DRAFT AUGUST 27, 2020

Table of Contents
Section PAGE

Introduction........................................................................................................................ 1

Priorities & Strategies for 2020-2025 ..................................................................... 3

The Agency .......................................................................................................................... 6

Physical Plant and Properties ..................................................................................... 9

Service Characteristics & Fares ............................................................................... 14

2019 Activities & Accomplishments ..................................................................... 25

2020-2025 Services, Programs, Facilities & Equipment .............................. 38

Financial Plan .................................................................................................................. 54

Appendix A: Environmental Determination of Non-Significance ...................... 63

Appendix B: Public Comments .......................................................................................... 65
Appendix C: Fuel Consumption and Accident Data.................................................. 67
 Introduction
The Transit Development Plan (TDP) is required by Washington State, Revised Code of
Washington (RCW) 35.58.2795. The plan is updated annually and submitted to the

INTRODUCTION
Washington State Department of Transportation (WSDOT).

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 2020 TDP provides a summary of activities and
accomplishments for 2019 and outlines goals and strategies for 2020-2025.

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 priorities, strategies, and the projects and service increases in this
plan align with and implement the state’s transportation goals. WSDOT’s
Transportation Goals are:

 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.

In 2019, Community Transit refined its organizational Mission, Vision and Core Values.
The updated Vision and Mission reflects the evolution of our services as well as our
community and customers’ expectations. Our updated Core Values describe how we
approach our work and our interactions with others.

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Vision: Travel made easy for all. Our daily focus is to help people easily get places,
whether it is to and from work or school, to run errands, to access services, or to meet
up with friends. No matter where they are going or why; our number one goal is to help
them get there.

INTRODUCTION
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 have been refined to ensure they are easy to understand,
provide clear guidance, and represent what we should expect of ourselves as well as
those with whom we work.

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 Priorities & Strategies for 2020-2025

PRIORITIES & STRATEGIES

Community Transit continues to work towards its top priorities, while responding to the
impacts of the Coronavirus pandemic.

The agency’s top priorities remain:

 Provide easy access and connectivity to Sound Transit’s Link light rail.
 Innovate to improve products and services that make travel easy and safe for all.

Despite the impacts of COVID-19, Sound

Transit’s ST2 program to extend light rail to
Snohomish County continues on schedule. The
Link light rail expansion is a multi-billion-dollar
investment that is changing the way people
travel. Its arrival 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 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
FIGURE 2-1
unknown, the road network remains
constrained, requiring a variety of travel and mode options.

Community Transit’s priorities of access to Link light rail, and the innovation and
improvement of our products and services will encompass bus rapid transit (BRT),
regular bus service, vanpool and DART paratransit services (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
provide alternatives to, bus, BRT, commuter rail and light rail.

The transportation landscape is evolving, with changes in demand and technology,

driving customers to seek travel options that may go beyond traditional fixed-route
transit. Innovative public transportation services and delivery strategies may meet

3
mobility needs more effectively than regular bus service does in areas not well-suited to
fixed-route transit, or where demand for travel innovation is unmet by traditional service.
Community Transit can utilize its Community Programs process as an alternative to
fixed-route services in certain circumstances, to provide better-performing connections

PRIORITIES & STRATEGIES

to, from and between city centers, to serve rural communities, and to seed new routes
that would serve emerging markets.

The strategies that enable Community Transit to deliver on the priorities above are:
 Investing in the employee experience.
 Modernizing and expanding our base facilities to support growth.

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. 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 larger fleet and workforce that will operate and support it.

Because the pandemic is impacting Community Transit’s revenue and ridership, the
agency is working to maintain adaptability and flexibility to achieve agency priorities
while responding to an uncertain future. Actions the agency is taking in response to the
pandemic include:

 Implementing COVID-19 safety measures such as masks, extra cleaning and

disinfection of all offices, facilities and vehicles. The agency closed off seats and
added extra buses to allow for social distancing on crowed routes. During March
through June, Community Transit blocked front doors on all buses, stopped fare
collection and ensured bus riders entered and exited from rear doors while coach
operator protection options were being evaluated.
 Tracking changing attitudes toward public transit during the pandemic via
customer surveys.
 Adopting workforce health and safety measures such as health checks, mask
and social distancing requirements and more flexible leave policies.

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  Reducing operating expenses.
 Controlling cost growth.
 Using Federal relief funds, the CARES Act.


PRIORITIES & STRATEGIES

Reducing and reprioritizing capital program expense.
 One-time reserve spending.
 Evaluating additional use of debt or bonding.
 Right-sizing service levels to balance safety, affordability, ridership and ability to
resume growth when conditions improve.
 Remaining flexible as updates in the financial forecast and ridership determine
on-going changes to service and staffing levels.

Community Transit’s 2020-2025 TDP service and capital plan 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.

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 The Agency

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, 2019, Community Transit’s PTBA has 598,002 residents, about 73 percent
of Snohomish County’s population (Figure 3-1). The remainder of the county’s
population resides in Everett (111,800) and in less populated areas of north and east
Snohomish County.

FIGURE 3-1

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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:

THE AGENCY
 Two members of the Snohomish County Council.
 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.

2020 Board of Directors

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Community Transit’s amended 2020 budget provides for the organizational structure
and full-time equivalent employees (FTE) described below (Figure 3-2, Error!
Reference source not found.):

THE AGENCY
Agency Organizational Chart

FIGURE 3-2

839.5
794.5 794.5
758.5
700.5 166.5
171.5 171.5
154.5 26.0
136.5 25.0 25.0
20.0 105.0
19.0 102.0 100.0 100.0
96.0

542.0 498.0 498.0

449.0 482.0

2017 2018 2019 2020 2021

Operations Vehicle Maintenance Facility Maintenance Administration
TABLE 3-1

8
Figures above include authorized FTEs, not all positions are filled at beginning of Budget year. 2021 figures are still under final
development as of 8/27/20.

THE AGENCY

9
 PROPERTIES

Physical Plant and Properties

Operations/Administration

PROPERTIES
Community Transit’s primary operating and maintenance functions
and corporate administrative offices are located at the Merrill
Creek Operating Base at 7100 Hardeson Road, Everett,
Washington.

Contracted bus service and vanpool/fleet vehicle maintenance,

in addition to administrative offices, are located at the Kasch
Park Operating Base at 2300 Kasch Park Road, Everett,
Washington.

Facilities maintenance and distribution /storage are located

at the Kasch Park Casino Road site at 2312 W. Casino
Road, Everett, Washington.

Community Transit’s Ride Store

provides ORCA fare card and Regional Reduced Fare Permit
(RRFP) sales and information, as well as Lost and Found
services. The Ride Store is located at the Lynnwood Transit
Center at 20110 46th Avenue W, Lynnwood, Washington.

Park & Rides and Transit Centers

Community Transit serves 29 park & rides and
transit centers with parking capacity for almost
8,000 automobiles and 175 bicycles (Table 4-1,
Table 4-2). Major facilities (defined by the Puget
Sound Regional Council as more than 250 spaces)
are located in southwest Snohomish County from
Everett to the King County line. Smaller park &
rides with 250 and fewer spaces are located in north and east Snohomish County.
Eastmont and South Everett park & rides are served by Sound Transit and Everett
Transit only.

There are also 15 park & pool lots in Snohomish County with a total of 494 parking
stalls. The park & pool at I-5 and SR-531 is owned by Washington State Department of
Transportation (WSDOT). The remaining 14 park & pools are leased by Community
Transit from churches and other private parties. Some park & pools are near

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 PROPERTIES

Community Transit bus service and provide a parking alternative to some of the larger
and more crowded park & ride facilities. All park & pools provide a convenient gathering
place for formation of carpools and vanpools.

PROPERTIES
Major Park & Rides & Transit Centers
(Park & Rides with 250 or more parking stalls, Transit Centers with frequent bus service, sorted by size)
Car
Name Owner Service Providers Maintenance Bicycles1
Stalls
Community
Lynnwood Transit Center WSDOT/ST Sound Transit 1,370 32
Transit/ST
Community Transit/
Everett Station Everett Everett Transit 1,188 10+
ET/ST/SKAT/IT
Community Community
Ash Way Park & Ride WSDOT 1,037 22
Transit/ST Transit
Mountlake Terrace Transit Community Transit/ Community
WSDOT 877 13
Center & Freeway Station ST/KCM Transit
Community Community
Mariner Park & Ride WSDOT 653 4
Transit/ET Transit
Community
Swamp Creek Park & Ride WSDOT Community Transit 422 2
Transit
Community
Snohomish Transit &
McCollum Park Park & Ride Community Transit 409 8
County Snohomish
County Parks
South Everett Freeway Station WSDOT ST/ET Sound Transit 398
Eastmont Park & Ride WSDOT ST/ET Sound Transit 387
Community Community
Canyon Park Park & Ride WSDOT 286 10
Transit/ST Transit /ST
Community
Edmonds Park & Ride WSDOT Community Transit 256 6
Transit
Community Transit/
Aurora Village Transit Center* KCM KCM 202*
KCM
Edmonds College (EdC) Transit Community
EdC Community Transit 0
Center Transit & EdC
Community Community
Edmonds Station (bus facility) Community Transit 0
Transit Transit & ST
Community Community Transit/ Community
Seaway Transit Center 0 10
Transit ET/KCM/ST/Boeing Transit
Community Community
Smokey Point Transit Center Community Transit 0 16
Transit Transit
TABLE 4-1
1 Bicycle storage is in the form of lockers and racks: there are 5 bike spaces per bicycle rack.

