanthropy Philanthropic organizations have a limited public presence on Bainbridge Island. Research and interviews did not reveal local funders demonstrating support for mobility-based activities or programs in significant ways, with the exception of the Bainbridge Island Parks & Trails Foundation. Strategies for resourcing AMP program efforts would focus on foundations that fund regionally and at the state level, and on major donors as areas of greater opportunity. 20Bainbridge Island AMP Messaging & Media Trends Building a safe, connected mobility network depends on gaining the support of people who choose to drive for every trip. Research suggests that interest in building mobility networks intensifies when it is connected to larger transportation improvements, strengthening its backing among the most critical audience: drivers. By changing how projects are framed and who benefits, proponents of this work can increase support and build momentum for future projects. Communications and marketing strategies are effective tools for amplifying existing support for mobility networks and building momentum for and bolstering elected officials and senior city staff during the implementation of mobility network projects. Current State The City of Bainbridge Island is committed to addressing the climate crisis, supportive of local businesses, and engages openly with residents. Communication celebrates sustainable living and the unique character of island life, and encourages its residents to actively participate in finding solutions to the issues the community faces. Stakeholders throughout the city, like the Bainbridge Island Chamber of Commerce and Downtown Bainbridge Island, successfully engage constituents on ways to collaborate and connect. City leadership, council members, and staff have experience in supporting bold, ambitious projects to completion. Efforts in response to climate-related emergencies and the COVID-19 pandemic have had effective communication campaigns and included diverse coalitions. There is an untapped and informal network of information sharing occurring on social media and email lists that could be influenced with strategic, focused messaging that would align the needs of business, education, and climate stakeholders. City staff was successful in the development and adoption of the Sustainable Transportation Plan. Establishing a communications plan for advancing and completing projects is foundational to sharing information, receiving public feedback, determining construction timelines, and identifying the benefits to the community. Communication about active transportation tends to focus on bicycling, climate initiatives, and infrastructure decisions. Messages fail to appeal to a large swath of Island residents because they are bike-focused, generally negative in tone, and lack tangible compromise that appeal to those less passionate about bicycle mobility. Average residents don’t have clear direction on how, who, and when to communicate. Stakeholders do not receive comprehensive information on mobility investments or how residents benefit from improved methods for getting around the city. Without vocal leadership on these issues, community partners and transportation advocates don’t have a unifying message they can use to build broad support. The real challenges of environment and affordability must be addressed with physical infrastructure, not abstract conversations. Today, mobility 21Bainbridge Island AMP messaging and public outreach is project specific and comes from a few dedicated Public Works staff. Not only is this inefficient and time consuming, it leaves questions about the city’s overall vision for a complete network for all road users. Unclear lines of communication between elected officials, residents, business leaders, and community organizations causes confusion among city staff, slowing project development and delaying progress. A culture of caution and lack of clear direction has left little incentive or accountability for the city to guide meaningful conversations about the future of neighborhood streets. The existing communication networks, media channels, and messaging strategies used in Bainbridge Island leave a lot of room for the insertion of new ideas, aspirational messaging, and positive reinforcement that can influence infrastructure work plans. There is an untapped and robust network of community and business organizations that could be engaged with strategic, focused messaging that would align the needs of a diverse coalition of stakeholders. Shift the Conversation Squeaky Wheels, and aligned community partners, has the opportunity to unite and mobilize the community in a way that encourages business owners, elected officials, and residents to view mobility as an urgent need rather than a simple amenity when it comes to policy, funding, and implementation. With a strategic vision and alignment among advocates and community development partners, a focused, inclusive, and compelling communications and messaging campaign can be a highly effective tool for bolstering public support and accelerating project development. In 2018, social marketing firm Neimand Collaborative, and their data analytics partner, Artemis Strategy Group, commissioned research across eight U.S. metropolitan areas to better understand mobility and the ways in which bike infrastructure can help people achieve their transportation goals. Although different