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Metro Connects

Fleet, Infrastructure, and Workforce

What will it take? 

Keep employees engaged and respond to employee needs. Ensure that teams are staffed commensurate with the work assigned. Ensure that training, recognition, and engagement needs are considered and planned for when making changes to the system. Increase employee pulse surveys and Employee Resource Groups, which offer opportunities for greater employee engagement. These types of engagement will provide data points on how Metro is moving toward a culture shift.

Continuously improve safety. For example, improve layover facilities and reduce onboard cash fare payment to minimize conflicts between operators and passengers.

Build a workforce that experiences belonging at Metro and reflects the diversity of King County’s population. Use equitable recruitment, hiring, development, and performance management practices—all critical to a high-performing organization and a culture shift that allows racial, gender, and other aspects of diversity to thrive. Create the conditions that prioritize health and well-being, and invest where needs are greatest.

Implement an organizational health framework. Promote an organizational health strategy that creates the conditions for employees from the most oppressed communities to thrive. Ensure that Metro leaders slow down and take stock of what is needed for Metro to truly recover from the pandemic and create conditions that support collective health.

Respond to a high retirement rate by training new employees and leaders. Invest in robust training and development programs and stay competitive with the private sector for hiring and retaining the next generation of Metro employees. Work with technical institutes and colleges to recruit and train employees and develop leaders for jobs in maintenance, operations, and administration. Consider pathways for communities where needs are greatest and people might not have access to technical resources and colleges.

Keep employee skills up to date with changing technology and innovation in the transit industry. Foster a sustainable learning culture at Metro. For example, as the fleet modernizes, ensure that operators and maintenance workers get updated training and new skills. Invest in employees where needs are greatest.

What operators had to say Metro drivers experience first-hand the factors that affect their ability to transport passengers safely and on time. They also hear from customers about the quality of service. Metro hears regularly from its drivers about their ideas for the future of Metro’s service. Some key themes incorporated into this vision include the importance of strengthening safety and security for riders and drivers, reducing overcrowding, improving fare payment, and improving speed and reliability through capital improvements and well-timed transfers. King County Metro Long Range Plan