Service Provider: 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.

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 PROPERTIES

Smaller Park & Rides

(Less than 250 parking stalls, sorted by size)
Car
Name Owner Service Providers Maintenance Bicycles1
Stalls
Marysville Cedar and Grove Community Community

PROPERTIES
Community Transit 222 18
Park & Ride Transit Transit
Community Community
Lake Stevens Transit Center Community Transit 207 13
Transit Transit
Community
Marysville Ash Ave Park & Ride WSDOT Community Transit Transit & City of 202 8
Marysville
Stanwood/
Community
Stanwood I-5 Park & Ride Snohomish Community Transit 147 6
Transit
County
Community
Monroe Park & Ride WSDOT Community Transit 102 2
Transit
Community
Snohomish Park & Ride WSDOT Community Transit 101 2
Transit
Community
Marysville I South Park & Ride WSDOT Community Transit Transit & 74
WSDOT
Community Transit / Community
Stanwood II (267th) Park & Ride WSDOT 73
Island Transit Transit
Marysville II 116th & I-5 Park & Community
WSDOT Community Transit 48
Ride Transit
Community
Sultan Park & Ride WSDOT Community Transit Transit & 38
WSDOT
Community
Gold Bar Park & Ride WSDOT Community Transit 30
Transit
Community
Arlington Park & Ride WSDOT Community Transit 25
Transit/WSDOT
Freeborn Park & Ride WSDOT Community Transit WSDOT 18

Brier Park & Ride Brier Community Transit Brier 3

TABLE 4-2
1 Bicycle storage is in the form of lockers and racks: there are 5 bike spaces per bicycle rack.

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 PROPERTIES

Park & Pools

(sorted by size)
Name Jurisdiction Owner Maintenance Stalls

PROPERTIES
Renew Church Snohomish County Private Party Owner Provided 75

Advent Lutheran Church Mill Creek Private Party Owner Provided 62

United Presbyterian Church of

Edmonds Private Party Owner Provided 58
Seattle

Smokey Point Community Church Arlington Private Party Owner Provided 50

Holy Cross Lutheran Church Lake Stevens Private Party Owner Provided 35

Cypress Semiconductor Lynnwood Private Party Owner Provided 31

Mill Creek Community Church Snohomish County Private Party Owner Provided 30

Bethesda Lutheran Church Mountlake Terrace Private Party Owner Provided 30

Marysville United Methodist

Marysville Private Party Owner Provided 25
Church

North Creek Presbyterian Church Mill Creek Private Party Owner Provided 23

Seattle Meditation Center Mountlake Terrace Private Party Owner Provided 22

Calvary Chapel Marysville Private Party Owner Provided 20

Edmonds Lutheran Church (84th

Edmonds Private Party Owner Provided 13
Ave)

Ebenezer Lutheran Church Lake Stevens Private Party Owner Provided 10

Edgewood Baptist Church Edmonds Private Party Owner Provided 10

TABLE 4-3

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 PROPERTIES

Bus Stops & Swift Stations

Community Transit buses serve 1,624 stops in Snohomish and King Counties. Almost
400 of these stops are equipped with passenger shelters. In addition to regular bus
stops, Community Transit’s system includes 66 Swift BRT stations with raised

PROPERTIES
platforms, passenger shelters, benches and off-board fare payment. (Figure 4-1)

FIGURE 4-1

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 Service Characteristics & Fares

SERVICE & FARES

Community Transit operates three transportation modes: bus service, vanpool, and DART
paratransit. 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
Everett Boeing, 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.

Fares were most recently changed on July 1, 2019 (Table 5-1).

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 $3.00 $2.00
TABLE 5-1
*Regional Reduced Fare Permit

Community Transit operates Sound Transit Regional Express Bus Service between
Snohomish and King Counties under contract with Sound Transit.

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 (LRTP) 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.

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CORE SERVICE
Community Transit provides frequent
service on Transit Emphasis Corridors,

SERVICE & FARES

including Swift Bus Rapid Transit (BRT)
and other routes with frequent service.
These core routes are in high-demand
transit markets, and provide straight,
direct connections between centers in the
urbanized areas of Snohomish County.

Swift Bus Rapid Transit

Swift Bus Rapid Transit (BRT) is
Community Transit’s High Capacity Transit
(HCT) service (Figure 5-1). Swift
incorporates key elements of bus rapid
transit design such as landmark stations,
uniquely branded vehicles, off-board fare
collection, real-time customer information,
priority bus lanes and fast, frequent and
reliable service. Long range plans call for a
network of Swift lines connecting
destinations in urban areas throughout the
County.

The Swift network currently consists of two

lines: Blue and Green. The Swift Blue Line
launched in 2009, operates in the Highway
99 corridor and connects Everett Station at
the north end with the Aurora Village Transit
Center in King County. Service on the new
Swift Green Line began in March 2019 and
connects the Boeing/Paine Field
Manufacturing and Industrial Center with the
Canyon Park Regional Growth Center, in
Bothell. Swift service accounts for 21 FIGURE 5-1
percent of all Community Transit passenger boardings and this proportion approximately
doubled during spring 2020 due to reduced COVID-19 ridership levels on other service.

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Other Core Routes
Other core routes in Community Transit’s system generally provide straight, direct frequent
service between major destinations (Figure 5-2). In addition to Swift, core service includes

SERVICE & FARES

Routes 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. As described in the Long Range Transit Plan, over time, some of these
corridors will transition to Swift service. Core Routes account for 25 percent of all
Community Transit passenger boardings.

FIGURE 5-2

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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

SERVICE & FARES

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 and provide 15
percent of all Community Transit passenger boardings.

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 service includes Routes 106,
109, 111, 112, 113, 119, 120, 130, 209, 222 and 271 (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

SERVICE & FARES

5-4). Rural service includes Routes 220, 230, 240, 270 and 280. Rural service accounts
for 4 percent of all Community Transit passenger boardings.

FIGURE 5-4

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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

SERVICE & FARES

serving Boeing in southwest Everett and inter-county commuter routes to downtown Seattle
and the University District. Commuter service provides 28 percent of all Community Transit
passenger boardings.

Commuter service includes Routes 107, 227, 247, 270, 271 and 280 to Boeing-Everett;
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 a cost-effective way to serve commuters whose
schedule or origin/destination are not conducive to regular bus

SERVICE & FARES

service travel. Community Transit’s vanpool program is the 11th
largest in the nation, based on fleet size. The fleet consists of
472 vehicles (including 34 loaner “spare” vans) which include 7,
12, and 15-passenger vans. 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.

The Vanpool program accounts for 8 percent of all Community Transit passenger
boardings. Vanpool rates are based on miles traveled, van size, and schedule (i.e. 5-day
work week). Table 5-2 is a sample of current monthly rates as of October 1, 2018:

5-Day Work Week 9/80 Flex Schedule

Miles Traveled Small Van Large Van Miles Traveled Small Van Large Van
Up to 20 $313 $441 Up to 20 $283 $399
25 $358 $485 25 $324 $438
30 $400 $528 30 $362 $478
35 $457 $574 35 $413 $520
40 $513 $622 40 $465 $563
45 $570 $672 45 $516 $608
50 $627 $726 50 $567 $656
TABLE 5-2

Community Transit is piloting 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 will be added to
the RideshareOnline database of more than 25,000 commuters who want to share the ride
within the Puget Sound region.

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DART Paratransit
For customers who cannot use our bus services due to disability, Community Transit offers
comparable origin to destination paratransit service within 3/4 mile of all local bus service

SERVICE & FARES

routes during hours of bus service operation, see the map below. Community Transit
currently provides Dial-A-Ride Transit (DART) paratransit service to nearly 6,100 registered
disabled customers, with an average daily ridership greater than 650 boardings.
Community Transit’s paratransit service requirements are strongly tied to the local service
network. As local bus service expands or contracts in geographic coverage and operating
hours, DART operations are adjusted in response. A single fare of $2.50 is charged for all
DART service.

DART Paratransit Service Area

FIGURE 5-6

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Van GO Program
Van GO originated in 2000 following route cuts and eliminations from the passage of I-695.
At their regular meeting on February 3, 2000, Community Transit’s Board of Directors

SERVICE & FARES

unanimously approved a staff proposal 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 136 vehicles to non-profit organizations in

Snohomish County 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.

Transportation Demand Management & Education Programs

Community Transit also provides services that educate the public about alternative
transportation options to driving alone and how to use public transit. The transportation
demand management (TDM) program works with large businesses and residential
communities in Snohomish County and the City of Bothell to provide transportation
solutions for their employees and residents. The two educational programs target specific
populations on how to ride the bus. One program focuses on the needs of children and
young adults while the other works with seniors, the disabled and non-English speaking
customers.

Transportation Demand Management

For over 25 years, Community Transit has provided TDM programs and services in
Snohomish County. These programs help reduce traffic congestion making our existing
transportation investments perform better, and improve outcomes for new transportation
investments by developing the market for Community Transit bus and vanpool services to
potential riders throughout the county.

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 target behavior
change throughout the county.

Community Transit TDM programs and services target two primary audiences:

 Commute Trip Reduction – Employer Program

In partnership with the Washington State Department of Transportation and eight
jurisdictions in Snohomish County and the City of Bothell, develop TDM programs for
large worksites to meet the requirements of the Washington State Commute Trip
Reduction Efficiency Act.