in size, demographics, geography, and transportation resources, people agree that most cities are not easy to get around and desire better transportation options. Challenges for communication include: • Active transportation and bikes are viewed as a special interest group and not reflective of local residents' vision for their neighborhoods. • Without leadership from the City of Bain- bridge Island, many community partners and mobility advocates don’t have a message around which to build broad support. • Too much public debate is being led by community members rather than by city offi- cials tasked with Sustainable Transportation Plan implementation. • Extended project timelines for planning, design, and implementation of projects fail to establish realistic expectations, and are often viewed as a mismanagement of government resources. • Communications from projects fail to engage a broader audience – primarily people that drive – or demonstrate the benefits of proposed roadway changes to residents that may never get on a bike. 22Bainbridge Island AMP The research found that a 69% majority of voters support investments in better bike infrastructure. Even more impressive, this support increases to 81% when bike infrastructure is combined with other transportation improvements such as road maintenance, additional on-street parking, integration with public transportation, or improved sidewalks. Three-quarters believe that this comprehensive approach to transportation infrastructure would make their community more livable. Effective messaging is only as effective as the messenger. A diverse coalition representing Bainbridge Island residents, elected leaders, and community partners is needed to authentically communicate the vision for mobility and the associated benefits and tradeoffs. This message framework diverts from active transportation’s current marketing strategy that is tied to negative perceptions of bike lanes and people on bikes. Audience research is important to ensure the campaign is not just talking at community members, but connecting with them emotionally - inviting them to join through a call to action. After defining the audience and their top areas of concern, a broad and diverse coalition will be able to customize messaging to suit those objectives. In some markets, digital ads make more sense than others, as does specific messaging about safer streets for kids or less congested roads for drivers. This campaign would be deployed across a dynamic and diverse media roadmap that aligns with the city and coalition’s activity. With a diverse coalition in place, and messaging that resonates with residents, a marketing campaign can successfully activate residents to support reorganized streets. The campaign's call to action engages traditionally apathetic or less engaged residents directing their support to local leaders and decision-makers. This campaign would run in parallel with Phases 2 and 3 of the playbook. The City and community partners can out-communicate opposition when they deliver on the promise of building a safe, connected, and convenient mobility network. • Transition the use of “active transportation” to “mobility networks” in order to frame infrastructure as a solution for all modes of transportation. • Remember how few people use bikes as their primary mode of transportation and respect their choices. Don’t oppose cars; you need drivers to support mobility infrastructure. • Don’t be a "special interest" for bike lanes and biking; show your interest in mobility solutions for everyone without judgment. Instead, talk about how mobility infrastructure improves the lives of all — whether they bike or not. • Acknowledge the stress, confusion, and inconvenience of the current mobility environment and note that protected bike lanes and accessible sidewalks are part of the solution. • Position safe, comfortable, connected streets as a part of sustainability, smart growth, and climate action goals, alongside ways to preserve the unique character and identity of Bainbridge Island’s neighborhoods. Bainbridge Island’s Action Plan provides the strategies and tactics necessary to accelerate mobility network implementation. The Action Plan concludes with a set of customized recommendations Bainbridge Island can use to improve mobility network implementation methods, build lasting and effective partnerships with community stakeholders, and amplify existing public support for changes to the city’s streets. The recommendations include suggested campaign objectives, budget recommendations, and next steps for community action leading into the second and third phases of the Accelerated Mobility Playbook. Action Plan 24Bainbridge Island AMP An Accelerated Goal The availability of capital funding to construct projects, a healthy mix of forward-looking policies and long-term plans, or the presence of charismatic leadership are not sufficient on their own to guarantee a city will work quickly and successfully to improve mobility. The success of any city-wide initiative depends upon partnership and coordination among various community stakeholders. Elected officials announce and drive initiatives based on their public commitments. City staff use their technical expertise, public engagement activities, and capital funding to carry out these initiatives. Community groups educate and support city staff and elected officials on behalf of constituent needs. Effective partnership