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Washington State Public Transportation Plan Chapter Three: Goals and Action Strategies ridership demand. Additionally, all transit agencies are limited in the amount of local revenue they can raise because of the legislatively imposed maximum tax rate of 0.9 percent, and several are at their maximum. Community Transit, Jefferson Transit, Island Transit, Sound Transit and King County Metro have all reached their maximum and others, such as Kitsap Transit and Intercity Transit, are not too far behind in hitting the maximum limit for local sales tax to go toward public transportation. Maintenance and preservation of the system requires money. Under the current scenario, however, funding and revenue projections are not sustainable to meet the needs resulting from projected growth in population and jobs. For example, the Puget Sound Regional Council (PSRC) estimates transit ridership will need to double by 2040 to accommodate population and job growth in the Puget Sound region. There is not funding in place today to support this increased demand. The same is true in other parts of the state where local communities want transportation options and have hit the maximum local funding limit, such as King County Metro and Jefferson Transit. During the 2015 Legislative Session, Community Transit was able to increase their local option funding limit and has placed a ballot measure for November 2015 to increase local funding of their transit services. In some communities, the demand for transportation options has resulted in the creation of new transit authorities. For example, in November 2013, Okanogan County residents approved transit options for the Okanogan County Public Transportation Benefit Area. The state’s interest in delivering a viable public transportation system to its citizens will be increasingly pivotal to achieving future state goals, providing the capacity, mobility and access necessary for the effective movement of people and goods essential to a high quality of life for all Washington state citizens. Washington state’s interest and role as a partner in the guardianship of the public transportation system can take place in a variety of ways, from adopting a partner role in coordinating and integrating the planning of transportation to being an information resource, convener and facilitator, data aggregator, evaluator of emerging technologies, or as a policy maker, or as a funder. EVALUATING TRANSPORTATION GUARDIANSHIP Desired Outcomes • Sustainable services and infrastructure • Reduce lifecycle cost • Cost effective • Improved access • Public understanding Measures Currently Available • % of highway pavement in fair or better condition • % of state bridges rated structurally deficient • % of state ferry terminals in fair or better condition • Capital project delivery performance Measures to be Developed • Guardianship Dashboard »» Public perception of condition and needs of local and statewide transportation systems »» Improved system conditions »» Funding priorities 86 WSDOT | <strong>DRAFT</strong> October 2015 | WaTransPlan.com
Washington State Public Transportation Plan Chapter Three: Goals and Action Strategies STRATEGIES PP Manage, preserve, maintain and operate the transportation network as a complete multimodal system PP Develop a dashboard that monitors Washington’s transportation system around multimodal performance indicators that build toward a more integrated, connected multimodal system PP Test pilot service concepts to increase vehicle occupancy and use of public transportation, including transit, active transportation, ride-hailing, telework and more EARLY ACTIONS Immediately after this plan is adopted, WSDOT will prepare a work plan and budget to begin working through these early actions. Each year, WSDOT will update that work program in conjunction with its public transportation partners. • Conduct a study to assess the adequacy of current public transportation funding and other funding mechanisms. Identify and assess strategies for addressing funding gaps. Research, analyze and communicate the long-term costs of deferred maintenance from an integrated multimodal perspective Lead: To be identified • Support efforts to develop and improve a dashboard that monitors Washington’s transportation system using multimodal performance indicators Lead: Washington State Transit Association • Develop a proposal for an Innovation Performance Program to encourage and invest in innovative approaches to public transportation that can deliver high value for modest investment Lead: To be identified WSDOT | <strong>DRAFT</strong> October 2015 | WaTransPlan.com 87
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