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Community Transit - Draft 2021 Transit Development Plan
Community Transit - Draft 2021 Transit Development Plan
Table of Contents
Section Page
Introduction ........................................................................................................................ 1
Community Transit’s 2021 TDP summarizes activities and accomplishments from 2020, outlines
agency goals and strategies for 2021-2026, provides a financial forecast for these years, and
identifies resources needed.
The Washington State Transportation Plan provides six goals to guide and prioritize the
activities of public agencies in developing and maintaining our state’s transportation system.
Community Transit’s service, priorities, and strategies in this plan align with the state’s
transportation goals, which are:
• 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.
1
Priorities & Strategies for 2021-2026
The COVID-19 pandemic reaffirmed the importance of public transit in providing people with
the mobility and access they need, and in supporting ongoing growth and economic
development across communities. While responding to the impacts of the pandemic,
Community Transit continues to work towards its top priorities:
• Increase ridership - ensure former riders feel comfortable returning to our services
and encourage new customers to use our services
The pandemic has impacted Community Transit’s ridership, and the agency has adapted
to respond to current needs and to plan for future needs. During the pandemic, 35% of
our riders have relied on our Swift Bus Rapid Transit (BRT) service. Our Swift network is
an essential service for many in our communities, providing critical access to local and
regional destinations including businesses, services and schools. As we move out of the
pandemic, and as our region continues to grow and light rail moves north, the need for
our bus rapid transit network will also grow.
• Provide equitable access to public transit across our service area, and expand our
public engagement and customer research programs
2
• Connect with Link light rail, first at Northgate in
2021, then Lynnwood, Mountlake Terrace and
Shoreline (2024 planning, Swift network buildout)
The travel needs of our communities were already changing before the pandemic, with
increasing growth, development and traffic as well as emergence of new technology and
mobility options. Although the long-term impacts of COVID-19 on commuters are
unknown, we see traffic patterns already returning to higher volumes, and while the
road network remains constrained, we continue to offer and research a variety of travel
and mode options.
Innovative public transportation services and delivery strategies may meet mobility
needs more effectively than regular bus service does in areas not well-suited to support
fixed-route transit, or where demand for travel innovation is unmet by traditional
service. Research and development is underway for new and flexible transportation
options that will connect communities in new ways, providing services that will both
integrate with, and provide alternatives to bus, BRT, commuter rail and light rail. We will
work with communities to understand local needs and pilot programs that offer
alternatives to fixed-route services. This may mean providing better-performing
connections to, from and between city centers, to serve rural communities, and to seed
new routes that would serve emerging markets.
3
• Continue to serve and evolve as an employer of choice, providing a safe, welcoming
and engaging work environment for all of our employees
Employees are Community Transit’s most valuable resource. Every day, hundreds of
dedicated people work hard to serve customers and our community in a variety of ways,
such as operating vehicles, maintaining engines, cleaning park & rides, helping
customers plan their journey, alerting riders to changing conditions, assisting drivers
with real time information, providing for safety and security, purchasing new
equipment, and planning and designing new services. Community Transit is known as an
employer of choice in the region, providing a great working environment and placing a
high value on employee satisfaction. This year, substantial effort has been placed on
keeping employees safe, supporting remote work, and transitioning to a safe return-to-
base plan. We implemented workforce health and safety measures such as health
checks, mask and social distancing requirements and more flexible COVID-related leave
policies.
Special consideration is also given to our Diversity, Equity and Inclusion (DEI) program,
engaging leadership and employees in updating our DEI goals and implementing a
strategic approach to achieving them. Continuing to invest in a high-quality employee
experience will be vital to delivering service and operational excellence as the agency
expands over the next six years.
Modernizing and expanding our base facilities is required for ongoing expansion of
service and the fleet and workforce that will operate and support it. We are strategically
planning for the unprecedented one-time federal funding that creates the opportunity
for major investments in four key areas: service improvements, strengthened financial
reserves, innovation, and an expanded capital program. Our Facilities Master Plan
outlines six phases of investments in improving and expanding our base and customer-
facing facilities.
Part of our commitment to environmental stewardship involves a fleet plan that will
transition to zero emission technologies. In the next couple of years, we are conducting
a feasibility study in that regard, and plan to allocate capital funds in the next few years
to start implementing the study’s recommendations.
4
• Begin the next phase of long-term planning to chart the agency’s course beyond 2024
and out to 2050 (Long Range Plan update)
Community Transit adopted its long range plan in 2011, articulating a 20-year vision for
transit in Snohomish County. The plan has provided a valuable framework for
integration of transit, land use and infrastructure planning around Transit Emphasis
Corridors, and has been a policy roadmap guiding Community Transit service decisions
and influencing planning by local and regional partner agencies. Its success and the
significant changes in service and funding since 2011 have resulted in a need to update
the plan to a 2050 horizon year, in alignment with Puget Sound Regional Council’s Vision
2050, so that it continues to be a valuable guide to the development of the multimodal
transportation network in Snohomish County and within the Puget Sound region.
Community Transit’s 2021-2026 TDP focuses on implementing these priorities and strategies
while remaining flexible to respond to the impacts of the COVID-19 pandemic. The following
sections describe the specific initiatives, projects, programs, services, facilities and resources
included in this plan.
5
PROPERTIES
The Agency
Community Transit is a special-purpose, municipal corporation providing public transportation
services. In 1976, Snohomish County voters created Community Transit 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, 2020, Community Transit’s PTBA has 607,522 residents, about 73% of Snohomish
County’s 830,500 population (Figure 3-1). The remainder of the county’s population resides in
Everett (112,700) and in less populated areas of north and east Snohomish County.
FIGURE 3-1
6
PROPERTIES
Vision: Travel made easy for all. Our daily focus is to make it easy for people to get places,
whether it is to and from work or school, to run errands, to access services, or to meet up with
friends.
Mission: We help people get from where they are to where they want to be. We think
holistically about our customers’ entire journey, which often includes experiences outside the
services we offer. We are an integral component of our community’s infrastructure, focused on
partnering with jurisdictions in our service area, other agencies, our community leaders, our
legislators, and our customers to make all components of travel easy, from beginning to end.
Core Values: Core Values apply both internally and externally, guiding how we treat each other
as well as how we interact with our customers, partners, vendors and our community. Our Core
Values represent what we should expect of ourselves as well as those with whom we work.
7
PROPERTIES
• Two elected officials from cities Community Transit serves with populations 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.
