Category: Regional and Federal

RELEASE: Coalition for Smarter Growth Responds to Failure of Regional Leaders to Address WMATA’s Ridership Challenges

Press Statement
For Immediate Release
October 3, 2018

Contact:
Stewart Schwartz, 703-599-6437 (c)
Aimee Custis, 202-431-7185 (c)

WASHINGTON, D.C. — On Sun., Sept. 30, 2018, the Washington Post ran a story detailing the failure of the Washington Metropolitan Transit Authority board members to commit to increasing Metrorail service.

In Sunday’s Post story, the elected and appointed officials charged with the stewardship of our region’s rail and bus system refused to say that they would unite as a body to run more trains, more often, in order to increase ridership. Such a move would follow the demands of riders, the recommendations of consultants, and well-known industry best practices.

National Transit Database data show that Metrorail ridership is down about 25 percent from a decade ago. Five of the past 12 months have set new record lows.

“We know this is primarily due to unreliable service and unreasonable wait times for trains,” says Stewart Schwartz, executive director of the Coalition for Smarter Growth. Schwartz continues, “These long wait times, especially during nights and weekends, have made other modes of transportation, like biking and ride-hailing, more attractive and more realistic to use than Metrorail.”

Schwartz says, “WMATA’s own consultants, hired to study declining ridership, have made clear to WMATA what has been intuitive to its customers for years: while there is increased competition from ridesharing services, low gas prices, and telecommuting, the primary cause of Metro’s ridership slide is reduced frequency, and especially reduced off-peak frequency on evenings and weekends.”

In his comments to the Post, board member Christian Dorsey did identify the need for “more service generally,” and “less disruption in service through closings and maintenance activities,” including during off-peak hours. But advocates say that taken in total, the WMATA board’s comments to the Post show Metro’s board pursuing goals that do not align with the realities of how transit works for the people who use it. As has been shown time and again, frequent, reliable service is the most important factor in attracting and retaining people who ride transit.

Moreover, elected officials in local and state jurisdictions where WMATA operates have not committed to providing the necessary operating funding to make frequent, reliable service possible.

While the Post reported solely on Metrorail, urgent attention must also be paid to Metrobus and other area bus services. A lack of political will to install and enforce dedicated bus lanes or signals — so buses can avoid the congestion of personal cars and move more people — means that bus performance is slowing alongside Metrorail.

“We support frequent, reliable public transit that connects the region. We stand fully behind WMATA when it takes steps to realize that reality,” says Schwartz. “We have worked closely with the agency as it has taken steps toward reform, fought for dedicated bus lanes, and campaigned successfully for its first-ever dedicated capital funding as part of the MetroNow coalition. We fought hard for this with the understanding that reliable financial resources for capital spending would enable WMATA, and its board, to focus on not just restoring, but improving, Metrorail service.

“WMATA’s stewards and elected officials representing the jurisdictions it serves are falling short in protecting the freedom and accessibility that transit service is central to providing to area residents. Frequent and reliable service increases transit ridership. It provides freedom and greater access to jobs and services. We need the board and regional elected officials to commit emphatically to improving service and ridership.”

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About the Coalition for Smarter Growth
The Coalition for Smarter Growth is the leading organization in the Washington DC region dedicated to making the case for smart growth. Its mission is to promote walkable, inclusive, and transit-oriented communities, and the land use and transportation policies and investments needed to make those communities flourish. Learn more at smartergrowth.net.

RELEASE: Business and nonprofit organizations reject stopgap approach to funding Metro

FOR IMMEDIATE RELEASE
November 9, 2017

CONTACT
Stewart Schwartz, Coalition for Smarter Growth
(703) 599-6437
stewart@smartergrowth.net

TJ Ducklo, Greater Washington Partnership
tducklo@greaterwashingtonpartnership.com

WASHINGTON, DC — In response to reporting today about a stopgap spending measure for the Metrorail system, a diverse group of regional stakeholders representing Metro riders, businesses, nonprofits and advocates are calling for more urgent action to transform Metro—immediately.

A one-year funding patch for Metro repairs is short-sighted and does not prioritize the system or a long-term solution. Taking action in the legislative sessions starting in January 2018 is critical. We cannot delay until 2019 when the needs today are so urgent. Failure to address Metro’s funding and governance crisis immediately is not an option.