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  Congestions Mitigation (Curb the Congestion) – Residential Program
In partnership with Snohomish County, help residents, students and commuters travel

SERVICE & FARES

along and through congested roadways throughout the Southwest Snohomish County
Urban Growth Area

School Transit Education Program

Community Transit’s School Transit Education
Program (STEP) engages schools throughout
Snohomish County by educating students about our
transit system and how to ride the bus. STEP is an
entertaining and informative program developed by
Community Transit and shared at no cost with
schools to promote sustainable transportation and
active transportation modes.

The program focuses on the benefits and safety of public transportation. Students from
kindergarten through 12th grade are introduced to their local transit system with easy-to-
understand steps. Immediately following the program, everyone boards the bus for a 30-
minute bus ride on a comfortable 60-foot articulated bus. This "rolling classroom” allows
students to apply their newly-discovered skills as bus riders.

Travel Trainer Program

The Travel Trainer Program is like Bus Riding 101 provided to senior citizens, persons with
disabilities, and non-English speaking customers. This free program provides practical
training on how to use Community Transit's bus service system.

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 public transit options for Snohomish
County residents.

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

24
 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

SERVICE & FARES

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
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.

25
 2019 Activities & Accomplishments

ACCOMPLISHMENTS
Ridership
In 2019, Community Transit had more than 11 million boardings on bus, DART
paratransit and vanpool service. Ridership increased approximately 4 percent from
2018. Figure 6-1 illustrates ridership by mode and performance center, with 10,078,860
regular bus service boardings, 823,759 vanpool boardings, and 190,637 DART
boardings. Average weekday ridership was 38,004. Ridership on Saturdays averaged
12,760, while Sunday & holiday ridership averaged 8,813 riders.

2019 Share by Mode

DART
2019 Boardings by Mode
Vanpool Paratransit 1,200,000
7% 2% 1,000,000
800,000
600,000
400,000
200,000
0

July
January

June
Fixed-Route
February

May
March

August

October
November
April

December
September
91%

Fixed Route Vanpool DART Paratransit

FIGURE 6-1

26
Bus Service (as reported to NTD)
Annual Revenue Hours Annual Revenue Miles Unlinked Boardings

ACCOMPLISHMENTS
584,834* 8,744,280 10,078,860
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.

2019 Total Bus Boardings

3,079,700
2,587,239
2,322,741
1,615,958

473,220

Core Routes Community Based Routes Commuter

Swift Corridor Based Local Feeder Suburban/Rural Commuter
FIGURE 6-2

2019 Unlinked Monthly Bus Boardings

1,200,000

1,000,000

800,000

600,000

400,000

200,000

0
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19

Swift Corridor Based Local Feeder Suburban/Rural Commuter

FIGURE 6-3

27
Vanpool (as reported to NTD)
Annual Revenue Hours Annual Revenue Miles Unlinked Boardings

ACCOMPLISHMENTS
148,683 4,712,129 823,759
TABLE 6-2

2019 Monthly Vanpool Boardings

80,000

60,000

40,000

20,000

0
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19

FIGURE 6-4

Vanpool Fleet Utilization 2019

Total Vehicles* Active Vanpools Average Occupancy
Van Type (year-end) (year-end) (Percent Seats Filled)
7-Passenger 381 336 57%
12-Passenger 54 36 48%
15-Passenger 37 28 49%
All Vans 472 400 59%
TABLE 6-3
* Includes spares

DART Paratransit (as reported to NTD)

Annual Revenue Hours Annual Revenue Miles Unlinked Boardings
84,937 1,580,703 190,637
TABLE 6-4

2019 Monthly DART Paratransit Boardings

20,000
15,000
10,000
5,000
0
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19
FIGURE 6-5

28
Fleet
In 2019, Community Transit owned, operated, and maintained 304 buses, 472 vanpool

ACCOMPLISHMENTS
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 2019 is shown in Table 6-5.

Revenue Vehicle Fleet by Type, December 2019

Type Propulsion Count

30 Foot Bus Diesel 13

40 Foot Bus Diesel 99

40 Foot Bus Hybrid 15

60 Foot Bus Diesel 74

Double Tall Bus Diesel 70

Swift Bus Hybrid 15

Swift Bus Diesel 18

Bus Subtotal 304

DART Gasoline 52
& Diesel

Vanpool Gasoline 472

Total Fleet All Types 828

TABLE 6-5

29
Service Expansion
Community Transit continues to fulfill promises made when voters approved Proposition

ACCOMPLISHMENTS
1 to fund increased and new services. During 2019, bus service improvements fulfilled
the strategy of Making what we have better. There were two service changes in 2019:

March 2019 Service Change

The March service change added approximately 42,000 bus service hours. Most of the
hours were dedicated to the Swift Green Line, which launched on March 24, 2019. Other
changes to routes included some with extra trips and new routing.

September 2019 Service Change

The September service change added approximately 5,700 bus service hours. Most of
the hours were dedicated to higher frequency service on weekends and higher frequency
Swift Blue Line service during early mornings on weekdays.

Vanpool Program
In addition to increases in bus service, Community Transit’s vanpool program added 5
active vanpool groups and began developing a pilot program to improve a first/last mile
connection between transit centers and residential and employment centers. There are
currently three vanpool groups participating in the pilot.

During 2019, the vanpool program tested and adopted a new self-exchange maintenance
program. Customers can conveniently arrange a 3-hour window to drop off and pick up
their van for preventative maintenance. The internal process between vanpool and the
maintenance team also changed, improving communications and improving vehicle turn-
around time to customers.

Capital Projects

Preservation Projects
During 2019, 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:

Merrill Creek Operations Base: Ash Way P&R:

 Pavement Project Phase II  Continue transit lane repairs
Kasch Park Operations Base: McCollum Park P&R:
 Continue roof repair and restoration  Complete curb and walkway improvements
Edmonds P&R:
 Design renovation plans

30
New Capital Facilities
Seaway Transit Center

ACCOMPLISHMENTS
The Seaway Transit Center,
opened in March 2019, is the
northern terminus for the new
Swift Green Line connecting
Boeing/Paine Field in Everett with
Canyon Park in Bothell. The
facility includes 13 bus bays for
Swift Green Line, other Community Transit routes, Everett Transit, King County Metro,
Sound Transit and private employer shuttles. The facility includes passenger shelters,
walkways, bicycle racks, landscaping, driver restrooms, and accommodation for
supervision and security. Community Transit is seeking certification under the
Greenroads program for using low impact environmental development practices.

Seaway Transit Center was funded through a State Regional Mobility grant, federal
Small Starts grant and local funds.

I-5 Approach Widening on 128th Street for Swift Green Line

The Swift Green Line crosses Interstate-5 at 128th Street. Modifications were made to
the approaches to maintain speed and reliability for the Swift service. The 128th Street
and I-5 approach widening project was completed in phases.

 Work completed in 2018 and 2019 included: an additional westbound lane

from 3rd Avenue SE to the east bridge abutment was added. General
purpose traffic can use this lane to make right-turns onto northbound I-5, but
otherwise it is a transit-only lane.
 An additional eastbound lane from 4th Avenue SE to the west bridge
abutment was also added. This added a transit-only lane to the
intersection, with an eastbound queue jump at the 128 th/I-5 southbound
ramps.
 Added a westbound queue jump at the 128th Street/I-5 northbound ramps.
 Added bus refuge areas after the 128th Street and I-5 ramp intersections in
both directions.
 Optimized signal timing offset and phase order.

The project was financed with an FTA Small Starts grant and local funding.

31
Swift Green Line Corridor Stations (Figure 6-6)
The Swift Green Line project included construction of
31 BRT stations at 16 intersections in the corridor and

ACCOMPLISHMENTS
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.

Construction of the stations began in 2018 and was

completed in 2019. Station construction was financed
with an FTA Small Starts grant and local funding.

FIGURE 6-6
Connecting Communities
This community-based transportation mobility solutions program launched in fall 2019.
Community Transit outreach staff work with local governments and community partners
to develop innovative and cost-effective mobility solutions. The goal is to provide better
public transportation, integrate with new travel options and emerging technologies. This
pilot is transitioning into a new program, under the name of Community Programs.

Marketing, Transportation Demand Management & Education

Programs

Marketing & Outreach

In March of 2019, Community Transit marketing staff produced an open house and
dedication event for communities served by the new Seaway Transit Center in Everett;
and a grand opening celebration for the Swift Green Line at Snohomish County’s
McCollum Park near Mill Creek.

Throughout the rest of 2019, the Swift Green Line was

supported with an award-winning and nationally-recognized
marketing campaign. The goal was to establish and grow
ridership within the Green Line corridor between Bothell
and Everett. The campaign, in partnership with Snohomish
County, distributed over 2,700 ORCA cards to help people
get started with transit as a transportation option to driving alone.

32
Spotlight: Community Transit won the first place
AdWheel Award from the American Public
Transportation Association for the Swift Green Line

ACCOMPLISHMENTS
campaign.

In 2019, the marketing group also oversaw advertising campaigns

in support of Community Transit’s coach operator recruitment
efforts and in celebration of the 10th anniversary of Swift service.

Transportation Demand Management

Transportation Demand Management (TDM) activities in
our communities included participation in several
neighborhood events including Mill Creek Festival,
Snohomish County’s Movies in the Park, Lynnwood’s Fair
on 44th street fair, and Boeing’s Bike to Work Day station.
Services included sponsorship of community events,
presentation of information, multi-modal trip planning
assistance, and ORCA fare subsidies for event attendees.

