The fourth corner of the “strategic building” is the agency’s financial and physical assets. Ensuring that finances can sustain the agency’s plan and that physical assets remain in quality and functional condition is essential to long-term sustainability. As a major source of vehicle emissions, it is also important that the agency meet the needs of the community and the riders for environmentally sound practices and emission policies.

STRATEGIES

  • Build a business case and action plan for expanding funding to the full extent provided by the legislature.
  • Improve the prioritization process for major service improvement and infrastructure projects. The process improvement would include expanded project development and evaluation criteria to align with the Strategic Plan.
  • Establish a financial baseline and a prioritized list of service and infrastructure improvements that can be supported by current or future funding measures and grants.
  • Present a business case to the community on the potential to expand the PTBA boundaries.
  • Develop a Climate Action Plan (fleet, facilities and operations).
  • Review/develop a major project development and delivery process.

PERFORMANCE METRICS

  • In the community survey, increase the net number of respondents positively inclined to the statement “The job Pierce Transit is doing managing taxpayer dollars responsibly” to +10.
  • Increase the net number of respondents in the community survey positively inclined to the statement: “The job Pierce Transit is doing overall to +10.”
  • Reduce total greenhouse gas emissions compared to 2017 by 40%. (metric tons of CO2).
  • Maintain appropriate financial reserves for the agency, consistent with adopted policy.
  • 95%, or more, of the revenue fleet meets the useful life benchmark.
  • 75% of the agency’s facilities meet the state of good repair standard.