A temporary stopgap measure is simply not sufficient to support the types of changes necessary to bring Metro—and the regional economy as a whole—into the future effectively. Voters are expecting our elected leaders to stand up and lead. In a recent survey, 70 percent of registered voters from across the region said they would support an increase in public funding to improve the Metrorail system.

Funding alone is not enough to transform Metro into the transit system we need. Comprehensive reform across funding, governance and operations will bring about the greatest benefit to the region and the people who depend on Metro every day. A safe and reliable public transit system will strengthen the region’s economic growth, help make the area more environmentally friendly, and improve the quality of life for our growing population.

We are continuing to work with our elected leaders to make sure Metro continues to power our region’s success for the long term.

 

Federal City Council

Greater Washington Board of Trade

2030 Group

Greater Washington Partnership

Coalition for Smarter Growth

Greater Greater Washington

Maryland Center on Economic Policy

Northern Virginia Affordable Housing Alliance

Washington Area Bicyclist Association

Prince George’s Chamber of Commerce

Greater Washington Hispanic Chamber of Commerce

Housing Association of Nonprofit Developers

Northern Virginia Transportation Alliance

DC Sustainable Transportation

The Greater Bethesda Chamber of Commerce

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STATEMENT: Reaction to WMATA General Manager Wiedefeld’s Metro Repair Plan

FOR IMMEDIATE RELEASE
May 6, 2016

CONTACT
Stewart Schwartz, Executive Director
(703) 599-6437
stewart@smartergrowth.net

Tackling this Challenge — Together

WASHINGTON, DC – In response to WMATA General Manager Paul Wiedefeld’s Metro repair plan statement this morning at Metro Headquarters, Coalition for Smarter Growth Executive Director Stewart Schwartz issued the following statement.

“We have been impressed by the strong, deliberative leadership of WMATA General Manager Paul Wiedefeld. Therefore, as a community and as Metro riders, we need to work together with the GM and the agency to get the job done. We need the roll up the sleeves attitude of Americans who’ve worked together after major natural disasters or mobilized for war.

“While those of us outside the agency will not be turning wrenches, we can support the funding WMATA will need and work with our employers to plan alternative ways to commute. And it won’t work if everyone jumps into their cars. Expanded bus service, telecommuting, flex-time, and carpooling will be critical for longer distance commuters. For those living closer to work, bicycling, bikeshare, and walking will be important additional options. Among our top recommendations is providing the dedicated bus lanes we’ve long needed.

“At the same time, based upon reports, the management and staff at WMATA owe the public a real turnaround in their performance in communications, maintenance, repair, operations, and above all safety. As a former Navy aviator, the revelations about the lack of a safety culture have been a particular concern for me.

“The extended repair times will hopefully give the staff the breathing room they need to make more effective and long-lasting repairs to the system, but this should also be a time for a complete culture change – breaking down the communications barriers between departments and between management and line workers, and infusing safety, customer service, and pride in every member of the team.”

Our specific recommendations include:

  • Much better and more effective customer communications by WMATA including, sufficient advance notice of shutdowns and planned alternatives, reliable travel time and schedule information for both rail and bus service at all times, and transparency about the repair work being done and the results.
  • Funding for the purchase of sufficient buses and hiring of more bus drivers to provide an essential transit alternative during extended shutdowns. But this will not be enough. We should take this opportunity to provide the dedicated bus lanes we have long needed.
  • Enhance and improve other alternative transportation services like expanding bikeshare, accelerating the installation of protected bikeways, and working with local jurisdictions to increase funding to transportation demand management programs including encouraging carpooling and telecommuting.
  • If stations are to be shut down for extended periods for rail repairs, then use the time restore the stations as well – cleaning, repairing damaged tiles, repairing fare gates, installing new lighting, etc. Take the time to restore and enhance the customer experience from the moment they enter the stations.

“Finally, we urge unity among elected officials in backing up the General Manager, and a shared commitment to providing the funding the system will need to complete a full mid-life restoration. Giving up on our Metrorail investment and all of the transportation and economic development benefits it has brought to our region is simply not an option.”