relies upon a shared vision among community stakeholders. Setting a long- term network implementation goal helps clarify what each partner is working to accomplish and aligns the diverse work of individuals and organizations into a singular focus. To be effective, this vision must be bold yet achievable. It should inspire partners to action and, when accomplished, sustain momentum toward future success. The goal of this Accelerated Mobility Playbook is action oriented: turning lines on a map into real projects. The desired outcomes of the AMP program would be: • The City of Bainbridge Island will advance 15 miles of priority mobility projects named in the Sus- tainable Transportation Plan, following a 3−year implementation strategy; • At least 80% of the new project miles are high quality, offering separation between motor ve- hicles and active transportation users of the network. The implementation of shared-use paths, protected bike lanes, and traffic-calmed neighborhood streets will be a primary focus of design and implementation; •The City of Bainbridge Island will allocate, at a minimum, $30M to support capital investment in these new network miles; • A robust community engagement strategy will reach more deeply into island constituencies to more fully reflect community needs in the planning and implementation of each new project. Com- munity partners will help neighborhoods develop sustainable methods of communication that keep the City accountable for delivering results. • Successful implementation of the adopted Sustainable Transportation Plan by 2027. 25Bainbridge Island AMP Generating Momentum Once a shared goal is established, the Accelerated Mobility Playbook works to quickly build cooperation between community partners, moving them to collective action towards their goal. The playbook is designed to overcome typical challenges that prevent cities from developing complete, safe mobility networks: • Resistance to changes in the design and function of public roads, particularly changes that are perceived as a threat to car use; • Concern that creating safer spaces for bicycling will reduce convenient parking options and hurt businesses that depend on easy access; • Perceptions that bicycling is a niche activity with minimal potential to improve mobility and reduce traffic congestion; • A negative image of people who bike as quirky, condescending elitists and not mainstream; • Limited funding options for transportation infrastructure, especially in the context of all other infrastructure needs within a community, including storm water drainage, parks, municipal buildings, schools, and roadway maintenance; and • Newspaper and social media comments that misrepresent public opinion by giving a small minority of citizens a prominent platform to express their personal opposition to bike infrastructure. The AMP provides a dynamic, accelerated approach to overcoming these challenges. It works first to align the interests of community groups with municipal departments, resource all those parties to maximize the potential of the private/public partnership, and move collectively towards rapid completion of the mobility network. Getting Started This action plan supports the full implementation of the adopted Sustainable Transportation Plan. This plan provides the foundation for building community support, demonstrating forward momentum, and allowing partners to work together in new ways. This playbook is designed to support the implementation of three distinct categories of projects identified in the Sustainable Transportation Plan: • Planned projects are those that are already in the City’s Capital Improvement Program. They are moving forward and are an important part of building the city’s sustainable transportation network. • Connecting Centers projects are new projects that will create a complete network of all ages-and-abilities facilities linking neighborhood centers and key Island destinations. • Easy Win projects offer something for everyone, addressing priority traffic calming locations and advancing a complete walking and rolling network across the Island. 26Bainbridge Island AMP With the AMP action plan in hand, Phases 2 and 3 follow to build a diverse coalition of community supporters, launch a supportive media campaign, develop a process for rapid project delivery, and accelerate the construction of complete mobility networks. The AMP deploys tactics in four strategic areas: Partnership Development To manage this multi-year action plan and build robust systems that enable sustained momentum, the AMP recommends opportunities to increase staffing capacity and support across all levels of local leadership. Participation in study tours and site visits provides opportunities to align partners on AMP program goals, see and experience the benefits of a connected network, learn from peers, and build relationships that will be instrumental to achieving the goals identified. Public Communications Audience research, public opinion surveys, content branding, paid marketing strategies, and earned media support help pinpoint public perceptions of mobility solutions, present those results to decision makers, and share findings through local media outlets. Public opinion research guides a messaging strategy that presents the benefits of multimodal choices for local residents and bolsters support for the acceleration of mobility network improvements. Community Outreach Thoughtful engagement of residents, non-profits, businesses, and other leaders in the community builds support for active infrastructure projects. Through close collaboration and cooperation with municipal leaders and transportation departments, local outreach activities diversify the base of support in neighborhoods where projects are being planned and increase the visibility of non-bicycle advocates. Implementation Support While the AMP recommends municipal partners be responsible for funding capital infrastructure expenses associated with network implementation, it also recognizes the need for technical expertise for crucial design, project management, communications, organizational, and strategy assistance in order to increase capacity for all the coalition partners. 