Board Chair Board Vice-Chair Board Secretary Board Member Board Member
Kim Daughtry Joe Marine Jan Schuette Jared Mead Tom Merrill
Council Member Council Member Council Member Council Member Council Member
City of Lake Stevens City of Mukilteo City of Arlington Snohomish County City of Snohomish
Board Member Board Member Board Member Board Member Board Member
Jon Nehring Lance Norton Sid Roberts Nicola Smith Stephanie Wright
Mayor Labor Representative Council Member Mayor Council Member
City of Marysville City of Stanwood City of Lynnwood Snohomish County
8
PROPERTIES
Agency Structure
Community Transit’s 2021 budget provides for the organizational structure and full-time
equivalent employees (FTEs) described below (Table 3-1, Figure 3-2):
839.5
794.5 805.5
758.5
700.5 166.5
171.5 176.5
154.5 26.0
136.5 25.0 25.0
20.0 105.0
19.0 102.0 100.0 100.0
96.0
9
PROPERTIES
Organizational Chart:
FIGURE 3-2
FIGURE 3-2
10
PROPERTIES
11
PROPERTIES
north and east Snohomish County. Eastmont and South Everett park & rides are only served by
either Sound Transit or Everett Transit.
There are also 15 park & pool lots in Snohomish County, with a total of 494 parking stalls. Park
& pools provide a convenient gathering place for the formation of carpools and vanpools. The
park & pool at I-5 and SR-531 is owned by WSDOT. The remaining fourteen park & pools are
leased by Community Transit from churches and other private parties. Some park & pools are
near Community Transit bus service and provide a parking alternative to some of the larger and
more crowded park & ride facilities.
12
PROPERTIES
1 Bicycle storage is in the form of lockers and racks: there are 5 bike spaces per bicycle rack.
Service Providers: ST= Sound Transit, ET= Everett Transit, IT= Island Transit, KCM= King County Metro,
SKAT= Skagit Transit
WSDOT = Washington State Department of Transportation
*Aurora Village Transit Center is listed under major facilities due to the regional nature of this hub and the frequency of
service.
13
PROPERTIES
Holy Cross Lutheran Church Lake Stevens Private Party Owner Provided 35
Mill Creek Community Church Snohomish County Private Party Owner Provided 30
North Creek Presbyterian Church Mill Creek Private Party Owner Provided 23
14
PROPERTIES
FIGURE 4-1
15
Service Characteristics & Fares
Community Transit operates three transportation modes: bus service, vanpool service, and Dial-a-
Ride Transit (DART) paratransit service. The agency also provides transportation demand
management and educational services.
Bus Service
Community Transit operates bus service that connects the majority of communities in Snohomish
County, as well as peak period commuter services to major destinations like the Everett Boeing
campus, the University District and downtown Seattle. Community Transit’s local bus routes
operate 365 days a year, and commuter services operate during peak commute hours on
weekdays.
Reduced Fares
Adult Youth ORCA LIFT (low income)
(19-64) (6-18) RRFP* (Seniors-65+, Disabled, Medicare)
Swift BRT $2.50 $1.75 $1.25
Local (100 & 200 series routes) $2.50 $1.75 $1.25
Commuter (400 & 800 series routes) $4.25 $3 $2
TABLE 5-1
*Regional Reduced Fare Permit
Under contract with Sound Transit, Community Transit also operates Sound Transit Regional
Express Bus Service between Snohomish and King counties.
Most Community Transit bus service is directly operated by Community Transit employees out of
the Merrill Creek Operating Base in southwest Everett. A portion of Community Transit’s commuter
routes to downtown Seattle and all Community Transit-contracted Sound Transit Regional Express
Bus routes are operated under contract with First Transit, Inc. out of the Kasch Park Operating Base
in southwest Everett.
Community Transit’s Long Range Transit Plan describes the bus service network as Core,
Community-Based and Commuter services. Maps showing the geographic extent of these service
types and descriptions of key characteristics follow.
16
Core Service
Community Transit provides frequent service on a
number of routes serving Transit Emphasis Corridors.
These core routes, which include Swift Bus Rapid
Transit (BRT) service, are in high-demand transit
markets, and provide frequent and direct connections
between various centers in the urbanized areas of
Snohomish County.
17
Other Core Routes
Other core routes in Community Transit’s system generally provide direct and frequent service
between major destinations (Figure 5-2). In addition to Swift, core routes include the 101, 105, 115,
116, 196, 201 and 202. These are the trunk lines of Community Transit’s local service network,
providing the fastest way to get between major destinations on the bus. Over time, some of these
corridors will transition to Swift service.
FIGURE 5-2
18
Community-Based Service
Community-based service feeds core service and connects outlying communities. Routes in this
category are less frequent, but more flexible than core routes, sometimes following a less direct
path to link smaller scale destinations. While not considered to be trunk lines, community-based
routes play a vital supporting role in the transit network.
Feeder Routes
In southwest Snohomish County, the Marysville-Tulalip area, and the Highway 2 corridor from
Everett to Monroe, local routes provide neighborhood connections and carry riders to core service
routes. We call these “feeder routes”. Feeder routes includes the 106, 109, 111, 112, 113, 119,
120, 130, 209, and 222 (Figure 5-3).
FIGURE 5-3
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Rural Routes
In less-densely populated areas of north and east Snohomish County, rural routes provide
important connections between outlying communities and the core service network (Figure 5-4).
Rural routes include the 220, 230, 240, 270, 271 and 280.
FIGURE 5-4
20
Commuter Service
Commuter service generally provides peak period, peak direction service for trips destined to and
from major activity centers. This service is comprised of in-county commuter routes serving Boeing
in southwest Everett and inter-county commuter routes to downtown Seattle and the University
District.
Commuter routes include the 107, 227, 247 to Boeing-Everett (routes 270/271 and 280 also include
select trips to Seaway Transit Center); routes 402, 405, 410, 412, 413, 415, 416, 417, 421, 422, 424,
425 and 435 to downtown Seattle; and routes 810, 821, 855, 860, 871 and 880 to the University
District (Figure 5-5).
FIGURE 5-5
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Vanpool/Ride-Matching
Vanpools are an efficient way to serve commuters whose
schedule or origin/destination are not conducive to regular
bus service travel. Vanpools serve commuter groups with an
origin or destination in Snohomish County. Community
Transit staff provides assistance to vanpool groups with
monthly bookkeeping, maintenance, emergencies, and any
other vanpool program issues. A staff person is on call 24
hours a day to respond to vanpool emergencies such as
accidents or breakdowns.
Community Transit is continuing to offer a new vanpool option to help facilitate first/last mile
connections with transit. Customers close the gap from home to work with a shared ride in a
vanpool. For those who commute on a bus or train, sharing a van is easy, fast and cost-effective.
Community Transit also offers ride-matching services throughout the region to those interested in
carpooling and vanpooling. Commuters are matched by where they live, their destination, and their
work schedule. When a person applies for a ride match, a list of others looking to share the ride will
be sent to them. In addition, their name is added to the RideshareOnline database of more than
25,000 commuters who want to share the ride within the Puget Sound region.
Vanpool rates are based on miles traveled, van size, and schedule (i.e. 5-day work week).