During 2019, Community Transit TDM staff continued the Do-It-Yourself

Bike Month kit program, supporting 13 events throughout Snohomish
County with 400 attendees, facilitated the successful execution of the
annual Commute Options Awards luncheon, and completed the creation of
a new award-winning Employee Transportation Coordinator training
manual to be used in 2020 in the Commute Trip Reduction program. The
team also assisted with four Swift Green Line events held at Commute Trip
Reduction affected employer worksites.

Spotlight: Community Transit won the 2020 Association for Commuter Transportation
Best Print Marketing Award for our work on the Employee Transportation Coordinator
Program Guide.

Community Transit also renewed agreements with nine jurisdictions to implement and
administer the Commute Trip Reduction program on the jurisdictions’ behalf. In the fall,
Community Transit signed a new Transportation Demand Management Implementation
Agreement with WSDOT to support Commute Trip Reduction programs in Snohomish
County and the City of Bothell.

33
Activities to implement the Regional ORCA Youth Program, started in fall 2018, also
continued. Collaboration with partner agencies including WSDOT and King County
Metro Transit, Community Transit distributed 8,723 pre-loaded $10 ORCA cards to local

ACCOMPLISHMENTS
high school students. Locations were selected for access to frequent transit lines; as
well as high-need audiences including students of alternative schools without school
provided transportation, and students qualified as homeless under federal McKinney-
Vento legislation.

Student Transportation Education Program (STEP)

During 2019, the STEP program provided student transportation education at 150
schools throughout Snohomish County. Additionally, 200 bus trips were provided, as
part of the educational program.

Travel Trainer Program

Travel Trainers provided 504 hours of training helping more than 120 people learn how
to ride the bus during 2019. Training included a combination of presentations and
working with individuals on a 1-on-1 basis. Presentations were held at senior centers,
schools, YMCA facilities, retirement communities, community colleges and community
events in Snohomish County. The program is provided through a contract with
Washington Vocational Services (WVS).

Supporting Agency Improvements and Investments

Expanding the Workforce

During 2019, Community Transit added 81 new positions,
bringing the total to 839 positions with 804 of the positions
filled, not including contractors. The majority of the new
positions were in Transportation and Maintenance to
support expansion of transit service, and not all positions
were filled.

Technology Improvements
To improve operations and enhance the customer experience, the following projects
were initiated, in-progress or completed during 2019:

 Next Generation ORCA: completed the conceptual design and nearly completed
the preliminary design for the region’s Next Generation ORCA system with
vendor INIT. Finalized Retail Network contract and Interlocal Agreement with
regional partners.
 Swift Green Line: implemented all technologies including, but not limited to,
electronic information signs, the stand-alone ORCA card readers, underlying

34
 communications infrastructure, and installed and commissioned the ticket
vending machines (TVMs). The Swift Blue Line TVMs were also refreshed to
match Green Line equipment to ensure a consistent customer experience.

ACCOMPLISHMENTS
 148th Street Queue-Jump: initiated project to replace grant funded 148th Street
queue jump with modern Opticom GPS solution. Testing and equipment
installation are underway.
 Open Data for real-time arrivals: Community Transit completed work to publish
GTFS (general transit feed specification) real-time data in March 2019, via the
Open Data Portal. This information provides bus departure predictions and
vehicle locations for customer-facing interactive technologies, such as
BusFinder, Google and transit apps.
 Passenger Information Control System (PICS): the first phase of this project,
providing an electronically-distributed stream of customer transit service alerts
was successfully launched in September 2019.
 Voice over Internet Protocol (VoIP): this system replaces the aging land mobile
radio system used by dispatch and coach operators. During 2019, after the
success of a mini fleet test, installation of new equipment began for the entire
bus fleet. Completion of the system is anticipated in 2020, with full system
acceptance and project closeout to follow.
 Wayside Digital Signage pilot: initiated pilot to evaluate possible improvements to
wayside signage supporting a more robust customer experience through
enhanced way-finding, more accurate real-time information, display of PICS
Service Alerts, and more flexible deployment options to extend signage beyond
Swift.
 Stop location accuracy: completed and delivered a light detection and ranging
(LIDAR) scan of all routes/stops to produce pinpoint accurate stop locations for
both internal and customer facing tools.
 Business Planning System: decommissioned PeopleSoft business planning
system and replaced with an interim solution called Smartsheet.
 Budget System Replacement: implemented a new budget system using Prophix
software as a service.
 Windows 10 Upgrade: upgraded all Community Transit desktops, laptops and
workstations to Windows 10 and Office 2016.
 Merrill Creek Operations Base Training Rooms Upgrade: completed upgrades to
the audio and visual systems in Rooms 1 and 2.
 Replaced and upgraded end-of-life technology infrastructure: this included
storage, servers, and firewalls to improve operations, security and performance.
This work also supports agency growth, and adds essential new capabilities such
as disaster recovery from cloud based storage.
 Data Mart: kicked off a data mart project defining and documenting business
processes.

35
  Customer comment system: work was initiated on implementation of a new
customer comment system in 2018 and continues through 2019. Approximately
90% of the work was completed in 2019.

ACCOMPLISHMENTS
 Digital Strategies: adopted three-year digital road map and implementation
strategies. This includes a budget for capital projects to proceed, beginning with
the planning process.
 BusFinder beta implementation: this project kicked off in 2018 with a contracted
vendor to implement a new version of the BusFinder app, using modern
development technologies, customer feedback and usability studies.

Efficiencies, Compliance, and Safety

In addition to the technology projects listed above, Community Transit is also making
the most of its resources with two agency-wide programs: Process Improvements and
Records Management. The process improvements program provides training,
education and exposure to industries best practices for continuous improvement and
cultivating a culture of change. The program empowers staff to identify and remove
inefficiencies in processes, while continuing to receive feedback, to improve customer
service. The records management program provides standardized processes and
policies to create, distribute, use, maintain and dispose of records and information in a
manner consistent with Community Transit’s business priorities and applicable legal and
regulatory requirements.

Fare Change
During 2019, Community Transit’s Board of Directors adopted a low income based
reduced bus fare and joined King County Metro’s ORCA LIFT (low income fare ticket)
program. The low income bus fare became effective July 1, 2019.

Planning Coordination
The following provides an overview of Community Transit’s representation on local,
regional and statewide organizations and committees:

 Snohomish County Tomorrow (SCT), an inter-jurisdictional forum of Snohomish

County, Snohomish County cities and the Tulalip Tribes. The primary function is
to oversee countywide planning and coordination and development of
infrastructure and the transportation system.
Community Transit staff members participate in the monthly Infrastructure
Coordination Committee (ICC) and Planning Advisory Committees (PAC)
meetings. Community Transit Board members also sit on several of the SCT
Boards.

 SNOTRAC, a coalition that advocates for safe, equitable and accessible

transportation services and solutions to better connect people and communities

36
 in and beyond Snohomish County. Community Transit is a sponsoring agency
and is represented on the SNOTRAC Executive Board and Partners Group.

ACCOMPLISHMENTS
 Everett Station District Alliance (ESDA), a non-profit organization of businesses,
property owners, residents and other stake holders to foster a vibrant community
around Everett Station. Everett Station is a major transit hub for Snohomish
County and includes connections to Community Transit’s Swift and local bus
networks. Community Transit is a sponsoring agency and is represented on the
ESDA Board of Directors.

 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
Community Transit is also represented on the Transportation Policy Board by an
appointed Board member.

 The Washington State Department of Transportation (WSDOT) has several

major projects underway in Snohomish County. Community Transit is part of the
Stakeholder Advisory Group that meets regularly with WSDOT and various
jurisdictions. Projects currently include the US-2 Trestle, Mukilteo Multimodal
Terminal, 116th Street Single Point Urban Interchange (SPUI), the I-5 Partnership
(near and long term), I-5 Marine View Drive to SR-528 improvements/HOV lanes,
SR-529/I-5 Interchange, SR-9/SR204 Interchange, SR-526 (Boeing Freeway)
and SR-531 (Arlington), and I-405/Canyon Park Direct Access.

 WSDOT’s Transportation Demand Management Executive Board.

 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 Mountlake Terrace Transit Center and Lynnwood
Transit Center, BRT Interagency group meetings for I-405 BRT and SR-522
BRT, ST3 Integration meetings on access projects and coordination with
Snohomish County.

37
 ORCA Regional Electronic Fare Collection System is shared by 6 transit
agencies and the Washington State Ferries. This requires regular coordination.
Community Transit has representation on the following work groups: Joint Board

ACCOMPLISHMENTS
(i.e. agency CEOs and general managers), site managers, fares and finance
staff, business accounts, operations, marketing, and public information offices.

38
 2020-2025 Services, Programs,
Facilities & Equipment

2020-2025 PLANS
Before the Coronavirus pandemic, Community Transit’s 2020-2025 plan called for
significant expansion of all 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 reflect a substantial reduction in revenue. The
agency will continue to evaluate services, programs and projects described in this plan,
adapting scope and implementation schedules according to available resources. This
section provides a summary of services, programs, facilities and equipment including:

 Research and Customer Engagement

 Bus and Swift Service Hours and Network Development
 DART Service Hours
 Vanpool Program Development
 Marketing
 Community Connections & Alternative Service Development
 Facility Expansion and Preservation
 Fleet Replacement and Expansion
 Technology
 Staffing
 Regional Planning & Coordination

Research and Customer

Engagement
A major focus over the next three
years is research and customer
engagement to inform innovation and
the development of new services and
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 2020-2025).