About the Coalition for Smarter Growth

The Coalition for Smarter Growth is the leading organization in the Washington DC region dedicated to making the case for smart growth. Its mission is to promote walkable, inclusive, and transit-oriented communities, and the land use and transportation policies and investments needed to make those communities flourish. Learn more at smartergrowth.net.

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RELEASE: Newly-released booster group poll is subjective, simplistic, and of little value to transportation planning in the Washington DC region

COALITION FOR SMARTER GROWTH § MONTGOMERY COUNTRYSIDE ALLIANCE §  ACTION COMMITTEE FOR TRANSIT § ALEXANDRIA BICYCLE & PEDESTRIAN ADVISORY COMMITTEE § PIEDMONT ENVIRONMENTAL COUNCIL

PRESS RELEASE

FOR IMMEDIATE RELEASE
April 18, 2016

CONTACT
Stewart Schwartz, Coalition for Smarter Growth, (703) 599-6437
Caroline Taylor, Montgomery Countryside Alliance, (301) 461-9831
Ronit Dancis, Action Committee for Transit, (240) 432-9917
Jim Durham, Alexandria Bicycle & Pedestrian Advisory Committee, (703) 508-0762
Chris Miller, Piedmont Environmental Council, (703) 507-5790

WASHINGTON, DC — A poll released today by the Northern Virginia Transportation Alliance (NVTAlliance) and Suburban Maryland Transportation Alliance (SMTAlliance) is subjective, simplistic and of little value for transportation planning in the DC region, according to several transportation groups around the DC region.

“This new poll completely ignores the number one factor affecting traffic and congestion:  land use.  Furthermore, it presumes that by expanding capacity, we can reduce congestion even though a wide array of transportation studies have shown that induced traffic fills up new capacity in as little as five years in metropolitan areas,” said Stewart Schwartz, Executive Director of the Coalition for Smarter Growth.

“By not providing information to the respondents about the role of land use, the problem of induced traffic, and the potential financial and community costs versus benefits of various projects it’s not surprising that the NVTAlliance/SMTAlliance world is like ‘Lake Wobegon’ where all transportation projects end up rating ‘above average’,” concurred Caroline Taylor, Executive Director of the Montgomery Countryside Alliance.

Transportation and land use planners have learned that how we lay out our communities has a profound effect on transportation. The farther out we live and the more separated homes are from jobs, schools, retail and services, the more we drive. Expanding I-270 and I-66 in the absence of better land use would likely inspire more growth in rural areas and more long-distance commuting.

In contrast, compact mixed-use communities in DC, Arlington, Alexandria, and at Metro stations in Montgomery, Fairfax, and Prince George’s have much lower rates of driving and very high transit, walk and bike use. Every person who lives or works in a transit-oriented center is a person who drives much less, and has a longer lasting positive impact than road expansion.

“This poll is permeated with the presumption that ‘congestion reduction’ can be achieved and that we just need to spend more on everything to do so. This is the worldview that the NVTAlliance and SMTAlliance have long pushed. Both remain primarily highway booster groups, but have had to adjust their campaigns and brands in acknowledgement of the strong support for transit and transit-oriented development in the DC region – so they now package both roads and transit together,” said Schwartz.

“The problem is, we can’t afford to do everything on the NVTAlliance/SMTAlliance wish lists. We need to make choices, and linking land use with transit is the most effective thing we can do. It’s also in very high demand in the real estate market, including for Marriott Corporation, whose CEO has stated that they will be moving to a Metro station from their suburban office park,” said Ronit Dancis, President of Action Committee for Transit.

Jim Durham, Chair of Alexandria Bicycle and Pedestrian Advisory Committee, added, “For jurisdictions like the City of Alexandria, adding more lane miles of roadway is not an option, and when surrounding jurisdictions take that approach, it just increases congestion via induced demand. Land use and transportation alternatives are the only real long-term alternatives.”

“So, in the end,” concluded Schwartz, “we have a poll that says transportation is a top issue, which isn’t surprising in our successful metropolitan region, and that people would like to see less congestion.  But it’s not honest about how unlikely it is we will be able to reduce congestion over the long term through capacity expansion. By not discussing land use, induced traffic, or tradeoffs, costs and alternatives, the poll is more about boosting spending and getting mega-projects built, than about providing an effective, long-term approach to our transportation and land use challenges.”