Table 5-2 is a sample of the current monthly rates:
22
Dial-a-Ride Transit (DART) Paratransit
For customers who cannot use our bus services due to a disability, Community Transit offers
comparable origin to destination paratransit service within 3/4 mile of all local bus service routes
during the hours of bus service operation (Figure 5-6). Community Transit currently provides DART
paratransit service to approximately 6,850 registered customers with disabilities. Paratransit
service requirements are directly tied to the local bus service network. As local bus service expands
or contracts in geographic coverage and operating hours, DART operations are adjusted
accordingly. A single fare of $2.50 is charged for DART service.
FIGURE 5-6
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Other Programs & Services
Van GO Program
Van GO originated in 2000, following route and service cuts after the passage of Initiative-695. On
February 3, 2000, Community Transit’s Board of Directors unanimously approved a new Van GO
Program, granting six wheelchair accessible minibuses and six 15-passenger vans to qualifying non-
profit organizations throughout Snohomish County, to assist seniors, disabled persons and youth
affected by service cuts.
Community Transit has since granted 158 vehicles to non-profit organizations in Snohomish County
through the Van GO Program, to provide transportation services to residents. Retired Community
Transit vans sold at auction generally net a few thousand dollars each for the agency. By granting
some of these surplus vehicles to community groups, they can continue to provide many times that
value in transportation services.
These programs help reduce traffic congestion and fossil fuel consumption, helping our existing
transportation investments perform better, and improving outcomes for new transportation
investments by developing the market for Community Transit bus and vanpool services.
TDM programs leverage funding through a variety of local, state and federal sources. This funding is
critical to develop, maintain and grow effective programming to encourage ridership throughout
the county.
Community Transit TDM programs and services target two primary audiences:
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▪ Congestion Mitigation (Curb the Congestion) – Residential Program
In partnership with Snohomish County, Community Transit helps residents, students and
commuters travel more efficiently and environmentally along and through congested
roadways throughout the Southwest Snohomish County Urban Growth Area.
Instruction is customized to meet individual needs and lasts anywhere from one hour to several
days — however long it takes the rider to feel safe and confident using Community Transit’s regular
bus service.
Group presentations and training are available for senior centers, residential facilities, adult family
homes, schools, and other organizations. These presentations provide a basic orientation to
Community Transit's bus system and other public transit options for Snohomish County residents.
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Regional Connections
Community Transit’s network includes important connections with several partner agencies at a
variety of regional transit centers and terminals. These connections include:
Sound Transit: ST Express bus at Ash Way Park & Ride, Canyon Park Park & Ride, Everett Station,
Lynnwood Transit Center, Mountlake Terrace Transit Center, Seaway Transit Center, the UW
Bothell/Cascadia College Campus and downtown Seattle, Sounder Commuter rail at Edmonds
Station, Everett Station, Mukilteo Station, and King Street Station in Seattle. ST Link light rail
connections are planned for Northgate Station starting in 2021.
Everett Transit: Everett Station, Mariner Park & Ride, Mukilteo ferry terminal, North Broadway
(Everett Community College/Washington State University), Seaway Transit Center, and the Swift
corridors.
King County Metro: Aurora Village Transit Center, Mountlake Terrace Transit Center, Seaway
Transit Center, the UW Bothell/Cascadia College campus, downtown Seattle, and the University
District (starting in 2021, connections to the University District will take place at Northgate
Station)
Washington State Ferries: Mukilteo and Edmonds ferry terminals
Tulalip Transit: Tulalip Tribes Reservation
Sauk-Suiattle DC-Direct Shuttle Public Transit: Darrington
Skagit Transit: Everett Station
Island Transit: Stanwood, Everett Station
Through regular, ongoing coordination and integration with partner agencies, Community Transit
works to maintain and improve inter-system connections to provide a convenient regional transit
experience for the riding public.
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2020 Activities & Accomplishments
Ridership
The COVID-19 pandemic resulted in a dramatic decrease in ridership in 2020 from the growth
trend the agency was experiencing in prior years. State “Stay Home, Stay Healthy” orders for
non-essential workers had an immediate and deep impact on all services, especially commuter
bus routes and vanpool. However, many essential workers continued to depend on Community
Transit service and the agency quickly adjusted to accommodate social distancing and other
safety requirements. We did not miss a day of service during the pandemic.
In 2020, Community Transit had 5,677,228 boardings on bus, DART paratransit and vanpool
service, representing a decrease of approximately 49 percent from 2019. Figure 6-1 illustrates
ridership by mode and performance center, with 5,305,854 regular bus service boardings,
301,987 vanpool boardings, and 69,387 DART boardings. Average weekday ridership was
18,414. Ridership on Saturdays averaged 9,307, while Sunday and holiday ridership averaged
7,089 riders.
May
June
August
October
November
March
Fixed-Route
April
December
September
94%
FIGURE 6-1
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2020 Bus Service (as reported to NTD)
Annual Revenue Hours Annual Revenue Miles Unlinked Boardings
TABLE 6-1
* Revenue hours reported to NTD include in-service time and layover time. These hours are higher than reported
in Section 7 for future service plans, which are based on in-service time only.
1,375,670
790,174 859,973
279,656
800,000
700,000
600,000
500,000
(COVID-19 impact)
400,000
300,000
200,000
100,000
0
Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20
FIGURE 6-3
28
2020 Vanpool (as reported to NTD)
Annual Revenue Hours Annual Revenue Miles Unlinked Boardings
64,964 2,075,348 301,987
TABLE 6-2
FIGURE 6-4
FIGURE 6-5
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Fleet
In 2020, Community Transit owned, operated, and maintained 306 buses, 461 vanpool vans and
52 DART paratransit vehicles. Our bus fleet is comprised of 30-foot, 40-foot and 60-foot buses
as well as 62-foot Swift BRT buses, and 42-foot double decker buses dubbed “Double Talls,” the
first of their kind in Washington State. The average age of our bus fleet is 7 years. Innovations
within our bus fleet include passive restraint systems for wheelchair users, on-board bicycle
racks on our Swift BRT buses and the agency’s first 40-foot diesel-electric hybrid buses. The
fleet by vehicle type in December 2020 is shown in Table 6-5.
DART Gasoline 52
& Diesel
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Bus Service
Community Transit remains steadfast in fulfilling the commitments made when voters
approved Proposition 1 to fund increased and new services in 2015. During 2020, expansion
plans were temporarily paused due to the COVID-19 pandemic. The goal was to maintain as
much service as possible in order to accommodate safe travel for essential workers and other
customers. In addition to the two main service changes in 2020, service levels were adjusted in
the spring and summer to respond to the pandemic travel conditions and regulations.
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Vanpool Program
Community Transit’s vanpool program added five active vanpool groups and continued offering
a vanpool option to improve a first/last mile connection between transit centers and residential
and employment centers. There are currently three vanpool groups using the new option.
During 2020, the vanpool program designed, tested and implemented a new self-exchange
maintenance program. Customers can conveniently drop off and pick up their van for
preventative maintenance anytime between 4 a.m. and 8 p.m., Monday through Friday. The
internal process between vanpool and the maintenance team also changed, improving
communications and improving vehicle turn-around time for customers.
