This article originally appeared on the National Aging and Disability Transportation Center blog.
In the field of mobility management, success lies in the ability to see the whole board. Much like a chess player surveying the game from above, effective mobility planning requires a strategic, top-down perspective—one that considers each service, policy, and population as interconnected pieces within a broader system.
From this vantage point, the complex web of transportation services, community needs, funding streams, and regulatory frameworks becomes more than a set of disconnected challenges—it becomes a landscape of opportunity. When all the pieces are visible, thoughtful, strategic planning becomes possible.
This approach was exemplified in Planning District 9, a predominantly rural region of Virginia, located just over an hour southwest of Washington, D.C. There, the development of the Regional Transportation Collaborative (RTC) and the expansion of a One-Call/One-Click Mobility Center redefined the role of mobility management. No longer limited to reactive, program-by-program coordination, mobility management became a proactive, long-term strategy—one that anticipates regional needs, aligns existing resources, and deploys services with long-term sustainability in mind.
The RTC model enabled a shift from isolated, program-level thinking to a comprehensive, regional perspective. By stepping back and viewing the mobility landscape from above, planners could examine the full network of services, needs, and constraints across the region.
Rather than operating in silos—this model revealed how each component interacts within a larger system. It highlighted service overlaps, uncovered unmet needs, and exposed untapped opportunities for collaboration.
Much like a chessboard, every program and resource plays a unique role. Some offer wide-reaching capacity, while others serve critical niche functions. When aligned strategically, these elements work together to create a coordinated, efficient, and responsive mobility system.
*Multiple program vehicles lined up for a volunteer event; vehicles leveraged through RTC’s partnerships and creative grant applications.
Understanding the dynamics of a regional mobility program requires intentional and creative stakeholder engagement. The RTC model incorporated participatory strategies that invited stakeholders to actively contribute to mapping the transportation landscape.
Engagement activities included:
This interactive approach fostered shared ownership of the planning process and collected valuable insights often overlooked by traditional planning methods. When stakeholders are involved in the development of strategies, they become more invested in their success.
Transportation programs often involve numerous moving parts, creating complexity that can hinder coordination and access. To address this, the RTC functions as both a mobility compass for the public and a centralized coordination hub for service partners.
Through a single point of contact—individuals can access trip scheduling, fuel assistance, Medicaid transportation supports, and other mobility services. Simultaneously, providers benefit from shared data systems, coordinated scheduling tools, and real-time support, reducing redundancy and promoting stability across programs.
Centralized mobility management does more than maneuver components—it connects them, ensuring that services work in harmony to meet the diverse needs of the region.
Effective strategic planning requires the ability to adapt to change. The RTC model was intentionally designed with scalability at its core, enabling it to respond to evolving circumstances—whether that means shifts in funding, demographic changes, or service disruptions.
By leveraging modular technology, cloud-based infrastructure, and flexible staffing structures, the system maintains functionality while adjusting to new demands.
Scalability in this context is not about size—it’s about agility. The ability to shift resources and strategies without destabilizing operations ensures long-term resilience and relevance.
The RTC model embraces a non-competitive, “triple win” approach to partnership—one that benefits the program, the partner organization, and the broader community. Rather than competing for limited resources, this collaborative framework fosters shared goals and strategic alignment.
Examples of successful partnerships include:
These alliances strengthen the overall mobility network, extend limited resources, and increase program resilience. When partnerships are treated as strategic assets—not just supportive additions—they become some of the most effective tools in advancing efficient mobility solutions.
*Gary Pinson, long-time VolTran Vice President and Volunteer Driver, receiving a “Legacy Award” for his significant contributions as both a driver and advocate for regional mobility improvements and programs. Also pictured: spouse, Mrs. Pinson (left) and VolTran President Linda Stouffer. VolTran is a robust regional volunteer driver program and core partner of the RTC.
Mobility management is a dynamic process, requiring continuous evaluation and adaptation. To support long-term sustainability and responsiveness, the RTC operates on a five-year strategic cycle complemented by annual strategic review meetings.
Each year, the system undergoes a structured review to identify where service needs have shifted, what strategies are effective, and where realignment is necessary. These data-informed assessments support timely adjustments and enable forward-looking planning across the region.
In a program this complex, every move matters—and regular reassessment is essential to maintaining momentum and strategic advantage.
Modern mobility management has evolved to include strategic foresight—planning several moves ahead, aligning resources intentionally, and fostering cross-sector collaboration toward shared goals.
The RTC model demonstrates that with a comprehensive view, the right infrastructure, and strong partnerships, regional transportation systems can move from being merely responsive to becoming truly transformative.
Mobility management in the Rappahannock-Rapidan Region is a strategic process—positioned to view the entire game board, understand each piece’s role, and implement coordinated strategies that address needs and create successes for the entire community.
The strategy is in place. The tools are available. What’s your next move toward building a more connected, engaging future for mobility?
Author Bio:
Kristin Lam Peraza is Director of Regional Mobility Programming and Partnerships for the Rappahannock Rapidan Regional Commission. Leading Virginia’s first One-Call/One-Click Center and specializing in scalable mobility models, cross-sector collaboration, and innovative transportation solutions for underserved communities.
Have more mobility news that we should be reading and sharing? Let us know! Reach out to us (info@ccam-tac.org).
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