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DRAFT 2019 Table of Contents DRAFT 2019 Table of Contents Section Page Introduction........................................................................................................................ 1 Priorities & Strategies for 2019-2024.....................................................................3 The Agency..........................................................................................................................5 Physical Plant and Properties.....................................................................................8 Service Characteristics & Fares............................................................................... 13 2018 Activities & Accomplishments ..................................................................... 24 2019-2024 Services, Programs, Facilities & Equipment.............................. 34 Financial Plan .................................................................................................................. 47 Appendix A: Environmental Determination of Non-Significance ...................... 51 Appendix B: Public Comments .......................................................................................... 53 Appendix C: Fuel Consumption and Accident Data .................................................. 54 Introduction I N T The Transit Development Plan (TDP) is required by Washington State, Revised Code of R O Washington (RCW) 35.58.2795. The plan is updated annually and submitted to the D U C Washington State Department of Transportation (WSDOT). T I O N Our plan summarizes accomplishments from the past calendar year, documents agency goals and strategies for the current and following five years, identifies needed resources and provides a financial forecast. The 2019 TDP provides a summary of activities and accomplishments for 2018 and outlines goals and strategies for 2019-2024. The Washington State Transportation Plan provides six goals to guide and prioritize the activities of public agencies in developing and maintaining the transportation system. Community Transit’s Guiding Principles describe core values for the agency that inform how we prioritize and accomplish work to achieve the agency’s mission of helping people get from where they are to where they want to be. These Principles align closely with, and work to implement, WSDOT’s Transportation Goals: WSDOT State Transportation Goals: Economic vitality – To promote and develop transportation systems that stimulate, support and enhance the movement of people and goods to ensure a prosperous economy. Preservation – To maintain, preserve, and extend the life and utility of prior investments in transportation systems and services. Safety – To provide for and improve the safety and security of transportation customers and the transportation system. Mobility – To improve the predictable movement of goods and people throughout Washington State. Environment – To enhance Washington’s quality of life through transportation investments that promote energy conservation, enhance healthy communities, and protect the environment. Stewardship – To continuously improve the quality, effectiveness and efficiency of the transportation system. 1 TRANSIT DEVELOPMENT PLAN 2019-2024 Community Transit’s Guiding Principles: Customer Focus - We create a convenient, easy and positive customer I N experience. T R Safety/Security/Environmental Stewardship - We keep people, property and O D U C environment safe and secure. T I O Operational Excellence - We deliver and continuously improve high quality N products and services. Financial Stewardship - We make every dollar count for the benefit of our community. Employee Experience - We value and inspire each other to achieve our mission. Equity and Inclusion – We align our policies, practices and resources so everyone has genuine opportunities to fully participate and thrive. Civic Engagement - We partner with others to build vibrant communities. Planning for the Future - We connect insights, ideas, and innovation to guide us toward our vision. 2 TRANSIT DEVELOPMENT PLAN 2019-2024 Priorities & Strategies for 2019-2024 G O A L S & Community Transit’s highest priorities over the next six years are to: S T R A T Provide easy access and connectivity to Sound Transit’s Link light rail E G I E Innovate to improve products and services that make travel easy and safe for all S Sound Transit’s Link light rail expansion is a multi- billion-dollar investment that is changing the way people travel. The arrival of Link light rail in Snohomish County in 2024 will create opportunity and drive increased customer demand for transit – connecting Snohomish County to King County and travel throughout the region. The travel needs of our communities are changing with increasing growth, development and traffic as well as emergence of new technology, and mobility options. Access to Link light rail and innovation and improvement of our products and services will encompass mass transit BRT and regular fixed- route bus as well as vanpool and DART paratransit (See Figure 2-1). Research and development is also underway for new and flexible transportation options that will connect communities in new ways, providing services that will both integrate with and FIGURE 2-1 provide alternatives to bus, BRT, commuter rail and light rail. Two important strategies that will enable Community Transit to deliver on our priorities are: Investing in the employee experience Modernizing and expanding our base facilities to support growth Employees are Community Transit’s most valuable assets. Every day, hundreds of dedicated people work hard to operate vehicles, maintain engines, clean park & rides, help customers plan their journey, alert riders to changing conditions, operate radios, provide for safety and security, purchase new equipment, and plan and design new services. Community Transit is known as an employer of choice, providing a great 3 TRANSIT DEVELOPMENT PLAN 2019-2024 working environment and placing a high value on employee satisfaction. Continuing to invest in a high-quality employee experience will be vital to delivering service and G O operational excellence as the agency expands over the next six years. A L S Modernizing and expanding our base facilities is required for ongoing expansion of & S T service and the larger fleet and workforce that will operate and support it. R A T E G Community Transit’s 2019-2024 TDP is a $1.5 billion service and capital plan focused I E S on implementing these priorities and strategies. The following sections describe the specific initiatives, projects, programs, services, facilities and resources included in this plan. 4 TRANSIT DEVELOPMENT PLAN 2019-2024 The Agency T H E Community Transit is a special-purpose, municipal corporation providing public A G transportation services. In 1976, Snohomish County voters created Community Transit E N C Y with an approved sales tax to support a public transportation benefit area authority (PTBA). Today, the PTBA encompasses most of urbanized Snohomish County, excluding the city of Everett. As of April 1, 2018, Community Transit’s PTBA has 587,366 residents, about 73 percent of Snohomish County’s population (Figure 3-1). The remainder of the county’s population resides in Everett (111,200) and in less populated areas of north and east Snohomish County. FIGURE 3-1 5 TRANSIT DEVELOPMENT PLAN 2019-2024 Community Transit’s Governing Body Community Transit’s governing body is a Board of Directors consisting of nine voting members from within the PTBA and one non-voting member as follows: T H E A G Two members of the Snohomish County Council E N C Two elected officials from cities Community Transit serves with populations Y of 35,000 or more Three elected officials from cities Community Transit serves with populations between 15,000 and 35,000 Two elected officials from cities Community Transit serves with populations of less than 15,000 One non-voting labor representative selected by the unions who represent some Community Transit employees. 2019 Board of Directors 6 TRANSIT DEVELOPMENT PLAN 2019-2024 Community Transit’s 2019 budget provides for 807 full-time equivalent employees (FTE) in eight departments (Figure 3-2, Table 3-1). T H Corporate Organizational Chart E A G Board of Chief Executive E N Directors Office C Y Legal Council Chief of Staff Communications Customer Planning & Administration Maintenance Transportation Technology & Public Affairs Experience Development Administrative Capital Application & Communication Customer Care Facilities Operations Coordination Development Data Services Controller, Government Customer Contracted Programs & Budget & Administration Infrastructure Relations Experience Services Projects Accounting Staff Public Affairs Vanpool & TDM Planning Vehicles IT Architecture Development Regional Human Transit Digital Products Programs & Resources Technology Projects Procurement & NOC & Service Marketing Parts Operations Risk Management & Security FIGURE 3-2 Approved Mid-Year Employees (Full Time Equivalents) 2018 Actuals 2019 Budget Operations 484 519 Vehicle Maintenance 102 102 Facilities Maintenance 19 24 Administration 153.5 162.5 Contractor – First Transit 68.5 93 Contractor – Homage Senior Services 83 86.5 Contractor – Snohomish County Sheriff’s Office 18.5 19.5 Total FTEs Agency/Contractors 758.5/173.5 839.5/173.5 TABLE 3-1 7 TRANSIT DEVELOPMENT PLAN 2019-2024 Physical Plant and Properties P ROPERTIES Operations/Administration Community Transit’s primary operating and maintenance functions
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