In response to the COVID-19 pandemic, the vanpool program offered lower fares for customer
groups that were not commuting due to teleworking, to hold their vans, and provided safety
kits to all customer groups. The program also temporarily reduced ridership requirements from
five people to two people per van, to allow for physical distancing.
With an inventory of vans available for those in the community still commuting, a new
marketing campaign to promote Vanpool service to essential workers was launched. Work on
this campaign included optimization of Vanpool website content, such as simplifying pages for
readability, adding an interest form to the site for lead generation, and adding health and
safety messaging specific to Vanpool.
Capital Projects
Preservation Projects
During 2020, Community Transit made progress on or completed the following preservation
projects to maintain the agency’s operational and transit facilities in a state of good repair:
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Casino Road (Facilities Master Plan Phase 1): convert existing Casino Rd, unoccupied space,
into new Community Transit main administrative office building; relocating administrative staff
to allow for capacity expansion and renovation of Merrill Creek Operating Base.
▪ Completed design, began construction
Facilities Master Plan Phase 2: convert existing Merrill Creek Administration Building into
Transportation Operations Building, with expanded capacity, modern equipment and
technologies.
▪ Began design
Facilities Master Plan Phase 3A: expand the west end of the Merrill Creek Operations Base,
increasing capacity to include all vehicle types, and modernizing equipment.
▪ Began design
Seaway Transit Center was funded through a State Regional Mobility grant, FTA Small Starts
grant and local funds.
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Swift Green Line Corridor Stations
The Swift Green Line project included construction of 31
BRT stations at 16 intersections in the corridor and a
terminal station at Canyon Park Park & Ride. Amenities
include the uniquely branded Swift shelter design, benches,
wind screens, 10-inch raised curbs for near-level boarding,
ORCA fare card readers, ticket vending machines, maps and
customer service information and electronic real-time
passenger information signs. Concrete improvements to
the adjacent road lane provides a durable platform for
Swift buses stopping at the stations.
Community Programs
This community-based transportation mobility solutions program launched in fall 2019 with a
pilot project in Lynnwood. Community Transit is actively working with the City to develop
innovative and cost-effective mobility solutions. The goal is to provide new travel options that
integrate with new emerging technologies and existing bus service. The goal for this first pilot
project is to test a new mobility option in early 2022 that will complement existing
transportation services to help people get around the city.
34
In May 2020, Community Transit collaborated with regional transit partners to create and share
public service announcement-style videos and print ads that sought to reassure the community
and encourage them to stay home, stay healthy, and support transit as an essential service.
Safety messaging work continued throughout the year, along with preparation for a marketing
campaign to expand those messages to a wider community audience.
During 2020, Community Transit’s Marketing Division adapted much of their ongoing outreach
and education work to allow for social distancing. Training sessions for Employee
Transportation Coordinators (ETC), as well as ETC networking meetings, were shifted to a
hybrid of video training and virtual meetings. The annual Commute Options Award luncheon
also pivoted to an online event.
With much to learn about commute behaviors during the pandemic, and in an effort to inform
commute trip reduction programs in the future, the Marketing Division worked with WSDOT to
conduct a survey of employer worksites in the fall of 2020. The survey had 7,856 total
participants and reflected the major impacts of the pandemic on commute habits.
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Fourteen multi-family communities joined this program during
2020, and program staff anticipate growing to 30 community
partnerships by the end of 2021.
While the pandemic resulted in the agency pivoting how and when it recruited, it continued its
focused outreach and recruitment efforts to maintain interest and remain in contact with
candidates to support agency attrition and future growth. Employee hires during 2020 included
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twenty drivers, four journey level workers and twenty-three various support roles. Vacant
positions were reviewed and filled unless there was a viable interim solution, in which case they
were maintained but unfilled where possible.
Creative solutions were incorporated into recruitment efforts to maintain social distancing
while allowing candidates the opportunity to interview, interact and preview roles. Onboarding
activities were also held with equity and safety measures in place. Significant collaboration
within the various teams to ensure transparency and communication resulted in systems and
processes that were welcoming and within agency protocols.
Technology Improvements
To improve operations and enhance the customer experience, the following projects were
initiated, in-progress or completed during 2020:
• Next Generation ORCA: substantial completion of preliminary design, and 50% complete
with final design for the region’s Next Generation ORCA system with vendor INIT.
Completed first testing phases and began critical System Integration Testing (SIT) phase.
• Passenger Information Control System (PICS): this project has been significantly
completed in 2020, bringing real-time data quality metrics and historical performance
calculations to the system.
• Voice over Internet Protocol (VoIP): this system replaces the aging land mobile radio
system used by dispatch and coach operators. This system was fully tested in November
in December 2020, and is live on all fleets as of January 2021. System Acceptance
Testing procedures are underway and will be completed by mid-year 2021.
• Open Trip Planner pilot: procured and trialed a potential trip planner replacement,
accessible to both internal and external users. Determined Open Trip Planner to be a
viable replacement to the aging current platform (Trapeze ATIS) and recommended for
integration into the agency’s Digital Strategy.
• Customer comment system (branded internally as Connections): implemented an
Advanced Reporting Module which allowed for integration into the Data Mart.
Integrated Paratransit customer service team into Connections. Kicked off integration of
Connections and phone system, which will automate case creation when customers
phone in.
• Digital Strategies: completed design of Phase 1, rebuild of the corporate website (see
Section 7, Technology Projects for a detailed roadmap of the project).
• BusFinder implementation: officially launched new version of Busfinder in 2020.
37
Fares
In order to encourage social distancing, and in coordination with regional transit partners,
Community Transit temporarily suspended fare collection on all routes, including DART
paratransit services, in March 2020. Fare collection resumed on Swift routes on June 1, and the
remainder of service on July 1, 2020.
Planning Coordination
The following provides an overview of Community Transit’s representation on local, regional
and statewide organizations and committees to better integrate and align transportation plans:
• SNOTRAC, a coalition that advocates for safe, equitable and accessible transportation
services and solutions to better connect people and communities in and beyond
Snohomish County. Community Transit is a sponsoring agency and is represented on the
SNOTRAC Executive Board and Partners Group.
• Puget Sound Regional Council (PSRC) is the Metropolitan Planning Organization (MPO)
for the Puget Sound region that oversees the regional growth strategy and
transportation plan, as well federal transportation funding for King, Kitsap, Pierce and
Snohomish Counties.
Community Transit staff serve on the following committees:
▪ Bicycle Pedestrian Advisory (BPAC) ▪ Special Needs Transportation
▪ Regional FTA Caucus ▪ TDM Advisory
▪ Regional Project Evaluation (RPEC) ▪ Transportation Operators (TOC)
▪ Regional Staff (RSC) ▪ Regional Traffic Operations
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Community Transit is also represented on the Transportation Policy Board by an
appointed Board member.
