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Metro’s Workforce Preparing to deliver more and better service. To attain the METRO CONNECTS vision, we would have to substantially grow our workforce. We would need employees with highly specialized skills who can adapt to change as we adopt innovative vehicle and communications technologies. We would maintain our commitment to building a diverse workforce and giving all employees equitable access to development opportunities. Above all, we would make sure employees have what they need to provide the highest level of customer service and safety.

What would our workforce look like? As of 2015, Metro had more than 4,600 full and part-time employees. These include about 1,700 full-time and 900 part-time bus operators. Other Metro employees plan service, purchase and maintain buses, build and keep up customer facilities, respond to events affecting service, safety and security, and in many other ways support the successful daily operation of the Metro system. Efforts to attract and retain a quality workforce would include robust employee training and development programs—especially important as we currently face a high retirement rate among supervisors and managers. As the changes envisioned in METRO CONNECTS unfold, effective internal communications would be critical for building a common understanding and commitment to transforming the Metro system. We would also maintain a focus on productive labor-management relationships with the unions that represent a majority of the workforce.

What would it take? • Continuously improve safety—Metro’s highest priority. Enhance employee safety through steps like improving layover facilities and reducing onboard cash fare payment to minimize conflicts with passengers. Promote passenger safety through operator training, onboard safety and security features in new vehicles, and use of emerging technologies. • Promote diversity and inclusion in the workforce. Metro, ATU Local 587 and PTE Local 17 have teamed up on the Partnership to Achieve Comprehensive Equity (PACE) initiative. PACE is striving to create an environment for positive change, improved communication among all employees, and a workforce that reflects, respects and embraces diversity as a shared core value of our service to the public. • Respond to a high retirement rate by training a new wave of employees and leaders. Offer robust training and development programs and stay competitive with the private sector for hiring and retaining the next generation of Metro employees. For example, Metro could work with technical institutes and colleges to recruit and train employees and develop leaders for jobs in maintenance, operations, and administration. • Keep employee skills up to date with changing technology and innovation in the transit industry. For example, as our fleet modernizes, both operators and maintenance workers will need updated training and new skills.

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CRITICAL SERVICE SUPPORTS

Profile for King County Metro Transit

METRO CONNECTS Long-Range Plan  

King County Metro Transit’s vision for bringing you more service, more choices, and one easy-to-use system over the next 25 years.

METRO CONNECTS Long-Range Plan  

King County Metro Transit’s vision for bringing you more service, more choices, and one easy-to-use system over the next 25 years.