Strategic Plan for Public Transportation 2021-2031

Page 70

Strategic Plan

Chapter 2: A Pathway to the Future

Goal: Build a Skilled, Diverse, WellSupported Workforce that has Growth Opportunities Collaborate with partners to support a high quality of life for employees. Offer high-skill and high-wage careers, training, and apprenticeships. Recruit and hire from priority populations facing the greatest barriers to transit and employment. Engage the workforce in being innovative and creating new pathways to living-wage, green jobs. Objective: Partner with employees, unions, contractors, and communities to offer high-skill, high-wage careers that support a high quality of life. As a major employer in an increasingly expensive region and competitive job market, Metro strives to treat its employees in a way that lives up to its values and compels partners to do the same. This is especially important as innovations in mobility result in different workforce needs and opportunities. Intended outcome: Public and private mobility services offer high-skill, living-wage jobs. Strategy: Utilize equitable employment practices and encourage partners to do the same. Creating a culture of belonging at Metro means respect, safety, and accountability are priority. Metro will look beyond traditional recruitment strategies to shift culture to one that builds space for racial, gender, and other diverse communities to experience belonging at Metro. Culture will shift to focus on the value of the people at Metro. Metro’s ability to embrace anti-racist principles will support retention, promote leadership development, and make Metro a place people want to work. Metro will encourage its partners to do the same by centering equity considerations whenever Metro contracts for private-sector transportation providers or other services. Strategy: Help employees benefit from the opportunities offered by new mobility technologies. Mobility options are changing. New technologies will likely mean new workforce opportunities. Metro will plan to meet current and future workforce needs and develop Metro’s workforce in response to growth, system changes, and technological

King County Metro

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Table 2 Goals, Outcomes, and Measures

5min
pages 86-88

Chapter 3: Performance Measurement and Continuous Improvement

1min
page 84

Goal: Conduct Deliberate and Transparent Community Engagement

6min
pages 79-83

with Values and Goals

8min
pages 74-78

Opportunities Goal: Be Responsible Stewards of Financial Resources and Invest in Line

7min
pages 70-73

Goal: Improve Access to Mobility Options

6min
pages 62-65

Goal: Keep Passengers, Employees, and Communities Safe Goal: Support Thriving, Equitable, Transit-Oriented Communities that

6min
pages 55-58

Goal: Innovate to Improve Mobility, Complement Transit, and Advance Equity and Sustainability

2min
pages 53-54

Goal: Provide Fast, Reliable, and Integrated Mobility Services Goal: Build a Skilled, Diverse, Well-Supported Workforce that has Growth

7min
pages 66-69

Foster Economic Development

4min
pages 59-61

Goal: Address the Climate Crisis and Environmental Justice

8min
pages 48-52

The Path Ahead

0
page 43

Figure 3 Historic and Future Growth, Puget Sound Region

2min
pages 33-34

Figure 8 King County Metro Mobility Equity Cabinet

1min
page 42

Challenges and Opportunities

1min
page 32

Figure 5 Environmental Exposure Index

6min
pages 36-39

Figure 4 Change in Population at or Below 200 Percent of Federal Poverty Level, from 2012 to 2017

1min
page 35

Table 1 Summary Table of Metro Strategic Plan Elements

14min
pages 13-21

Executive Summary

8min
pages 8-12

Section 1.3: Strategic Plan Development

1min
page 41
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