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 engagement strategies including random selection

39
surveys of transit users and the general public, in-person intercept surveys, phone
surveys, focus groups and statistical analysis of big data, including from mobile devices.

2020-2025 PLANS
Bus and Swift BRT Service Hours and Network Development
Responding to the COVID-19 pandemic, Community Transit has prepared two
scenarios for service growth through 2025: Slow Recovery and Rapid Recovery. The
Slow Recovery scenario assumes deeper financial impacts to the economy. The Rapid
Recovery scenario forecasts the economy is able to bounce back quickly, once the
pandemic is over. The next two tables summarize total service hours and bus fleet
needs by budget year for both the Slow and Rapid Recovery scenarios. Note that fleet
forecasts are subject to change as more precise service modeling is completed.

Slow Recovery Scenario

Annual Bus Service Total Hours
Year Hours Added Scheduled Total Bus Fleet
2019 Baseline 457,4101 304
2020 (47,515) 409,895 306
2021 4,000 413,895 306
2022 413,895 306
2023 413,895 327
2024 3,105 417,000 TBD
2025 8,000 425,000 TBD
TABLE 7-1
1 Source of data for 2019 Total Hours Scheduled is scheduled in-service hours, as included in annual
budget documents and planning forecasts. These number differ from the presentation of revenue hours
in Table 6-1, which includes layover hours as required for federal reporting to NTD.

Rapid Recovery Scenario

Annual Bus Service Total Hours
Year Hours Added Scheduled Total Bus Fleet
2019 Baseline 457,4101 304
2020 (47,515) 409,895 306
2021 17,000 426,895 306
2022 22,000 448,895 306
2023 22,000 470,895 327
2024 29,105 500,000 TBD
2025 20,000 520,000 TBD
TABLE 7-2

40
1 Source of data for 2019 Total Hours Scheduled is scheduled in-service hours, as included in annual
budget documents and planning forecasts. These number differ from the presentation of revenue hours
in Table 6-1, which includes layover hours as required for federal reporting to NTD.

2020-2025 PLANS
March 2020 (implemented)
The March 2020 service change focused on improving reliability and connection quality.
Local and commuter routes were primarily retimed on weekdays. Approximately 5,000
service hours were added. In order to improve trip planning and real-time customer
information, considerable effort was placed on updating the entire network with more
accurate bus stop (1,600+) locations and coordinates.

COVID-19 Related Service Changes: Spring/Summer 2020

In direct response to COVID-19, between March and July 2020, Community Transit
reduced and subsequently partially restored service on directly operated and contracted
commuter fixed-route bus operations. The table below summarizes the changes:

Service Service Level (vs. Pre-COVID

Implementation Date March 2020 Service)
March 22, 2020 100%
March 30, 2020 75%
April 13, 2020 70%
July 6, 2020 75%
September 20, 2020 85%

The pandemic has significantly impacted ridership. The graphic below illustrates
changes in service levels and ridership, in relation to major events impacting bus
service since 2008.

41
 2020-2025 PLANS
September 2020 (effective Sunday, 9/20/20)
The COVID-19 pandemic impacted substantial planned service increases for
September 2020. Instead of adding new hours, the agency approved restoring service
to 85% of March 2020 service levels. Swift Blue and Green Line service will be restored
to operate at 100% of March 2020 service levels. Given ongoing uncertainty, ridership
levels will be closely monitored, especially with respect to the Seattle commuter market.

2021 Service Change (planned)

This service change includes the restructure of the inter-county commuter service to the
University District in King County. The 800 series buses will connect with Sound
Transit’s Link light rail system at the Northgate station. A small increase of 4,000 hours
allows for connections between Link and Community Transit buses.

42
2022 - 2025 Service Expansion Priorities
Redesign the express commuter bus network to serve Lynnwood City Center station
and Mountlake Terrace station when Lynnwood Link light rail opens in 2024.

2020-2025 PLANS
Implement Swift Orange Line and Swift Blue Line Expansion: see details below.

Restructure local routes within the SR-527 corridor to better connect the Swift Green
Line with surrounding neighborhoods.

Restructure local routes along 164th St SW, 36th Ave W and 196th St SW to better
complement the Swift Orange Line and provide more connections between Swift and
surrounding neighborhoods.

Continued 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.

Swift Network Buildout

During this 6-year period, two Swift network expansions are planned: Swift Orange Line
and Swift Blue Line Expansion. These system expansions will connect with Sound
Transit’s Link light rail in 2024. Later in this period, Community Transit will begin
planning work for the next expansion of the Swift network in the late 2020s, including
the Swift “Gold” Line between Everett and Smokey Point.

Swift Orange Line

The Orange Line will run in the 196th Street/164th Street
corridors. The proposed line is 11.5 miles long with 13
station pairs and 2 terminals (Figure 7-1).The terminals
will be located adjacent to Edmonds College in
Lynnwood and McCollum Park in Mill Creek. The
project also includes priority treatments for speed and
reliability. A total of 42,500 annual service hours are
planned for this service.
7-2
FIGURE 7-1
The total project budget is $85 million which includes
project development, environment review, construction and the purchase of up to
sixteen (16) 60-foot articulated buses.

43
Planned funding for this project includes federal, state and local funding:

 $42 million Federal CIG Small Starts Grant (assumed) for construction


2020-2025 PLANS
$17 million FTA formula funds and competitive grants (assumed) towards
project development, construction of stations, and bus purchases
 $5 million Connecting Washington funding towards the Swift BRT program
 $22 million local funding
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 7-2). Sound Transit is constructing a Swift
platform at its N 185th Street station to facilitate this
connection.

This project is now being phased. Phase 1

includes the feasibility study, project development,
environmental review, construction of stations, the FIGURE 7-2
purchase of up to five 60-foot articulated buses and
speed and reliability improvements primarily south of Airport Road. The project cost for
Phase 1 is $8.2 million, and will be paid for with a combination of local and grant
funding:

 $3.2 million FTA 5307 Capital Competitive grant

 $5 million local funding

Phase 2 includes speed and reliability improvements in the corridor primarily within the
city of Everett. The 2021 TDP will include the timing and budget for Phase 2.

Swift “Gold” Line (NEW)

The planning process for the 4th Swift Line begins during
this six-year period. This BRT line will connect Everett
Station at the southern terminal, with the Smokey Point
Transit Center in Arlington. Figure 7-3 illustrates the
growing BRT network with the conceptual 4th Swift Line in
gray. The conceptual cost estimate for this project is
$50M to be funded by a combination of grants and local
funding. The feasibility study planned for 2022 will define
project scope, schedule and cost.

FIGURE 7-3

44
DART Paratransit
During 2020, Community Transit changed its paratransit vendor. The new contract
establishes a forecast of 81,000 hours of service beginning in 2022. The forecasted

2020-2025 PLANS
hours for 2020 and 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 7-3).

DART Service Hours

Actual Planned
2019 2020 2021 2022 2023 2024 2025
Service Hours 84,973 85,428 64,800 81,000 81,000 81,000 81,000
TABLE 7-3

Vanpool
The Vanpool program is expected to grow in terms of total fleet and active vanpool
groups through 2025. There were 472 vans (including spares) in the fleet and 400
active vanpool groups at the end of 2019. The COVID-19 pandemic has also impacted
vanpool customer demand, reducing the number of active vanpool groups and requiring
adjustments to fleet planning. If agency revenues are consistent with the Slow
Recovery scenario, and customer demand remains low, a comprehensive review of the
vanpool fleet is needed to determine future needs. If revenues remain strong, and
customer demand increases, the fleet is planned to increase by 20 vans by the end of
2025. The program is also researching options to begin transitioning the fleet to
alternative fuel vehicles in the coming years.

Vanpool maintenance requirements reserve 34 vehicles as spare/loaner vans. The

2020-2025 forecast assumes that all available vans (excluding spares) are assigned to
active vanpool groups. Figure 7-4 illustrates total fleet and active vanpool groups
through 2025 under the Rapid Recovery scenario.

The Van Go program is also continuing during this planning period, as vehicles are
available. The program has twelve (12) 15-passenger vehicles to award in 2020. Non-
profit 501(c)(3) organizations have until September 30th to apply.

45
 Vanpool Program, 2019-2025
600

2020-2025 PLANS
500

484
479
474
472

469
464

464

450
445
400

440
435
430

430
400
Vanpools

300 Active Vanpools

Total Fleet
200

(total fleet includes

100
34 spare vans for
maintenance needs)
0
2019 2020 2021 2022 2023 2024 2025

FIGURE 7-4

Community Programs
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 or “right-size”
service options by working within our communities to develop alternative services to
meet travel needs. Community Transit will begin working with communities to create
alternative service options such as ridesharing partnerships, real-time rideshare,
community vans, or other innovative ways to provide mobility responsive options to
community needs.

The process for implementing an alternative service in a community includes several

steps: (1) the evaluation of transportation needs and barriers, (2) the formation of a
community partnership, (3) the development and testing of a suite of service options
uniquely tailored to the area, service and demand.

These services may also be less costly and provide a higher return on investment (ROI)
than traditional fixed-route bus service.

