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METRO TRANSIT 537 0123456789 Metro Transit $2.5 Billion HEALTH AND HUMAN SERVICES LAW, SAFETY AND 19% JUSTICE 12% NATURAL RESOURCES AND PARKS 24% GENERAL GOVERNMENT 21% LOCAL SERVICES 3% METRO TRANSIT 21% Marine Division 1% MtMetro TitTransit 99% Due to rounding, figures in pie chart may not add to 100%. 538 0123456789 METRO TRANSIT INTRODUCTION Metro Transit is the region’s largest public transportation agency delivering 3.9 million hours of fixed‐ route bus service and more than 130 million rides each year across all products and services, including: Fixed Route Services: services that operate on predictable paths on pre‐planned schedules operated by Metro Transit, including bus, rail, streetcar, and water taxi. Contracted Services: services delivered under contract with Metro Transit that provide customized options to communities or populations, including DART and Access. Shared and Connected Services: services where Metro Transit acts as a mobility broker and may provide a vehicle, technology or support, including Vanpool, Vanshare, Rideshare, Community Access Transportation (CAT), Community Connections, and Alternative Services. These services are performed by the Department of Metro Transit. This new department was created from the former Metro Transit and Marine Divisions that were part of the Department of Transportation (DOT). The remaining divisions from the former DOT have been reorganized as follows: Fleet Administration and the King County International Airport are now in the Department of Executive Services and the Road Services Division is now in the newly formed Department of Local Services. All of the services in the Department of Metro Transit are supported by dedicated funding sources and provide the best possible public transportation services and improve regional mobility and quality of life in King County. 539 0123456789 540 0123456789 METRO TRANSIT METRO TRANSIT DEPARTMENT Mission Provide the best possible public transportation services and improve regional mobility and quality of life in King County. Overview Metro Transit is the region’s largest public transportation agency delivering 3.9 million hours of fixed‐ route bus service and more than 130 million rides each year across all products and services, including through: Fixed Route Services: services that operate on predictable paths on pre‐planned schedules operated by Metro Transit, including bus, rail, streetcar, and water taxi. Contracted Services: services delivered under contract with Metro Transit that provide customized options to communities or populations, including DART and Access. Shared and Connected Services: services where Metro Transit acts as a mobility broker and may provide a vehicle, technology or support, including Vanpool, Vanshare, Rideshare, Community Access Transportation (CAT), Community Connections, and Alternative Services. On December 11, 2017, the King County Council passed Motion 15026 providing guidance on the establishment of the Metro Transit department and organization priorities. As King County continues to see rapid growth in jobs and population, the region is counting on Metro to provide more and better transit options that are cost‐effective, equitable, and accessible to all. Becoming a department will help Metro Transit deliver its equity, sustainability, and safety priorities and strategic goals. 541 0123456789 METRO TRANSIT To achieve this, Metro Transit designed a d2D (division to department) process as an employee engagement and process improvement effort to help achieve three important objectives: 1. Grow Metro Transit’s organizational knowledge; increase opportunities for employees to participate and recommend workplace improvements; diversify perspectives; and create internal support for the department transition; 2. Improve processes, policies, and programs across all areas of Metro Transit’s business; highlight gaps and overlaps in existing processes and communications; identify ways of doing business differently; and 3. Create more responsive organizational and management structures to provide a strong foundation to accomplish agency priorities and strategies. The resulting departmental organization structure, as designed by employee‐led teams, is shaped as follows: General Manager Metro Transit Safety and Chief of EEO/Diversity Police Security Staff and Inclusion Deputy General Manager Vehicle Finance and Bus Operations Marine Transit Facilities Capital Employee Services Mobility Rail Division Maintenance Administration Division Division Division Division Division Division Division Division Challenges, Opportunities, and Strategic Issues The ability to meet Metro Transit’s mission to provide the best public transportation services and improve regional mobility and quality of life in King County is shaped by: Regional growth—After decades of consistent job and population growth, the Puget Sound Regional Council expects the region to add over 1 million more people and 800,000 more jobs by 2040. This growth limits the real estate available to expand roadway capacity and increases the demand for fast, reliable transit, and other mobility service that is a challenge to deliver on congested roadways. Base capacity constraints—Current capacity to park and maintain Metro Transit’s fleet of 1,500 buses is strained. In order to meet planned future service delivery targets, the department will need space and facilities for 150 more buses in the near‐term, for another 250 buses by 2025, and for another 250 by 2030. This will require expansion of existing base capacity through the planning, siting, and construction of the equivalent of two more operating bases. Transportation innovations—The transportation market is rapidly changing. Rideshare and micro‐transit companies are changing an individual’s relationship with mobility through app‐ based, on‐demand access to transportation services. These business models disrupt the status quo and pose a choice: embrace and lead these innovations by facilitating new mobility partnerships or be relegated to the sidelines. Equity in mobility—Metro is committed to reducing historic disparities and addressing transportation barriers as described in the Equity and Social Justice Strategic Plan, 2016‐2022. This includes planning, developing, and delivering mobility solutions that provide access to 542 0123456789 METRO TRANSIT opportunities for people with low or no incomes, people of color, seniors, people with limited English proficiency, people with disabilities, and those who commute during non‐peak travel periods or live or work in rural areas. Customer information—Customers expect a seamless experience with more real‐time information on how to travel, connect between modes, and pay for services. Many platforms are being developed by public and private organizations to help connect the various available transportation services. Environmental sustainability—Transportation accounts for nearly half of all greenhouse gas emissions in Washington. As the largest public transportation provider in the Puget Sound region, Metro plays a key role in reducing the number of single‐occupant vehicles on the road and their associated pollution. King County’s 2015 Strategic Climate Action Plan update established a target of reducing countywide sources of greenhouse gas emissions (compared to a 2007 baseline) by 25 percent by 2020, 50 percent by 2030, and 80 percent by 2050. Fleet technology—Consistent with environmental sustainability goals but offering its own challenges, Metro Transit is taking steps to acquire 120 battery‐electric buses in the coming years, and to transition the entire fleet to battery‐electrics and trolleys powered by renewable energy as early as 2036. This commitment will inform how the department reconfigures and expands base capacity and system‐wide infrastructure. It will also require investments in current and future employees to ensure they have the necessary skills to maintain this fleet. Financial sustainability—Metro’s existing revenue structure is heavily (more than 50 percent) reliant on sales tax, which is a highly volatile revenue source. As a result of recent regional and state tax measures, the region is experiencing taxation fatigue. Metro faces additional revenue uncertainty as the City of Seattle contemplates its approach to transportation benefit district funding that currently supports almost 400,000 transit service hours and is due to expire in 2020. In addition, Metro’s current revenue streams are insufficient to provide the system and services outlined in METRO CONNECTS, Metro’s long‐term vision. Metro Transit is guided by adopted plans and policies including: METRO CONNECTS (Metro’s long‐range vision, 2017) Strategic Plan for Public Transportation 2011‐2021 (Metro’s policy direction, 2015) Fund management policies (financial guidance to direct investments, 2016) King County Metro Service Guidelines (prioritization and implementation guidelines for the delivery of transit services, 2016) Countywide plans, including the King County Strategic Plan, Equity and Social Justice Strategic Plan, and Strategic Climate Action Plan Metro has also embraced the following values in delivering its mobility system: Keep the system safe and make it safer Deliver great service Improve service reliability Make Metro a great place to work 543 0123456789 METRO TRANSIT With a METRO CONNECTS adopted 2040 vision of 6 million hours of fixed route transit service, an aligned Capital Improvement Program, and a diverse portfolio of mobility services,
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