27Bainbridge Island AMP JAN Conduct Focus Groups FEB Conduct Public Opinion Survey MAR Develop Creative Brief APR Finalize Mobility Plan & Project List MAY Hire Coalition Manager JUN Host Leadership Study Tour JUL Launch Coalition Mini-Grant Program AUG Launch Engagement Campaign SEP Begin Mobility Network Construction OCT Conduct Neighborhood Activations NOV Review and Refine Media Strategy DEC Review and Refine 2025 Implementation PHASE 2Playbook Initiation Phase 2 of the Accelerated Mobility Playbook focuses on establishing working relationships and systems of communications between all community stakeholders, strengthening the working relationships between city officials and community partners, and launching a public messaging campaign supporting accelerated project delivery. The activities of each quarter build towards a short-term strategy, culminating in a milestone event or accomplished task. Q1 2024: DEVELOP COMMUNICATIONS PLAN Resident focus groups and public opinion surveys inform a marketing and communications campaign that will support the coalition’s effort once network implementation begins. The strategy for timing, placement, and messaging of this campaign is matched against the implementation schedule developed by the City. Q2 2024: STRENGTHEN THE COALITION An individual or organization should be hired to lead and manage a branded coalition of supporting community organizations that will be the public face of community engagement and communications efforts. A delegation of key partners will travel away from Bainbridge Island to take part in a study tour. The study tour helps partners align on the AMP goal and frame a conversation on their unique roles and strategies needed to rapidly transform Bainbridge Island’s streets. Q3 2024: KICKSTART NETWORK IMPLEMENTATION The City of Bainbridge Island, and its coalition of community partners publicly launches the first wave of community engagement campaigns alongside project implementation. The strategy for timing, placement, and messaging of this campaign is matched against the implementation schedule developed by the City. Q4 2024: ADJUST THE IMPLEMENTATION PLAN Outreach and media intensity is reduced, moving the focus to making adjustments to media placement, developing additional collateral, and increasing the frequency and intensity of the messaging campaign. A renewal of audience research will inform any changes in public opinion necessary to adjust messaging. Timeline 2024 Budget: $560k-$880K The budget ranges presented for this phase include programmatic expenses needed to accomplish the tasks outlined in the above. These budgets do not reflect the municipal capital resources needed to construct infrastructure. 28Bainbridge Island AMP PHASE 3.1Playbook Initiation Phase 3.1 of the Accelerated Mobility Playbook focuses on expanding and diversifying support for implementing the Sustainable Transportation Plan, activating community supporters alongside accelerated project delivery by the City of Bainbridge Island, and celebrating project completion. Community engagement is organized in quarterly “sprints” that run parallel to construction efforts. Each sprint contains a similar set of activities, but are modified based on performance and need. Q1 2025: MOBILIZE THE COALITION Leading up to the start of construction season, coalition leader(s) will finalize work plans and outreach sprints, and launch the renewed paid media campaign. City crews will begin construction. Q2 2025: LAUNCH OUTREACH SPRINTS Working alongside city staff, coalition members will strategically align neighborhood activation and outreach activities to coincide with ongoing construction of the mobility network. A renewal of audience research will inform any changes in public opinion necessary to adjust messaging. Q3 2025: SUPPORT NETWORK IMPLEMENTATION With accelerated construction of the network underway, city staff may identify technical or community-based problems requiring the assistance of the coalition of community organizations. Outreach and support strategies will be flexible and adaptive to the real-time needs of city partners. Q4 2025: ADJUST THE IMPLEMENTATION PLAN Outreach and media intensity is reduced, moving the focus to making adjustments to media placement, developing additional collateral, and increasing the frequency and intensity of the messaging campaign. Refinements to the brief will be tied to effectiveness of calls to action and growth of community support leading into the next year. A renewal of audience research will inform any changes in public opinion necessary to adjust messaging. Timeline 2025 Budget: $880K-$1.4M JAN Engage Technical Consultants FEB Launch Paid Media Campaign MAR Network Construction Begins APR Coalition Outreach Sprint #1 MAY Conduct Neighborhood Activations JUN Conduct Public Opinion Survey JUL Coalition Outreach Sprint #2 AUG Launch Coalition Mini-Grant Program SEP Conduct Targeted Outreach OCT Coalition Outreach Sprint #3 NOV Review and Refine Media Strategy DEC Review and Refine 2026 Implementation The budget ranges presented for this phase include programmatic expenses needed to accomplish the tasks outlined in the above. These budgets do not reflect the municipal capital resources needed to construct infrastructure. 