Marketing, Transportation Demand Management and Education

Programs
Projects for 2020 through 2025 include a brand strategy refresh, awareness advertising
campaigns, residential field marketing, employer program development, and preparation
for Swift Orange and Link light rail connections.

46
Repercussions from the COVID-19 pandemic
are predicted to have long-reaching effects on
the economy, public perceptions and the

2020-2025 PLANS
choices consumers make. These challenges
will require flexibility and will likely impact the
methods used to reach consumers, their
perceptions of transportation options and how
we influence consumer action and behavior
change.

Public transportation is an essential ingredient in

creating accessibility, sustainability and equity within
communities. We are committed to using our
Marketing, Transportation Demand Management
and Education 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.

Brand Strategy Refresh

Community Transit is completing a period of assessment and reflection on our brand

and brand attributes, with a special focus on the future growth of the Agency. The next
phase is to build out our brand attributes in order to increase the versatility and appeal
of the brand. A strong, consistent brand creates a deeper bond with consumers.

Awareness, Safety and Ridership Campaigns

Community Transit will be focusing on awareness of our brand, services, safety

measures and transportation options through multi-tier, multi-channel advertising
campaigns. These campaigns will use advertising tactics to promote brand awareness,
educate on safety measures & safe riding tips, encourage Snohomish County residents
to try sustainable transportation options, and encourage trial use of our services with
targeted promotions based on location, audience and specific services.

Residential Field Marketing & Congestion Mitigation

In partnership with Snohomish County, Community Transit will provide transportation

demand management services to multifamily communities along highly congested
corridors to promote transportation options to driving alone. Providing educational
materials, ride-matching and ORCA sign-up events, multi-modal trip planning
assistance, and transit fare subsidy incentives, the program will help residents change
transportation behaviors and decrease single occupancy vehicle trips in congested
areas.

47
Commute Trip Reduction – Employer Program

As a part of Community Transit’s Commute Trip Reduction program, we will continue to

use relationship-building, training and advocacy techniques to inform and inspire

2020-2025 PLANS
employees at large worksites within our service area. We seek to build richer
relationships with worksite staff and engage with potential customers at worksites to
drive behavior change and trial of our services.

Swift Orange & Light Rail Connections

Community Transit is planning for neighborhood-based education and awareness field

marketing and advertising programs supporting the planned Northgate Link light rail
connections, launch of Swift Orange Line, and local network improvements connecting
neighborhoods to Lynnwood City Center station and Mountlake Terrace station when
Lynnwood Link opens in 2024.

48
Capital Facilities

Preservation Projects

2020-2025 PLANS
Community Transit’s Capital program continues to address preservation and
rehabilitation during the next six years. The following projects are planned:

 Complete the Edmonds Park & Ride renovation project

 Complete Ash Way Park & Ride transit loop repairs
 Repair and restore roof at Kasch Park Operating Base
 Complete replacement and repairs to pavement at Merrill Creek Operating Base
 Begin Ride Store Remodel Feasibility Study

Transit Asset Management Plan

Community Transit adopted its first Transit Asset Management (TAM) Plan in
September 2018. This 4-year plan provides an inventory and assessment of capital
assets and describes strategies to maintain them in a state of good repair. Assets are
divided into three categories:

 Rolling stock - bus, ADA demand-response and vans

 Equipment - non-revenue service vehicles and equipment with a value greater
than $50,000
 Facilities – administrative, maintenance and passenger/parking

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.

Future Operating Base Capacity

Service and fleet expansion beyond
2019 will stretch the capacity of
maintenance bays, bus parking and
operational support space at
Community Transit’s bases. A multi-
phased and multi-year $74 million base
expansion project is underway to
support the agency’s expansion. The
preliminary project schedule and
highlights:

49
  Phase I – design and renovate the Kasch Park Casino Road building and move
most administrative personnel from the Merrill Creek Administration building into
the renovated Casino Road building in 2022.

2020-2025 PLANS
 Phase II – design and renovate the Merrill Creek Administration building for
transportation employees and occupy in 2023.
 Phase III – design and renovate the Merrill Creek Operations Base. 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.

Fleet
Following is a summary of overall fleet growth by mode and a detailed breakdown of
vehicle replacement and expansion by type and year. This information is based on the
Rapid Recovery scenario with the adjustments made in 2020.

Fleet expansion during this planning horizon includes:

 21 60-foot articulated buses for the Swift Orange Line and Blue Line Expansion
 20 vanpool vans

Revenue Vehicle Fleet Forecast

600
472 464 464 469 474 479 484
500
Vehilces in Fleet

400
304 306 306 306 327 TBD TBD Bus
300
DART
200 Vanpool
100 52 52 52 52 52 52 52

0
2019 2020 2021 2022 2023 2024 2025
FIGURE 7-5

50
 YEAR OF ORDER 2020 2021 2022 2023 2024 2025

BUS FLEET REPLACEMENT

40 Foot Bus 12 24

2020-2025 PLANS
60 Foot Bus 16 8
Double Tall Bus 23
Swift BRT 15
BUS FLEET EXPANSION
40 Foot Bus
60 Foot Bus
Double Tall Bus
Swift BRT 21
VANPOOL REPLACEMENT
Vanpool Van 5 56 57 57 57 61
VANPOOL EXPANSION
Vanpool Van 5 5 5 5
DART REPLACEMENT
DART Bus 13 13 11 15 13
TABLE 7-4

Supporting Service Expansion

Technology Projects
 Digital Experience: this division of the Customer Experience department targets
the four channels customers use to engage with Community Transit online – the
agency website, search engines, email/text messaging and social media. Full
implementation will result in a more personalized customer experience. A three-
year roadmap was created to develop and tactically implement changes that
improve the customer experience before Sound Transit’s Link light rail opens in
Lynnwood in 2024. This program includes:
a. Website redesign: design, develop and implement a new website that is
mobile first and user friendly. The new website is expected to launch in
2021.
b. Enhance digital tools: incorporate attributes such as number of
passengers on the bus for social distancing into existing tools, look to
integrate additional data from third party providers like ridesharing
companies (e.g. Uber & Lyft) and consider other enhancements or
possibly new tools to improve the travel planning experience in real-time
for everyone.

51
 c. Personalize the customer experience: use analytics and behavioral data to
curate a personalized digital user experience for Community Transit
customers.

2020-2025 PLANS
 148th Street Queue-jump: replace the 148th Street SW queue-jump during 2020.
 Next Generation ORCA electronic fare collection system: complete final system
design in 2020, and begin transitioning to the new system in 2021. Full
implementation by 2022.
 Voice over Internet Protocol (VoIP) system: complete the
replacement of the land mobile radio system by end of
2020.
 Land Mobile Radio infrastructure decommissioning:
develop plan and decommission all land mobile radio sites
by end of 2021.
 DART paratransit – work with new vendor to establish updated and user-friendly
reservation and fare collection system.
 Open Data and Data Mart: continue improving the GTFS & GTFS-RT schedule
and real-time data with infrastructure improvements to enhance the quality of
data and provide additional information throughout 2020 and 2021.
 Passenger Information Control System: the last phase of this project enables
Community Transit to quickly and easily monitor, measure and control real-time
information to multiple customer facing tools. This will be complete in 2020.
 Business Planning Software: evaluate agency needs, recommend and
implement new software in 2021.
 Customer comments system: continuous improvement including data analytics,
website integration and phone system integration. Project to be completed by
end of 2020.
 Disaster Recovery as a service: implement a cloud-based Service that will
recover data and systems within hours should there be a need.
 Swift ticket vending machines: continue to implement ticket purchase
improvement process requested by customers. Order machines for the Swift
Orange Line and Blue Line Expansion in 2024.
 Wayside digital signage: identify options to provide an improved customer
experience and implement one or more solutions by 2022.
 Information Technology Service Management (ITSM): this program aims to
improve service delivery through the development of standard processes,
delivery of self-service portal and the implementation of new software. This
project is planned in phased with the first phase completed by 2023.
 Casino Road Facility technology: architect the network infrastructure for
Community Transit’s new Casino Road facility to accommodate existing, short
and long term growth and greater workforce mobility.

52
  Agency communications app feasibility: evaluate and recommend technology
solution to enhance internal communications with represented employees. Work
to be completed in 2020.

2020-2025 PLANS
Efficiencies and Compliance
In addition to the technology projects listed above, Community Transit is also making
the most of its resources with three agency wide programs: Process Improvements,
Business Planning and Records Management. Projects planned for 2020/2021:

 Records Retention Schedules: implement retention schedules, complete network

drive and email clean-up efforts, develop training modules for the LMS system,
and complete records and information management strategic plan.
 Business Planning: develop standard work around portfolio management
including integration with the TDP and budget, real-time reporting processes and
executive dashboard.
 Process improvement: implement process improvements, best practices and
standards agency wide. This includes the following processes: March and
September bus service change management with a full route network rebuild in
March, paper rider alerts, FTE position tracking and accident determinations.

Employment
As Community Transit adjusts
service, the agency will adjustment
staffing to support trips on the road.
The greatest need will be hiring
additional coach operators as
service increases. We will also
need more mechanics to maintain a
larger fleet and other support staff to
support longer hours of operation
and more facilities.

Before the Coronavirus pandemic, Community Transit’s 2020 budget included a total of
845.5 full time equivalent employees, not including contractors. Because of the
pandemic, Community Transit cut service and reduced staffing levels. The forecast
2020 budget now includes a total of 782.5 full time equivalent employees. This was
done through a combination of layoffs and a hiring freeze.