• Coordination with Sound Transit for ST2 and ST3 planning and construction of Link light
rail and Stride Bus Rapid Transit projects. This includes: bi-weekly construction meetings
for Lynnwood Transit Link Extension, BRT Interagency group meetings for I-405 BRT and
SR-522 BRT, ST3 Integration meetings on access projects and coordination with
Snohomish County.
• ORCA Regional Electronic Fare Collection System is shared by six transit agencies and
the Washington State Ferries. This requires regular coordination. Community Transit has
representation on the following work groups: Joint Board (i.e. agency CEOs and general
managers), steering committee, site managers, fares and finance staff, business
accounts, operations, marketing, and public information officers.
• Other national, state, and local forums that Community Transit participates in are:
American Public Transportation Association, Washington State Transit Association,
Washington State Transit Insurance Pool, Economic Alliance Snohomish County, and
Conference of Minority Transportation Officials Washington State.
39
2021-2026 Services, Programs,
Facilities & Equipment
Before the COVID-19 pandemic, Community Transit’s plans called for significant expansion of
services, as well as research and development of new services and mobility options to meet the
diverse travel needs of our growing communities. In response to the pandemic and related
economic impacts, Community Transit developed financial forecasts that reflected a substantial
reduction in revenue, and as a result, implemented a series of cost-saving strategies. However,
this year’s projected revenue allows for service expansion plans to resume again and progress
over the next six years.
Focus on 2024
A significant milestone in our growth over the next six years is aligning and connecting bus
service with Lynnwood Link light rail in 2024. This major effort includes the development of a
2024 fixed-route network plan that provides improved connections between buses and light
rail, expands the frequent service network, adjusts service to changing markets and ensures
equitable access to service. Strategies include restructuring the existing commuter service,
evaluating underperforming routes to reinvest resources in an equitable and efficient way, and
recommending options for service innovations that complement the improved fixed-route
service.
The plan will be based on: an integrated planning framework, taking into consideration
Community Transit’s adopted Long Range Transit Plan, its Swift network vision, and the 2015
Proposition 1 vision; collaboration, both external and internal; data-driven decisions, based on
research, customer surveys, performance reports, demographic data and modern analytics; and
alignment with industry best practices.
Highlights of the plan development schedule are: partner engagement in Summer 2021, initial
public input in Fall 2021, a draft plan for public input in Summer 2022, and final service plan
adoption in Fall 2022. The implementation of the plan will be in phases between 2023 and
2026.
The agency will continue to evaluate services, programs and projects described in this plan,
adapting scope and implementation schedules according to available resources.
40
Research and Public Engagement
A major focus over the next three years is research and public engagement to inform priorities
in innovation, the development of new services, and the expansion and redesign of existing
services. This research program is an important component of achieving the priorities and
strategies described in Section 2 (Priorities & Strategies for 2021-2026).
Community Transit has contracted with a consulting firm to help the agency identify, prioritize,
and implement research and engagement initiatives. These efforts are likely to include a wide
range of customer and public engagement strategies including random selection surveys, in-
person intercept surveys, customer observation, phone surveys, focus groups, and statistical
analysis of big data.
Additionally, Community Transit is developing more robust policies and practices around
equitable public engagement in the agency’s various outreach and public participation projects.
This work will help create a framework for significant public involvement, by relevant identified
audiences, in the public participation process for major agency outreach efforts that will tie
agency decisions to the transportation needs of our communities. Consistent with the agency’s
Mission, Vision and Core Values, there will be an increased focus on ensuring that public
engagement seeks to include representative demographics appropriate to each project.
41
1
Source of data for 2020 Total Hours Scheduled is scheduled in-service hours, as included in annual
budget documents and planning forecasts. These numbers differ from the presentation of revenue
hours in Table 6-1, which includes layover hours as required for federal reporting to NTD.
*Since 2024 involves a major restructuring of service, service hours and fleet forecasts are subject to
change as more precise service modeling is completed, and a more refined estimate will likely be
available by 2023. Overall, customers will see a significant increase in the number of trips, in part due to
new service growth, and in part due to the increase in efficiency resulted from providing most of the
service in-county. The increase in scheduling efficiency will also determine an increased efficiency in the
utilization of our fleet resources.
In its March 2021 service change, Community Transit reflected a continued process of adjusting
to changing travel patterns, as well as restoring some service that was reduced earlier on in the
pandemic. The agency focused on weekday service and targeted increases to routes and times
where ridership data indicated a need for more capacity in order to maintain required social
distancing. These restored trips added approximately 3,900 service hours. Reflecting the
pandemic-related drop in congestion on I-5, approximately 4,600 hours in running time was
removed from several weekday routes.
This service change includes the restructure of the inter-county commuter service to the
University District in King County. Instead of traveling directly to the University of Washington,
the 800-series routes will take customers to the Sound Transit Link light rail at Northgate
Station, where they can connect with light rail to reach the University District and other King
County destinations. The agency will add 4,000 service hours on its 800-series bus routes to
improve frequency and connections between Link and Community Transit service. In addition
to the 800-series changes, Community Transit will add approximately 5,300 annual trips on bus
routes in other parts of the system experiencing significant ridership demand as travel begins to
resume in 2021.
Although the overall addition of service hours in 2021 is relatively minor, the changes represent
a significant shift in serving the University District, and highlight the opportunities presented in
the future, with Lynnwood Link light rail connections. Mitigating unreliable freeway travel times
with a shorter routes that connect with light rail service, Community Transit is able to add trips
and increase route frequency, offering a higher quality, more reliable network for its customers.
Connecting to Northgate Station is an early opportunity for Snohomish County travelers to
access the light rail system, expanding current service options.
42
2022 - 2026 Service Expansion Priorities
A significant effort is underway to prepare for a larger-scale restructure of the system in 2024.
From our new baseline 2020 service level, Community Transit plans to increase service by
approximately 27% by 2024, and by 34% by 2026, expanding and redesigning existing routes,
offering existing and new customers an improved system, with significant increases in service
options.
Priorities for service growth include:
• Redesigning the commuter bus network to serve Lynnwood City Center Station and
Mountlake Terrace Station when Lynnwood Link light rail opens in 2024.
• Implementing Swift Orange Line and Swift Blue Line Expansion: see details below.
• Restructuring local routes within the SR-527 corridor to better connect the Swift Green
Line with surrounding neighborhoods.
• Restructuring local routes along 164th St SW, 36th Ave W and 196th St SW in Lynnwood to
better complement the Swift Orange Line and provide more connections between Swift
and surrounding neighborhoods.
• Continuing to make improvements to local route frequency and span, new connections
and access in North and East Snohomish County. An example is a possible service
expansion in the SR-531 corridor in Arlington.
43
FIGURE 7-1
44
Swift Blue Line Expansion
The Swift Blue Line Expansion will extend Community Transit’s first BRT line to connect with
Link light rail at 185th Street in Shoreline by 2024 (Figure 7-3). Sound Transit is constructing a
Swift platform at its Shoreline North/185th Station to
facilitate this connection.
Phase 2, to be completed after 2024, will include additional speed and reliability improvements
in the Swift Blue Line corridor.