The Coalition for Smarter Growth is the leading organization in the Washington DC region dedicated to making the case for smart growth. Its mission is to promote walkable, inclusive, and transit-oriented communities, and the land use and transportation policies and investments needed to make those communities flourish. Learn more at smartergrowth.net.

The Montgomery Countryside Alliance promotes sound economic, land-use and transportation policies and programs that preserve the natural environment, open spaces, and rural lands in Montgomery County’s Agricultural Reserve for the benefit of all Washington Metropolitan area residents. Learn more at mocoalliance.org.

Action Committee for Transit has a vision of a Montgomery County where it is easier to travel and more pleasant to live — a county built for people and not for automobiles. We believe fundamental changes are needed in transportation and land use policies to give the people of Montgomery County and Maryland the quality of life we deserve. Learn more at www.actfortransit.org.

Alexandria Bicycle and Pedestrian Advisory Committee is a volunteer led organization that promotes walking and biking in Alexandria. Learn more at alexandriabpac.wordpress.com.

Since 1972, The Piedmont Environmental Council has proudly promoted and protected the natural resources, rural economy, history and beauty of the Virginia Piedmont. Learn more about the Piedmont Environmental Council at pecva.org.

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STATEMENT: Coalition for Smarter Growth applauds WMATA General Manager’s initiatives and urges a regional ‘team effort’

For Immediate Release
March 7, 2016

Contact:
Stewart Schwartz, Executive Director
Cell: 703-599-6437

WASHINGTON, DC — Today at the National Press Club, and in an Op Ed in the Washington Post on Sunday, the new General Manager for the Washington Metropolitan Area Transit Authority (WMATA), Paul Wiedefeld, laid out his comprehensive plan for fixing the transit agency. Coalition for Smarter Growth Executive Director Stewart Schwartz issued the following statement in reaction to Wiedefeld’s plan.

“We applaud the General Manager’s comprehensive and detailed plan for fixing WMATA. The plan offers confidence that GM Wiedefeld is a leader focused on implementing the reforms we need to restore the system and the public’s confidence.

“But restoring Metro must be a team effort. All sectors must share a commitment to fixing the system. This means not just management and line staff, but the unions, the WMATA Board, business and civic sectors, riders, advocates, and above all, our elected officials. Our region cannot function without Metro, so our elected officials must make Metro their top priority transportation investment, backing up the GM with the funding the system needs.

“The region’s economy depends on Metro. For decades, it has been essential for the functioning of our largest employer, the federal government. Today, the marketplace is demonstrating huge demand to live and work near Metro and private developers are committing billions of dollars to building the walkable, urban, transit-oriented communities people want.  Elected officials have said that transit-oriented development (TOD) is the region’s future, but you can’t have TOD without the ‘T’. Fixing Metro must be our top priority if we are to remain economically competitive.”

About the Coalition for Smarter Growth

The Coalition for Smarter Growth is the leading organization in the Washington DC region dedicated to making the case for smart growth. Its mission is to promote walkable, inclusive, and transit-oriented communities, and the land use and transportation policies and investments needed to make those communities flourish. Learn more at smartergrowth.net.

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STATEMENT: New “Roadmap” Report on Regional Economy has Key Omissions

FOR IMMEDIATE RELEASE
January 15, 2015

CONTACT
Stewart Schwartz
(703) 599-6437
stewart@smartergrowth.net

WASHINGTON DC — Coalition for Smarter Growth Executive Director Stewart Schwartz today issued the following statement in response to the release of a new report on the DC region’s economy, “Roadmap for the Washington Region’s Future Economy.”

“The report has many good ideas including the need for more housing and especially more affordable housing, but it fails to bring all of sectors to the table. In particular, the non-profit community, which is particularly strong in the Washington DC region and includes many working on the housing issue, wasn’t a part of the process.

“Groups like the Coalition for Smarter Growth, affordable housing providers, Casa de Maryland, the Urban Institute, and others, who have much to offer, were not a part of the conversation in contrast to their inclusion in the Council of Government’s Region Forward vision planning. As a result, the report didn’t address issues that might be identified by non-profit organizations working in the community. For example, the significant challenges presented by the east-west economic divide in the region, and the significant number of jobs not accessible by transit, are not addressed.