The agency is currently reassessing future service levels based on changing revenue
forecasts and ridership. These decisions will impact the short and long term hiring
needs.

53
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

2020-2025 PLANS
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:

 Coordination with Sound Transit, Lynnwood, Mountlake Terrace and

Shoreline around extension of Link light rail to Lynnwood in 2024 and
eventually to Everett.
 Coordinate transit integration with WSDOT’s design of the Legislative
Evaluation & Accountability Committee (LEAP) Transportation projects.
 Cooperation with the City of Shoreline in their Transit Service Integration
Plan (TSIP) that will identify policies addressing future transit needs
throughout Shoreline once light rail service begins (2024). The TSIP is a
coordinated plan in which Shoreline is working with Community Transit,
King County Metro and Sound Transit.
 Working with Bothell, King County Metro, Sound Transit and UW
Bothell/Cascadia College on master plans for transit service and the
UWB/CCC campus and the arrival of Stride (Sound Transit bus rapid transit
system).
 Coordination with Sound Transit, City of Seattle, WSDOT and King County
Metro in Downtown Seattle Transit Coordination (DSTC) and service design
around the Northgate Rail station.
 Participation in the Seattle City Center Mobility Plan. This plan will further
the efforts of the Downtown Seattle Transit Coordination by considering
longer range investments and policies that will be completed by the City of
Seattle, in partnership with King County Metro, Sound Transit, the
Downtown Seattle Association, Community Transit, WSDOT and others.
This effort will also include more in-depth technical analysis of approaches
to improve transportation, land use and community development near
downtown Seattle.
 Coordination with PSRC and Snohomish County Tomorrow Planning
Advisory Committee on updates to Vision 2050.
 Participate and coordinate with SNOTRAC.
 Participation and coordination with the Everett Station District Alliance
(ESDA).

54
 Financial Plan

FINANCIAL PLAN
Responding to COVID-19
The full of extent of the financial impacts of the Coronavirus pandemic are still unknown.
To maintain maximum flexibility in responding to the changing economic conditions,
Community Transit prepared two financial scenarios: Slow Recovery and Rapid
Recovery.

The primary differences between the two scenarios are the forecasted sales tax
revenues, new service hours and adjustments to reserve balances. The Slow Recovery
scenario forecasts a deep recession with extended recovery, similar to the Great
Recession. The Rapid Recovery scenario forecasts a smaller recession that is shorter
in duration.

The following illustrates the sales tax assumptions for the two scenarios:

Sales Tax Projections

$175
$167
$160
$160 $154
$149
$149 $143
$151
Millions

$145

$130 $139

$126
$115 $122

$100
2019 Actual 2020 Projected 2021 Projected 2022 Projected

Original Budget or TDP Rapid Recovery Slow Recovery

A measure of agency financial capacity is the “unrestricted cash” balance available in

each year to the plan. Unrestricted cash is dollars available for additional service, new
initiatives, programs and projects after fully funding current operating and capital
obligations and required reserves. The “unrestricted cash” balance differs significantly

55
between the Slow and Rapid Recovery scenarios. The following graphic compares the
unrestricted cash balances for the Slow and Rapid Recovery scenarios with the pre-
pandemic conditions. The total six-year gap between pre-COVID revenue forecasts and

FINANCIAL PLAN
the Slow Recovery scenario is nearly $135 million. Our adjusted financial strategy is
focused on significant efforts toward right-sizing service, capital and operating expense
to this new economic reality while maintaining flexibility and agility to rebound quickly as
recovery happens. Adjustments described in this TDP have addressed much of the
revenue gap, with fully-funded operations and reserves throughout the six-year period.

TDP updates in 2021 and subsequent years will refine revenue forecasts and financial
strategies to ensure agency sustainability. The strategies used this year to reach
sustainability included:

 Eliminate near-term service expansion

 Reduce service and staffing
 Selective hiring freeze
 Reduce spending in service contracts
 Reduce spending in areas such as travel, training, supplies and services
 Draw down $39 million federal CARES Act relief funding
 Spend down unrestricted cash balances
 Reduce reserve balances where balances exceed policy minimums
 Delay and/or eliminate capital projects: examples include delaying an LED light
replacement projects and canceling a bus expansion order.

56
Revenue
Community Transit is a locally-funded agency. Retail sales tax collected in the Public

FINANCIAL PLAN
Transportation Benefit Area (PTBA) is the agency’s primary revenue source. Other
funding sources include: rider fares, pass-through funding for Sound Transit ST Express
bus service, state and local grant funding, advertising and other miscellaneous
revenues.

All revenue inputs are held constant, with the exception of the sales tax forecasts.
Additionally, Federal CARES Act funding is used in 2020 and 2021.

Operating Revenues
Table 8-1A and 8-1B provide 2019 actuals, the 2020 adopted budget, and the forecast
for 2021-2025.
Slow Recovery Scenario
Operating Revenue 2019 2020
(in millions) Actuals Budget 2021 2022 2023 2024 2025
Sales Tax $ 151.1 $ 138.6 $ 121.5 $ 126.4 $ 131.5 $ 136.7 $ 142.2
Fares1 23.1 9.5 13.1 16.7 20.3 23.9 25.1
Sound Transit1 19.8 21.8 22.4 23.1 23.8 24.5 25.2
Grants & Local
38.8 8.7 6.4 5.7 5.8 5.9 3.3
Contributions
Advertising 0.32 0.34 0.36 0.38 0.40 0.42 0.44
CARES Act 27.0 6.0
Other 12.6 4.2 2.4 2.4 2.4 2.4 2.4
Total Revenues2 $ 245.7 $ 210.1 $ 172.1 $ 174.7 $ 184.2 $ 193.8 $ 198.6
TABLE 8-1A
1 Hold constant for both scenarios
2 Totals may not match due to rounding actual dollar amounts for table

Rapid Recovery Scenario

Operating Revenue 2019 2020
(in millions) Actuals Budget 2021 2022 2023 2024 2025
Sales Tax $ 151.1 $ 149.4 $ 143.3 $ 149.0 $ 155.0 $ 161.2 $ 167.7
Fares1 23.1 9.5 13.1 16.7 20.3 23.9 25.1
Sound Transit1 19.8 21.8 22.4 23.1 23.8 24.5 25.2
Grants & Local
38.8 8.7 6.4 5.7 5.8 5.9 3.3
Contributions
Advertising 0.32 0.34 0.36 0.38 0.40 0.42 0.44
CARES Act 27.0 6.0
Other 12.6 4.2 2.4 2.4 2.4 2.4 2.4
Total Revenues2 $ 245.7 $ 220.9 $ 194.0 $ 197.3 $ 207.7 $ 218.3 $ 224.1
TABLE 8-1B
1 Hold constant for both scenarios
2 Totals may not match due to rounding actual dollar amounts for table

57
Operating revenue assumptions include:
 Slow Recovery annual change in sales tax revenue throughout the planning
period is forecast as 1.1% in 2020, -18.0% in 2021 and 3.7% growth annually

FINANCIAL PLAN
through 2025.
 Rapid Recovery change in sales tax revenue throughout the planning period is
forecast as 9.1% in 2020, -17.2% in 2021 and 4.5% growth annually through
2025.
 Sound Transit – the revenue from this contract is dependent on the Operating
Agreement between Community Transit and Sound Transit. This forecast is
consistent for both scenarios and is subject to change as Sound Transit revises
its service plan. Changes are anticipated in response to the economic recession
and integration with Link light rail in 2021 (Northgate) and 2024 (Lynnwood).
 Fare revenue assumptions are consistent for both scenarios, 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 is currently underway to assess revenue changes resulting
from bus system integration with the Sound Transit’s Link Light Rail expansion
into Snohomish County. The fare revenue percent change by year from the
original forests are -60% in 2020, -48% in 2021, -37% in 2022, -27% in 2023, -
17% in 2024 and -15% in 2025.

Operating Grants (by year of award)

Operating Grants &
Local Contributions 2019 2020
(in millions) Actuals Budget 2021 2022 2023 2024 2025
Federal Formula $ 1.7 $ 2.1 $ 2.2 $ 2.2 $ 2.3 $ 2.4 $ 2.4
Federal Competitive 2.1 1.5 2.5 1.0
State Grants 1.8 3.7 1.7 2.4 3.4 3.5 0.8
Other Local
2.0 1.8 1.8 1.9 1.7 1.7 1.7
Contributions
Total Revenues* $ 7.7 $ 9.1 $ 8.2 $ 7.6 $ 7.5 $ 7.6 $ 5.0
TABLE 8-2
* Totals may not match due to rounding actual dollar amounts for table

58
Capital Grants (by year of award)
Capital projects are funded with federal, state and local funds. Table 8-3 illustrates the

FINANCIAL PLAN
approved and forecast federal and state grant funding sources:

Capital Grants 2019 2020

(in millions) Actuals Budget 2021 2022 2023 2024 2025
Federal Formula $ 11.0 $ 11.6 $ 11.9 $ 12.3 $ 12.6 $ 13.0 $ 10.1
Federal Competitive 0.58 12 7.2
Federal CIG Small Starts 42
State Grants 6.4 2.5 2.6 2.5 3.3 2.5
CARES Act 6.1
Total Revenues* $ 18.0 $ 17.7 $ 14.4 $ 68.9 $ 22.4 $ 16.4 $ 12.6
TABLE 8-3
* Totals may not match due to rounding actual dollar amounts in table

Expenses

Operating Expenses
Community Transit has prepared two potential operating expense scenarios due to the
pandemic: Slow Recovery and Rapid Recovery. The most significant difference
between the two scenarios is the amount of new service that is planned between 2021
and 2025. In addition to new service, operating expenses are forecast to increase due
to inflationary growth in baseline costs. Operating expense includes bus service, DART
paratransit, vanpool and all supporting programs and administration.