45
benefit the areas of North Snohomish County Region including the communities of Everett,
Marysville, Arlington, the Smokey Point transit hub, Tulalip Tribes, Quil Ceda Village, and the
regional Cascade Industrial Center.
Figure 7-4 illustrates the planned BRT network with the conceptual fourth Swift Line
shown at the top.
The scoping study planned for 2022 will define project scope, schedule, and cost.
DART Paratransit
During 2020, Community Transit changed its paratransit vendor. Transdev Services, Inc. has
more than 100 years of experience in North America and operates as one of the largest private-
sector multi-modal providers of public transportation in the country. In the first two operating
quarters of the new contract, Transdev has maintained an average of 96% on-time
performance. The Ecolane app for Community Transit DART will be available to our
customers. This new technology will improve the bus riding experience by giving customers the
opportunity to reserve, cancel, and view when their bus will be arriving on their mobile
devices.
The new contract establishes a forecast of 81,000 hours of service beginning in 2022. The
forecasted hours for 2021 were reduced as a result of decreases in demand from the COVID-19
pandemic. Community Transit’s DART service hours are illustrated below (Table 7-2).
Vanpool Program
There were 461 vans (including spares) in the fleet and 261 active vanpool groups at the end of
2020. The COVID-19 pandemic has impacted vanpool customer demand, reducing the number
of active vanpool groups and requiring adjustments to fleet planning. The program is also
researching options to begin transitioning the fleet to alternative fuel vehicles in the coming
years, with the first 5 electric-hybrid vehicles in operation in 2021.
46
Vanpool maintenance reserve will increase to 74 vehicles as spare/loaner vans, to ensure fleet
availability when the demand from the commuter market returns. The 2021-2026 forecast
assumes that all available vans (excluding spares) are assigned to active vanpool groups. Figure
7-5 illustrates total fleet and active vanpool groups through 2026.
A vanpool fare study is being conducted in 2021 with two primary goals: simplify the existing
fare structure and attract and retain riders. The results of the study could result in a
recommendation to change the current fare structure for vanpool in 2022.
The Van Go program is also continuing during this planning period, as vehicles are available.
The program is seeking to award up to 12 vehicles in 2021. Non-profit 501(c)(3) organizations
will have an opportunity to apply in early fall.
400
427
350
300
326
326
326
326
326
326
Vanpools
250
Active Vanpools
252
252
252
252
252
252
200
Total Fleet
150
100 (total fleet includes
50 34 vans for maintenance and
40 for future growth needs)
0
2020 2021 2022 2023 2024 2025 2026
FIGURE 7-5
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Innovative Services
Demand for non-traditional transit service is increasing. In areas that are not well-served by
fixed-route service, where geographical coverage service gaps exist, or where demand for
different options is high, we seek to complement traditional transit options by working within
our communities to develop alternative services to
meet travel needs. Innovative service options can
include microtransit shuttles, ridesharing
partnerships, real-time rideshare, community vans,
or other innovative ways to provide mobility
responsive options to fit individual community
needs. These services may also be less costly and
provide a higher value to some community members
than traditional fixed-route bus service.
Community Transit is actively working with the City of Lynnwood on our first pilot project to
develop innovative services. The goal for this pilot is to test a new mobility option in early 2022
that will complement existing transportation services to help people get around the city.
The process for implementing an alternative service in a community includes several steps:
selecting the community; evaluating transportation needs and barriers; developing service
options in partnership with the community; developing and testing of a suite of service options
uniquely tailored to the area, service and demand; and finally, continuing to improve services
and offering customer support (Figure 7-6).
FIGURE 7-6
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Marketing, Transportation Demand Management and Education
Programs
Repercussions from the COVID-19 pandemic are predicted to have long-reaching effects on the
economy, public perceptions and the choices consumers make. These challenges will continue
to require flexibility and will likely impact the methods used to reach people, their perceptions
of transportation options, and how we influence behavior change.
Projects for 2021 through 2026 include brand strategy work, transit awareness and ridership
campaigns, residential field marketing, employer program development, and marketing new
bus service options to include the Swift Orange Line and Link light rail connections.
We are committed to using our Marketing and Transportation Demand Management programs
as key channels for promoting transit as a vital public service and a safe, reliable transportation
option for anyone who needs to travel in our region.
49
Community Transit has secured funding from the Federal Highway Administration's Congestion
Mitigation and Air Quality Improvement Program (CMAQ) to maintain and grow this program
beyond the 2022 conclusion of our partnership with Snohomish County. This next phase of TDM
in Snohomish County will focus on awareness, education and marketing of service and
infrastructure improvements planned during that period — specifically the opening of
Community Transit’s Swift Orange Line and Swift Blue Line Expansion.
Service Promotions
Future marketing efforts will also be focused on developing and implementing plans to
promote use of our service and new product pilots, such as:
50
connections, with neighborhood-based education and awareness through field
marketing and broader community awareness through advertising.
Capital Facilities
Preservation Projects
Community Transit’s Capital program continues to address preservation and rehabilitation
during the next six years. The following projects are planned for design and construction within
2021 - 2026:
The TDP financial models inform plans for maintenance and replacement of capital assets
included in the TAM plan. This includes a vehicle model for rolling stock and a financial model
that includes all revenue, expense and reserve fund assumptions.
51
Bus Stop Program
Bus stops are the entry point through which every customer
accesses the bus system. Research has shown that the
quality, visibility and usability of these facilities is a significant
determinant of transit system ridership. As Community
Transit prepares to significantly expand bus service, we
recognize the importance of assessing our bus stop
infrastructure and amenities to determine where
improvements are needed. In this TDP, we are establishing a
new capital program reserve for bus stop improvements.
Funding for this program is initially set at $10 million for the 2021-2026 TDP. Scoping is
underway for a program that will assess current bus stop infrastructure, identify needs, and
prioritize a program of upgrades and improvements.
Service quality and reliability are an integral part of both our customers’ experience and our
operational efficiency. Community Transit plans to make impactful investments in
infrastructure, technology, and innovation that will improve service quality, ease of use, and
environmental sustainability. Community Transit will undertake careful study and long range
planning over the next two years to develop a visionary and thoughtful approach informing
specific programming recommendations in that regard, and incorporate them in our planning,
budget, and future TDP updates.
52
• Phase 2 – design and renovate the Merrill Creek Administration building for
transportation employees and occupy in 2023.
• Phase 3A – design and renovate the Merrill Creek Operations Maintenance Bays. A
previously approved hoist replacement project has been incorporated into this phase of
the facilities master plan. Renovations include the addition of six maintenance bays.
Completion is anticipated in 2024.
• Phase 3B - design and renovate the Merrill Creek Operations Offices. Completion is
anticipated in 2025.
• Phase 4 – Kasch Park upgrades and renovations
• Phase 5 – Vehicle Storage/Training Facility to be completed in 2022
• Phase 6 - Ride Store Remodel & Improvements to be completed in 2024
TABLE 7-3
Fleet
Following is a summary of overall fleet growth by mode and a detailed breakdown of vehicle
replacement and expansion by type and year.
