Ten priorities for the board to deliver upon in the next 3-5 years

To achieve the greatest possible impact for riders and for economic growth, a newly structured board must direct WMATA’s leadership to deliver the 10 transformative deliverables outlined below that will maximize the region’s historic investment in the system.

Improve consumer confidence by placing the rider at the center of every decision. This should be done by creating a Chief Consumer Officer position that reports directly to the General Manager and is devoted to improving consumer outcomes across the entire authority’s actions and investments.
Adopt a maintenance strategy and action plan that makes clear the goals, deliverables, resource allocation and decision-making that will return the system to a state of good repair and maintain the condition of the system indefinitely in accordance with performance outcomes.
Institute an outcome based capital improvement program that is driven by performance outcomes and not politics.
Examine how the bus system can improve its competitiveness and enhance access to economic opportunity for the region’s consumers. This represents one of the most immediately solvable near-term items to improve the authority’s balance sheets and deliver better results for consumers, but it will require coordination with local jurisdictions, stakeholders, and elected officials to champion cost-effective bus priority improvements.
Be more proactive about operational innovation, which includes embracing technology and digital tools. The board should require the development, approval and updating of an innovation roadmap for greater transparency and accountability.
Improve the convenience and competitiveness of Metro’s core business—rail and bus–by transitioning to a more integrated and responsive system that leverages public and private mobility services.
Accelerate transit-oriented development at locations adjacent to Metro facilities to maximize bi-directional ridership, off-peak ridership, farebox revenues, and the effectiveness and value of the system.
Allow for sound oversight by requiring that the Office of the Inspector General operate more independently from Metro, including by providing an adequate dedicated funding source.
Establish a regional coordination body to lower transaction costs through better consultation and coordination with the region’s public and private transportation systems including seamless bus schedules, fare policies, innovative ticketing, and apps.
Remain vigilant in placing the safety of the riders and workforce as the first priority for the authority. This should include full implementation of FTA and future Metrorail Safety Commission recommendations, and the harmonization of standard practice and terminology for Metro’s rail system. Metro should improve its standards and deploy technology to improve the safety of buses for pedestrians, bicyclists, cars, as well as bus operators.

Accountability Platform

Five reforms to the Metro Board

Ten priorities for the board to deliver upon in the next 3-5 years