29Bainbridge Island AMP PHASE 3.2Playbook Initiation Phase 3.2 of the Accelerated Mobility Playbook continues the work of the previous phase: expanding and diversifying support for implementing the Sustainable Transportation Plan, activating community supporters alongside accelerated project delivery by the City of Bainbridge Island, and celebrating project completion. Community engagement is organized in quarterly “sprints” that run parallel to construction efforts. Each sprint contains a similar set of activities, but are modified based on performance and need. Q1 2026: MOBILIZE THE COALITION Leading up to the start of construction season, coalition leaders will finalize work plans and outreach sprints, and launch the renewed paid media campaign. City crews will begin construction. Q2 2026: LAUNCH OUTREACH SPRINTS Working alongside city staff, coalition members will strategically align neighborhood activation and outreach activities to coincide with ongoing construction of the mobility network. A renewal of audience research will inform any changes in public opinion necessary to adjust messaging. Q3 2026: SUPPORT NETWORK IMPLEMENTATION With accelerated construction of the network underway, city staff may identify technical or community-based problems requiring the assistance of the coalition of community organizations. Outreach and support strategies will be flexible and adaptive to the real-time needs of city partners. Q4 2026: COALITION CELEBRATION As construction efforts wind down, outreach and media intensity is radically reduced, allowing the coalition and its partners to reflect on the end of this multi-year campaign and celebrate the shared success of its outcomes. Timeline 2026 Budget: $880K-$1.2M JAN Engage Technical Consultants FEB Launch Renewed Media Campaign MAR Network Construction Begins APR Coalition Outreach Sprint #4 MAY Conduct Neighborhood Activations JUN Conduct Public Opinion Survey JUL Coalition Outreach Sprint #5 AUG Launch Coalition Mini-Grant Program SEP Conduct Targeted Outreach OCT Coalition Outreach Sprint #6 NOV Host Community Celebration Event DEC The budget ranges presented for this phase include programmatic expenses needed to accomplish the tasks outlined in the above. These budgets do not reflect the municipal capital resources needed to construct infrastructure. 30Bainbridge Island AMP Appendix Menu of Work Plan Tactics Interview List Menu of Work Plan Tactics Cities that commit to AMP Phase 2 and Phase 3 are undertaking a meaningful investment in time, expertise, political capital, and financial resources to rapidly accelerate the implementation of their mobility plans. To be successful, all stakeholders (city staff, elected officials, community organizations, and philanthropic partners) must work in partnership with each other and with the broader community. The following menu describes proven tactics for strengthening the coalition, aligning community partners, launching a messaging campaign, and kickstarting network implementation. 30Bainbridge Island AMP 31Bainbridge Island AMP PARTNERSHIP DEVELOPMENT To manage this multi-year action plan, and build replicable systems that sustain momentum, the AMP recommends opportunities to increase staffing capacity and support across all levels of local leadership. Participation in study tours and site visits provides opportunities to align partners on AMP program goals, see and experience the benefits of a connected network, learn from peers, and build relationships that will be instrumental to achieving the goals identified. Coalition Management Phase 2 & Phase 3 An individual or organization will be contracted to lead and manage the coalition’s path towards achieving its shared goal. This coalition manager will collaborate with local partners to align community-driven initiatives with the network implementation goals established by the City, issue opportunities for community-based organizations to propose and receive capacity-building funding, facilitate communications among local community partners, and activate coalition members to support network implementation. Coalition Engagement Phase 2 & Phase 3 Active participation in the coalition requires members to find value for their organization and themselves in this work. Therefore, dedicated funding that supports the activation of coalition members is paramount to sustaining involvement for the duration of the AMP program. Coalition members should have access to funding for capacity building and general operations in addition to any and all equipment, materials, supplies, and professional services needed to deliver outcomes consistent with the City’s network implementation. Study Tours Phase 2 Study Tours allow a small delegation of key coalition partners to take part in an immersive learning experience. Set against the backdrop of leading cycling cities, both domestically and abroad, these trips help coalition partners to align on the AMP goal and frame a conversation on the required strategies needed to rapidly transform their community’s streets. Drawing on the inspiration of global leaders, a study tour will help participants develop their own unique vision for a thriving city and define their role in making that vision a reality. Professional Development Phase 3 Local coalition leaders and community partners will be offered professional development and knowledge sharing opportunities that enhance their ability to participate in and affect the AMP program. These opportunities should be assessed on an as-needed basis and include attending conferences, peer gatherings, technical workshops, or similar events. 