Fleet expansion during this planning horizon includes 21 60-foot articulated buses for the Swift
Orange Line and Blue Line Expansion, and 13 for the future Swift Gold Line.
53
Revenue Vehicle Fleet Forecast
500 461
400
326 326 326 326 326 326
Vehilces in Fleet
0
2020 2021 2022 2023 2024 2025 2026
FIGURE 7-7
54
The results of this study will inform decision making regarding our
fleet replacement policy, procurement, technology, and it will
consider the financial and operational impacts of zero-emission
technologies available, including: battery electric, fuel cell, solar, or
any other emerging technology considered commercially available
during the time period of this study. It will also highlight the
necessary infrastructure, partnership, or ancillary costs,
performance, risks, and timeline for a transition.
Fuel Cell
c. Personalize the customer experience: use analytics and behavioral data to curate
a personalized digital user experience for Community Transit customers.
• Next Generation ORCA electronic fare collection system: complete final system design
in 2021, and begin transitioning to the new system in Q1 2022. Full implementation by
end of year 2022. Evaluate future phase development with regional partners.
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• Voice over Internet Protocol (VoIP) system: this system replaces the
aging land mobile radio system used by dispatch and coach operators;
complete system acceptance in Q2 2021, and a round of system
enhancements by the end of 2021.
• Open Trip Planner: implement, customize, and launch new trip planning platform
incorporated into Digital Strategy. Implement new ‘CallTaker’ module for Customer Care
team, replacing ATIS desktop client for customer support calls.
Employment
As Community Transit adjusts service, the agency will
adjust staffing to support trips on the road. The
greatest need will continue to be hiring additional
coach operators as service increases, more mechanics
to maintain a our fleet and other support staff to
support longer hours of operation and more facilities.
56
Regional Planning and Coordination
Community Transit will continue to participate in transportation and land use planning
discussions at the state, regional, county and local levels. This includes engagement with
partner agencies and jurisdictions in planning for future improvements to the regional transit
system, new stations, terminals and modes and their integration with our network. Examples of
this planning include:
57
Financial Plan
Community Transit looks forward to the next six years and beyond through the lens of
innovation and expansion. Federal stimulus funds and a quick economic rebound have provided
the agency with a unique opportunity to invest in both one-time transformative technology and
expand its base of service, to meet community mobility needs. Our strategy to achieve these
goals includes:
We will accomplish all this in alignment with the ongoing service expansion of our regional
transit partners.
Revenue
Retail sales tax provides funding for the greatest share of Community Transit’s operations. It is
collected on retail sales made within Community Transit’s public transportation benefit area in
Snohomish County, in the amount of 1.2%. It has traditionally made up 70% or more of the
total general fund operating revenue. Other operating revenue sources include fares and
contributions from federal, state, and local governmental entities. In addition, the agency earns
income from a service contract with Sound Transit, covering the cost of providing the service,
and from miscellaneous sources such as bus advertising, sale of surplus equipment, and interest
earned on investments.
During the pandemic, Community Transit did not experience a significant decline in sales tax
revenues. The 2020 actual collections, at $154.4 million, exceeded forecasts outlined in the
2020 TDP. The 2021 budget was set at a conservative sales tax revenue forecast of $121.5
million, was amended by Board action in June 2021 to $139 million, and will be amended again
in December to reflect the more positive trend. Current projections forecast sales tax revenues
growing at a rate of 6% from 2020 actuals, to $163.7 million.
58
The following graphic, Figure 8-1, illustrates the current sales tax assumption through 2026:
$250
$203
$200 $195
$188
$180
$172
$164
Millions
$151 $154
$150 $139
$100
$50
$-
2019 Actuals 2020 Actuals 2021 2021 Re- 2022 2023 2024 2025 2026
Amended projection Proposed Proposed Proposed Proposed Proposed
Budget
59
Operating revenue assumptions include:
• The change in sales tax revenue throughout the planning period is forecast as 6% in
2021, 5% in 2022, and 4% growth annually through 2026.
• Sound Transit – the revenue from this contract is dependent on the Operating
Agreement between Community Transit and Sound Transit. This forecast is subject to
change as Sound Transit revises its service plan. Changes reflect service reductions in
response to the economic recession, and integration with Link light rail in 2021
(Northgate) and 2024 (Lynnwood). Community Transit contracts with First Transit to
provide the service, and revenues from Sound Transit cover the cost of the contracted
service and the associated administrative costs.
• Fare revenue assumptions are adjusted from pre-pandemic forecasts for COVID-19
service reductions and ridership losses. The short and long term impacts of the
pandemic on ridership are unknown at this time. A fare study conducted in 2020
assessed revenue changes resulting from bus system integration with the Sound
Transit’s Link Light Rail expansion into Snohomish County. That assessment model was
used in projecting the fare revenue through 2026, using the actual 2020 revenue as a
new baseline.
• One-time federal stimulus funds have been accounted for in updated revenue forecasts.
This federal funding provides a significant one-time opportunity for Community Transit
to make impactful investments in technology, innovation, and infrastructure that will
improve service quality, ease of use, and environmental sustainability for years to come.
While this plan update begins to show the potential scale of that investment,
Community Transit will undertake careful study and long range planning over the next
two years to develop a visionary and thoughtful approach informing specific
programming recommendations for these resources.
60
Capital Grants (by year of award)
Capital projects are funded with federal, state and local funds. Table 8-3 illustrates the
approved and forecast federal and state grant funding sources. Funds are not typically available
in the year of award.
Expenses
Operating Expenses
The current projections allow for service expansion between 2022 and 2026, and the operating
expenses reflect new service, beyond pre-COVID restoration of service. In addition to new
service, operating expenses are forecast to increase due to inflationary growth in baseline
costs. Operating expenses includes bus service, DART paratransit, vanpool, service innovation,
and all supporting programs and administration.
• The annual growth in operating expenses for existing services, 2019 to 2020, was 1%,
and is projected to remain at 1% in 2021. The growth rate was adjusted to 3.3% for
2022-2026 to account for inflationary factors in the Puget Sound region.
• Operating expenses are projected to grow from $168 million in 2021 to almost $227
million by 2026, and new service hours added account for most of that growth.
• Operating expenses include $4.9 million in 2020, and $4.6 million in 2021 for COVID-19
costs. This includes, but is not limited to, increased costs for nightly cleaning and
disinfecting of vehicles, personal protection equipment (PPE), service recovery vehicle
costs, supplemental leave and premium pay.
Table 8-4 provides a summary of forecasted operating expenses through 2026, and includes the
cost of operations, baseline and new service.