“The report makes some mention of the benefits of urban development but doesn’t adequately emphasize the importance of creating walkable, transit-accessible urban centers for attracting next generation workers and companies.  At a time when knowledge workers can move anywhere and are increasingly attracted to regions with easy access to nature and outdoor recreation, the report doesn’t address the economic benefits of protection of parks, open space, and recreational areas. The combination of vibrant walkable urban centers and nearby open space and recreation has become critical for attracting the next generation workforce.

“The Coalition for Smarter Growth has longstanding concerns about the intentions of the 2030 Group which pressed for this ‘Roadmap‘ effort. The 2030 Group was formed in the wake of and to a significant extent in opposition to Metropolitan Washington Council of GovernmentsRegion Forward compact among all 21 COG jurisdictions. Region Forward established a framework for regional growth, sustainability and equity, with a particular emphasis on transit and transit-oriented development.

“Bob Buchanan, leader of the 2030 Group, has failed to give credit to Region Forward and other significant areas of regional cooperation. In forum after forum in the suburbs, Buchanan and the 2030 Group have focused on advocating for the Outer Beltway with new upriver Potomac bridges, and pressing for an appointed regional transportation authority to select projects like an Outer Beltway.

“The Coalition for Smarter Growth strongly opposes a regional authority of appointed officials who would be unaccountable to the voters and more focused on picking mega-projects than on the comprehensive approach to land use and transportation adopted by Region Forward. We oppose the Outer Beltway, because it would worsen the east-west economic divide, undermine sustainable transit-oriented development, and increase sprawling development.

“Where the 2030 Group is focused on an Outer Beltway, the Coalition for Smarter Growth and most elected officials are focused on investing in transit and the vibrant, urban transit-oriented centers that are so much in demand by the new generation workforce and companies.

“We’d like to see the non-profit community at the table and the discussion brought back under the umbrella of the Council of Governments. There are some big regional growth, housing, equity and transportation issues to discuss – as the report makes clear, but we need everyone at the table.”

About the Coalition for Smarter Growth

The Coalition for Smarter Growth is the leading organization in the Washington DC region dedicated to making the case for smart growth. Its mission is to promote walkable, inclusive, and transit-oriented communities, and the land use and transportation policies and investments needed to make those communities flourish. Learn more at smartergrowth.net.

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The problem with Ted Lerner’s lifetime achievement award

Washington has no greater homegrown real estate executive than Ted Lerner. From World War II to today Lerner redefined the places where locals work, shop and live, whether it was Wheaton Plaza, White Flint or Dulles Town Center. He turned a sleepy crosssroads in then-rural Fairfax County into the regional retail destination Tysons Corner Center, returned Major League Baseball to local ownership in the nation’s capital and amassed an estimated $6 billion along the way.

He did not, however, do everything that was said of him last week when he received a lifetime achievement award from the Urban Land Institute.

Lerner accepts few of the awards he is offered and makes few public appearances. He said in a brief interview before dinner at the gala dinner Thursday at the National Building Museum that he agreed to only after being convinced by his 13 grandchildren.

“They are the reason I’m here,” he said. In his acceptance speech, Lerner said he was proud to have developed 20 million square feet of real estate while remaining relatively anonymous.

“I guess I have a different approach to real estate than Donald Trump,” he said.

At the gala Lerner’s partners in business and at ULI pulled out all the stops for the 90-year-old magnate. Wolf Blitzer of CNN, a family friend, introduced him. Lerner Enterprises filled nine tables up front and countless partners and associates bought advertisements in the awards brochure congratulating him.

A nearly 9-minute video extolling his life’s accomplishments played featuring warm compliments from Wizards owner Ted Leonsis, former George Washington University president Stephen Trachtenberg, former baseball commissioner Bud Selig and current commissioner Rob Manfre.

Real estate magnate and Nationals owner Ted Lerner received a lifetime achievement award from the real estate group ULI. (Urban Land Institute)

Some of the testimonials take liberties with the facts. For instance, columnist George F. Will gestures to Nationals Park in the background behind and congratulates Lerner for having built it. Actually the D.C. government oversaw construction of Nationals Park and paid for nearly all of it as well, at a cost of $670 million to D.C. taxpayers.