32Bainbridge Island AMP PUBLIC COMMUNICATIONS Audience research, content creation, paid media buys, and earned media strategies help pinpoint public support for mobility solutions, present those results to decision makers, and share findings through local media outlets. Public opinion research guides a public information strategy that presents the benefits of multimodal choices for local residents and bolsters support for the acceleration of planned mobility network improvements. Audience Research - Focus Groups Phase 2 & Phase 3 Focus groups identify the depth of community support for safer mobility options, test the resonance of messaging strategies, inform paid media efforts, and ascertain influence with key audiences. Successful focus groups will help build a base of knowledge to better understand how specific populations in the focus areas view bicycling and what types of messaging and marketing will be most effective in growing support for mobility infrastructure. Audience Research - Public Opinion SurveysPhase 2 & Phase 3 Representative surveys of registered voters evaluate the depth and focus of community support for increased and safer mobility options. Surveys are conducted by an established survey team with research experience in the targeted city. In addition to quantifying levels of support, this research can also be used to test message language, inform public information and marketing efforts, and determine effectiveness with key audiences for the duration of the program. Paid Media - Creative Development and Production Phase 2 & Phase 3 A recognized creative branding or advertising firm will utilize messaging insights developed from audience research, additional stakeholder interviews, and a review of ongoing creative campaigns to develop a creative brief. This brief will outline a recommended messaging strategy, creative concept, and media placement strategy for use locally. The approved creative brief is used to create compelling and creative marketing collateral that resonates with local residents and works within the designated format of selected media channels. These initiatives, at a minimum, will include video, digital, mail, and canvassing collateral. Paid Media - Media Placement and Monitoring Phase 3 Creative content will be distributed through established media channels in order to reach a wide swath of key audiences in the community. Media placement, frequency, intensity, and calls to action will be coordinated with municipal project delivery efforts. Earned Media Phase 2 & Phase 3 Earned media is a specific strategy with the goal of pitching proactive stories on mobility in the target city, placing key allies and spokespeople into coverage, and maintaining relationships and channels of communication with strategic media sources . Typically, this activity is planned and managed by a local, established consultant with deep relationships and experience working with professionals in local print, tv, radio and digital media. 33Bainbridge Island AMP COMMUNITY OUTREACH Thoughtful engagement of residents, non-profits, businesses, and other leaders in the community builds support for active infrastructure projects. Through close collaboration and cooperation with municipal leaders and transportation departments, localized outreach activities diversify the base of support in neighborhoods where projects are being planned and increase the visibility of community advocates. Neighborhood Activations Phase 2 & Phase 3 Deployed before, during, and after physical construction, targeted events will help residents locate and use improved routes for travel. Localized information will be deployed to build awareness and use, strengthen community-wide awareness, and message that mobility networks make the street safer and more efficient for all users. Strategies may include door-to-door canvassing, demonstration projects, neighborhood leader training, digital wayfinding tools, and supporting the creation of a wayfinding signage system for the bike network. Targeted Outreach Phase 2 & Phase 3 Focused efforts will be used to develop relationships with grassroots organizations and community-oriented leaders to broaden the base of support and connect the coalition’s shared goal to pressing issues like affordability, equity of access, pathways to employment, school safety, recreational access, and healthcare. Local outreach efforts may include initiatives that work to improve access to mobility devices, shared micro-mobility memberships/stations, safety equipment, knowledge and selection of better routes, safety education, establishing ambassadors and affinity groups, and access to affordable repairs. Neighborhood AmbassadorsPhase 2 & Phase 3 Local residents and neighborhood leaders will be hired to introduce residents to emerging mobility options through tabling or leading demonstrations at events, offering classes, hosting group rides or similar activities. Ambassadors work alongside the coalition’s broader outreach initiatives and in cooperation with other community partners to magnify the City’s infrastructure network development. 