61
Annual Operating Expense, All Modes, 2020-2026 (in millions)
2020 2021
Actuals Projected 2022 2023 2024 2025 2026
$157.3 $168.0 $169.4 $184.0 $200.1 $213.8 $226.5
TABLE 8-4
Responding to COVID-19
Community Transit entered 2020 in a strong financial position and reacted early and effectively
when the COVID-19 pandemic struck. To address potential impacts of the pandemic,
Community Transit undertook various strategies to ensure that its operations would fit within
forecasted revenue streams.
In addition to reductions in service levels and operational staffing, Community Transit also
adjusted paratransit and fixed-route service contractors’ compensation, as well as other
operating expenditures including staffing costs, professional services, fuel, and travel, to ensure
that the agency could operate within the most conservative scenario that was developed.
This early focus on cost control, along with continued increased federal assistance in 2021 and
2022, have allowed Community Transit to avoid any significant financial losses related to the
pandemic. Updated forecasts now provide financial capacity to support substantial service
expansion to accommodate returning ridership and integration with Lynnwood Link light rail in
2024.
Capital Program
Capital program priorities include State of Good Repair projects for fleet, facilities and
technology; Swift Program for buildout of the Swift BRT network; local capital projects, and a
new focus on Service Quality, Innovation, and Sustainability. As described above, financial
capacity for new capital investment has been substantially increased by one-time federal grants
and stimulus funding distributions.
The 2021-2026 TDP provides a conceptual understanding of the scale of this new capacity and
provides for major planning studies over the next two years that will inform more specific
recommendations for programming these capital investments in the 2022 and 2023 TDP
updates.
62
C
2020 2021
Capital Projects (in millions) Actuals Projected
2022 2023 2024 2025 2026
SWIFT PROGRAM
Swift Green Line 1.0
Swift Orange Line 3.3 1.1 81.0
Swift Blue Line Expansion 0.6 11.9
Swift Gold Line 0.2 6.0 67.5
Local Capital Projects 3.6 23.5 2.7 0.5 0.5 0.5 0.5
TABLE 8-5
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• Swift Blue Line expansion includes grant and local funding. Details are provided in
Section 7 (2021-2026 Services, Programs, Facilities & Equipment).
Community Transit maintains reserves in multiple funds. These reserves are designated for
operations, vehicle replacement, facility preservation, and expansion projects. Funds are also
maintained for workers’ compensation claims and debt service payments. The Facility and
Technology Expansion Fund represents funds designated for specific projects associated with
expanded services and technologies.
One important measure of the agency’s financial capacity is the “unassigned fund balance” in
the general fund that is available in each year of the plan for sustainability and expansion.
These are funds accessible for additional service, new initiatives, programs and projects after
fully funding current operating and capital obligations and required reserves.
The following graphic, Figure 8-2, summarizes Community Transit’s projected ending cash
balances by year:
FIGURE 8-2
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The following summarizes specific requirements for a selection of the reserves below:
Vehicle The locally-funded portion of costs to replace both vehicles for revenue
Replacement service and support. The balance in this fund is based on a calculation of the
anticipated lifespan of each vehicle, the forecast replacement cost at end-
of-life and the planned local funding share of that replacement cost.
Agency targets for local funding share of each vehicle type are: 20% for bus,
100% for vanpool and DART paratransit, 100% for support vehicles.
Facility & The Facility and Technology Expansion Fund includes capital funding
Technology designated for specific projects related to service or technology expansion.
(IT) Projects This includes expanding the Swift BRT network, operating base expansion,
the wireless communications system, Next Generation ORCA, innovative
initiatives etc.
In 2012, Community Transit hired the accounting firm Moss Adams to conduct a review of its
reserves. The report and recommendations dated October 1, 2012 were implemented in the
budget and Transit Development Plan. In 2020, Community Transit staff initiated a new reserve
study to re-assess the appropriateness of the current reserves and evaluate the level of
reserves needed by Community Transit. The study, which is being conducted by Government
Finance Officers Association, is nearly complete and will likely inform the 2022 Budget and next
year’s Transit Development Plan. This study will include updated, risk-based recommendations
and will contain a model to calculate a fuel reserve.
For the 2021-2026 Transit Development Plan, additional reserves have been added. These
include:
65
• A $50 million contingency for the infrastructure and vehicles that would be required
if/when Community Transit adopts Zero Emissions Vehicles technology.
• A $100 million reserve to address service quality, innovation and sustainability.
• A $10 million preservation reserve for Information Technology Replacement. This
amount will be updated in the future, based on the findings of the IT Asset
Management Study.
• An increase in operating reserves from two months operating expenses to six months.
• The reinstatement of the $5 million fuel reserve.
• Adjust the Workers Compensation reserve back to $5 million to reflect increased future
hiring of employees, which has an impact on claims reserves required as per actuarial
calculations.
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Appendix A:
Environmental Determination
The TDP provides a framework describing annual growth in hours of transit services as well as the vehicles,
personnel and facilities required to support this growth. The plan also gives an overview of new service
priorities through 2026, new initiatives and updates the financial plan. Some highlights from the plan
include:
A copy of the complete DRAFT 2021 6-Year TDP is available on Community Transit’s website at
www.communitytransit.com, under the “Projects” tab.
Proponent:
Snohomish County Public Transportation Benefit Area Corporation
aka Community Transit
Thomas Tumola, Manager of Planning
7100 Hardeson Road
Everett, WA 98203
Threshold Determination:
The lead agency for this proposal has determined that the proposal does not have a probable significant
adverse environmental impact on the environment. An environmental impact statement (EIS) is not
required under RCW 43.21C.030(2)(c). This decision was made after a review of the completed
environmental checklist and other information on file with Community Transit. This information is
available to the public upon request.
This Determination of Non-significance (DNS) is issued under WAC 197-11-340(2) and Community
Transit’s SEPA rules (Resolution 3-05). The lead agency will not act on this proposal for 14 days from the
date of issue. Comments must be submitted no later than 14 days after date of issue, by 5:00 p.m., July
16, 2021. Comments should be submitted to the responsible official at the address given below. The
responsible official will reconsider the DNS based on timely comments and may retain, modify, or, if
significant adverse impacts are likely, withdraw the DNS. If the DNS is retained, it will be final after the
expiration of the comment deadline.
Responsible Official: Roland Behee
Position/Title: Director of Planning and Development, Community Transit
Telephone: (425) 348-7100
Address: Community Transit
7100 Hardeson Road, Everett, WA 98203
Appeals to this determination may be made to the above responsible official no later than 14 calendar
days from the date of issuance of this DNS (July 16, 2021) by submitting a written statement requesting
an appeal, setting forth the information required by Community Transit’s SEPA rules (Resolution 3-05),
and paying the required fee. Those appealing should be prepared to make specific factual objections.
Contact the responsible official to read or ask about the procedures for SEPA appeals.
Auxiliary aids and services and communication materials in accessible format can be arranged with
sufficient notice by calling (425) 348-7100.
___________________________________________
Roland Behee, Director of Planning & Development
Appendix B:
Public Comments
Public Comment Period for the Draft TDP is July 1, 2021 – August 5, 2021
Public Hearing: August 5, 2021