Operating Expense assumptions:

 The annual volume adjusted cost growth is held constant for both scenarios. The
plans hold the annual cost growth at 0% in 2020, 0% in 2021, 2% in 2022, 2.5%
in 2023, 3% in 2024 and returning to 3.3% by 2025. These growth factors
represent significant cost control vs the usual non-recession TDP inflation
assumption of 3.3%.
 New service hours are the primary difference between the two scenarios. In the
Slow Recovery scenario, operating expense grows from $164M in 2020 to almost
$181M in 2025. Under the Rapid Recovery scenario, operating expense grows
with more service expansion from $164M in 2020 to almost $207M by 2025.
 The 2020 operating expenses for both scenarios include $3.1M in COVID-19
costs. This includes, but is not limited increased costs for nightly cleaning and
disinfecting of vehicles, person protection equipment (PPE), supplemental leave
and premium pay.

59
Table 8-4 and Table 8-5 provide a summary of forecasted operating expense through
2025, and includes the cost of operations, baseline and new service.

FINANCIAL PLAN
Slow Recovery Scenario
Annual Operating Expense, All Modes, 2019-2025
2019 2020
Actuals Budget 2021 2022 2023 2024 2025
$ 154.8 $ 164.1 $ 159.6 $ 164.5 $ 168.6 $ 173.9 $181.2
TABLE 8-4

Rapid Recovery Scenario

Annual Operating Expense, All Modes, 2019-2025

2019 2020
Actuals Budget 2021 2022 2023 2024 2025
$ 154.9 $ 164.1 $ 159.6 $ 170.5 $ 181.0 $ 192.2 $ 207.2
TABLE 8-5

Capital Program
Capital expenses include fleet purchases, facility preservation and special projects.

Capital Projects 2019 2020 2021

(in millions) Actuals Forecast Budget 2022 2023 2024 2025
Bus $ 29.7 $ 15.3 $ 7.9 $ 7.4 $ 14.3 $ 25.5 $ 16.0
Vanpool 1.8 0.2 2.1 2.1 2.4 2.5 2.6
DART Paratransit 1.2 1.5 1.4 1.3 1.8 1.7
Support Vehicle 1.6 1.4 1.3 1.8 0.2
Facility Preservation 5.8 1.9 5.6 2.0 2.0 2.0 2.0
Base Expansion ($74M
1.2 11.0 62.0
through 2025)1
Local Capital 2.2 2.5 5.6 4.6 4.8 5.0 5.1
Swift Green Line 12.5 5.4
Swift Orange Line 1.8 3.3 73.2 6.2
Swift Blue Line Expand 0.1 0.6 7.5
Swift Gold Line 0.1
Swift Program 1.1 1.0 1.8
Next Generation ORCA 0.3 1.1 8.0
Total2 $ 56.8 $ 57.9 $ 96.9 $ 100.6 $ 32.5 $ 38.6 $ 27.6
TABLE 8-6
1. There are two scenarios for the Base Expansion Plan. The Slow Recovery Scenario eliminates
Phase 4 planned for construction in 2022 and 2023. The Rapid Recovery Scenario includes
Phase 4, with a budget of $642K in 2022 and $8.5M in 2023.
2. Totals may not match due to rounding actual dollar amounts for table

60
Several capital projects above have multiple funding sources:
 Bus replacements are generally funded with federal formula and local funds.

FINANCIAL PLAN
These amounts are highlighted in Table 8-3 above.
 Vanpool fleet replacement and expansions are paid for with state grants and
local funding.
 Swift Orange Line funding includes federal and state grants and other state and
local funding. Details are provided in Section 7 (2020-2025 Services, Programs,
Facilities & Equipment).
 Swift Blue Line expansion includes grant and local funding. Details are provided
in Section 7 (2020-2025 Services, Programs, Facilities & Equipment).

Reserves
Community Transit maintains three significant cash reserve funds designated for
operating, vehicle replacement and facility preservation. Two smaller funds are
maintained for workers’ compensation claims and bond debt payments. A Facility and
Technology Expansion Fund represents funds designated for specific projects
associated with expanded services and technologies.

The following summarizes specific requirements for a selection of the reserves below:

Reserve Fund Purpose

Operating Two months’ capacity for all agency operating expenses, exclusive of Sound
Transit service and a $5 million fuel reserve to cover increases in the cost of
fuel above budget.
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 Reserve to fund unanticipated facility preservation projects. One-year need
Preservation estimated at 1.5 percent of the total replacement cost of all
facility/system/technology assets, excluding vehicles. Reserve balance
target is equal to estimate for current year and three subsequent years
(four years total).
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, etc.

61
In response to the Coronavirus pandemic, Community Transit initiated a Reserve Study
to re-assess appropriate reserve balances and is using and reducing reserve balances
to off-set the loss in revenues. The Reserve Study will be complete later this summer.

FINANCIAL PLAN
The 2021 Transit Development Plan will incorporate recommendations from the study.

Specific reserve adjustments made in response to COVID-19:

 Operating reserve: maintain the two months of operating reserve. The total
amount decreased with the reduction in service.
 Operating reserve: in the Slow Recovery scenario, eliminate the $5 million fuel
reserve through 2025. The Rapid Recovery scenario eliminates the $5 million
fuel reserve in 2020 only.
 Infrastructure Preservation: reduce the minimum balance from $8M to $6M
through 2025.
 Facilities and Technologies: eliminate $1.5M for project contingencies.
 Reduce the Workers Compensation reserve from $5.5M to $4.5 through 2025.

The following table illustrates current and forecast reserve targets, based on the
agency’s response to the COVID-19 pandemic:

Reserve Funding 2019 2020

(in millions) Actuals Budget 2021 2022 2023 2024 2025
Operating1 $ 26.9 $ 23.7 $ 22.6 $ 23.3 $ 23.9 $ 24.6 $ 25.8
Vehicle
Replacement 43.0 38.9 42.5 42.4 44.8 46.7 46.7
Facility
Preservation 14.1 6.0 6.0 6.0 6.0 6.0 6.0
Facility & IT
Expansion 80.3 20.7 12.3 17.2 17.2 17.2 17.2
Workers’
Compensation 5.7 4.5 4.5 4.5 4.5 4.5 4.5
Bond 0.5 0.5 0.5 0.5 0.5 0.5 0.5
Total $170.5 $94.5 $88.7 $94.2 $97.2 $99.6 $100.9
TABLE 8-7
1. This table illustrates the Slow Recovery scenario needs for the Operating Reserve. The Rapid
Recovery amount is larger, resulting from increases in service and reinstating the fuel reserve in
2021.

62
Appendix A: Environmental
Determination of Non-Significance
See next page.

2020-2025 TRANSIT DEVELOPMENT PLAN

 WAC 197-11-970 Environmental
Determination:
Determination of Non-Significance (DNS)
Project Title & Description of proposal:
Community Transit 2020 6-Year Transit Development Plan (TDP).

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 2025, new initiatives and updates the financial plan. Some highlights from the
plan include:

 2019 accomplishments: ridership, service improvements, fleet, employment, etc.

 Priorities for 2020-2025:
o Expansion of Community Transit’s Swift Bus Rapid Transit (BRT) network.
o Integration with Sound Transit’s Link light rail and Stride Bus Rapid Transit (BRT).
 Extends the planning horizon for the service and capital plan through 2025.
 Due to the ongoing impact of the COVID-19 pandemic, this plan includes dynamic and
adaptive financial modeling that utilizes a Slow and Fast Recovery financial scenarios:
 The operation of between 425,000 and 520,000 bus service hours by 2025, and
DART paratransit and vanpool service to meet customer demand.
 Fully fund vehicle replacement to maintain to maintain fleets in a state of good
repair.
 Update all financial information, beginning with year-end 2020 information, and
including all reserves.

A copy of the complete DRAFT 2020 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

Location of proposal, including street address, if any:

Community Transit’s public transportation benefit area (PTBA) in Snohomish County, Washington. The
PTBA includes all municipalities in Snohomish County, with the exception of the City of Everett, and
portions of unincorporated Snohomish County.

Lead Agency: Community Transit

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.,
September 17, 2020. 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 (September 17, 2019) 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.

Date of Issue: September 3, 2020 Signature:

___________________________________________
Roland Behee, Director of Planning & Development
Appendix B: Public Comments
**Pending**

2020-2025 TRANSIT DEVELOPMENT PLAN

Appendix C: Fuel Consumption and
Accident Data
2019 Fuel Consumption (as reported to NTD)
Gallons of Diesel Fuel Gallons of Unleaded Gasoline
(5% Bio Diesel)
Bus 2,796,312
Vanpool 245,791
Paratransit 247,514
Support Vehicles 92,355

2019 Accident Data (as reported to NTD)

Fatalities Collisions Reportable Injuries
Bus 0 25 19
Vanpool 0 1 2
DART Paratransit 0 2 2

2020-2025 TRANSIT DEVELOPMENT PLAN