34Bainbridge Island AMP IMPLEMENTATION SUPPORT While the AMP recommends that municipal partners be responsible for funding capital infrastructure expenses associated with network implementation, it also recognizes that technical expertise for crucial design, project management, communications, organizational, and strategy assistance is sometimes needed to increase capacity for all the coalition partners. Process Design Phase 2 Consulting firms with significant experience and knowledge will assist with the reorganization of municipal engagement, planning, and implementation processes to accelerate network implementation. This team will work collaboratively with municipal partners to outline the timeframe, milestones, and resource needs required to boost the City’s ability to ramp-up its effort and sustain an accelerated pace of development. Community Engagement Phase 2 & Phase 3 Consulting firms or local non-profit organizations will be contracted to organize and execute all aspects of community engagement. The effort will include, but is not limited to, outreach to communities in the project area, coordinating community meetings, resident recruitment, door- to-door canvassing, and digital sharing of project information. Planning and Engineering Phase 2 & Phase 3 Consulting firms with significant experience and knowledge will be contracted to support the planning, design, and implementation needs of municipal partners. The consultants will provide task order-based services for various planning and design related activities that allow the City to increase the speed of implementation. Staff Augmentation Phase 2 & Phase 3 While not a common recommendation within the AMP program, additional FTE support is sometimes needed to complement and augment the ongoing operations of municipal departments tasked with accelerated project delivery. Planners, engineers, and community engagement staff may be required to increase the pace of project schedules and construction. The funding entity may grant funds directly to municipal agencies, or contract with private consulting firms. 35Bainbridge Island AMP First Last Title Organization Kim Leatham Steering Committee Member Bainbridge GreenWaysSusan Loftus Steering Committee Member Bainbridge GreenWaysStefanGoldbyPresidentBI Chamber of CommerceKelleKitchel-Cooper Executive Director BI Downtown Association Natalie Rodriguez President BI Downtown Association Barb Trafton Projects Director BI Parks & Trails FoundationPeterBang-Knudson Superintendent BI School DistrictPeterCorelisSenior Engineer, Capital Projects Div.City of Bainbridge IslandJoeDeetsCity Council Member City of Bainbridge Island HB Harper Planning Manager, Comm. Dev.City of Bainbridge Island Shannon Hays Communications Coordinator City of Bainbridge IslandBlair King City Manager City of Bainbridge IslandAnneLeSageEmergency Mgmt Coordinator City of Bainbridge IslandAutumnSalamackClimate Mitigation Officer City of Bainbridge Island Leslie Schneider City Council Member City of Bainbridge Island Ellen Schroer Deputy City Manager City of Bainbridge IslandChris Wierzbicki Director, Public Works City of Bainbridge IslandGregDronkertFounder and President Pacific Mobililty GroupDemi Allen Board Member Squeaky Wheels Alyse Nelson Board Member Squeaky Wheels Chantelle Lusebrink Executive Director Visit Bainbridge Island Mike Cox Resident Peter Harris ResidentRossHathawayResidentAlejandroHenaoResident Kent Scott Resident Interview List City Thread would like to acknowledge and thank the following indiviudals for their time and expertise that facilitated the development of this report. Their participation in focus groups, meeting, and individual interviews were critical components of the recommendations presented here. ABOUT City Thread ADDRESS 1550 Larimer Street, #863 Denver, CO 80202 PHONE (720) 466−5228 ONLINE info@citythread.org www.citythread.org City Thread is a national, non-profit 501(c)(3) organization working to connect people and communities. The City Thread team combines 50 years of experience in urban planning, marketing, communications, public participation, fundraising, grant making, community engagement, strategic planning, and campaign management. We collaborate with diverse teams of elected offcials, city staff, community leaders, funders, and residents to identify problems, brainstorm solutions, and develop a shared vision to accelerate mobility and place-based projects. Our custom strategies prioritize local coalition-building to develop organizations and launch campaigns that achieve success for everyone. Beginning in 2019, five U.S. cities pioneered use of the Accelerated Mobility Playbook to significantly advance the construction of their bicycle networks. Collectively, Austin, TX; Denver, CO; New Orleans, LA; Pittsburgh, PA; and Providence, RI constructed 335 miles of new, safe, and connected bikeways - moving projects from concept to completion in only 24 months. They are now on pace to fully build their planned networks 25 years earlier than expected.