Will also praises Lerner for having opened the Nationals Baseball Academy, in Southeast D.C. The Nationals and its charitable arm paid for $3 million of that project, about 20 percent of the cost (and about what they pay pitcher Max Scherzer for a third of a season). D.C. taxpayers put in $10.2 million and Major League Baseball paid $1 million.

There’s no crime in employing a touch of hyberbole when lauding such an accomplished entrepreneur. But there is a question why ULI so celebrated a man whose building practices are now being critiqued by many of its members.

Though it is a real estate association, ULI often acts as a think tank for those interested in revitalizing cities. It has grown in membership and influence as people and companies have flocked back to urban areas in recent years. It is dedicated to “the responsible use of land and in creating and sustaining thriving communities worldwide.”

Lerner is rightly credited with doing more to create Tysons Corner than anyone but the modern Tysons — one of the most congested, sprawling suburban areas anywhere in America — isn’t the sort of thing ULI members generally celebrate. Indeed, much of the work in Tysons today has to do with undoing the single use suburban malls and office parks that made Lerner and his table mate Thursday, zoning king Til Hazel, so wealthy.

ULI specializes in considering how to remake places with Tysons-like problems into flourishing urban areas. It frequently publishes work and holds forums on how to retrofit places like Tysons (“Not Your Parents’ Suburbs”) and Landover Mall, which Lerner built but had to demolish after it failed, into other things.

Unlike many ULI members who extol the virtues of public transit, Lerner has sometimes held a different view. When Metro agreed to build a Silver Line station on his doorstep in Tysons, he sued Virginia over how much he would be paid for the staging area (a jury sided with the commonwealth). When a Nationals playoff game ran late into the evening, his team refused to pick up the $30,000 tab to run extra cars.

Lerner plays hardball in more ways than one, and in real estate that sometimes means lawsuits. Lerner sued the District over ballpark construction, asking $100,000 a day in damages because he said work was still not done two months after it opened. He sued Fairfax County five years ago over development rights in Reston. When Lord & Taylor officials asked that he not tear down White Flint Mall in violation of his contract with them, he did it anyway. A jury awarded the department store $31 million in damages. (This was after Ted’s brother Lawrence sued him over the mall as well.)

Some ULI members have quietly questioned whether this constitutes award-winning behavior. In an e-mail Lisa Rother, executive director of ULI Washington, explained why Lerner was chosen:

ULI Washington is honored to present its Lifetime Achievement Award to Ted Lerner because of the tremendous impact he and his family have had on this region.  As a visionary real estate developer, generous philanthropist, MLB team owner, and a pillar of the community, Mr. Lerner has positively changed the face of the region over his decades of commitment to making the area the best that it can be.  His integrity, high standards and commitment to excellence are evident in everything he has done.  Residents proudly wear the Curly W to show their pride in the Washington Nationals.  They shop, live and work in the buildings and communities that Ted Lerner envisioned and built  and benefit from his generous philanthropy in universities and other civic amenities.

It’s easy to say simply that things were different when Lerner was making his name. Shopping malls at the time were where people wanted to shop and office parks were where they wanted to work. People preferred driving so of course they needed more roads.

Lerner is surely not to blame for all the region’s ills. But that type of development is one of the reasons that Washingtonians now endure some of the worst traffic and most polluted air in the country.

Stewart Schwartz, executive director director of the Coalition for Smarter Growth, a transit advocacy group, said he appreciated the way Lerner had come around later in his career toward more environmentally sustainable practices.

“In the first decades that Mr. Lerner was developing the region, few understood the negative impacts of separated uses and completely auto dependent development,” Schwartz said. “We certainly face traffic and environmental challenges today due to the way the region grew.”

In Schwartz’s view, it may be difficult to condemn Tysons and shopping malls while celebrating Ted Lerner. But not impossible.

“Mr. Lerner has had a huge influence on regional development and we are pleased to see the commitment he has made to the new generation of transit-oriented development in Tysons, White Flint and the Nationals Stadium,” Schwartz added. “In this next generation for his firm, it will be critical that they include a focus on walkable urban design and creating great places as experienced by the pedestrian.”

Read at The Washington Post >>

Report: Metro to Name New General Manager

WASHINGTON — It’s been more than a year since Richard Sarles announced he would be retiring as Metro general manager in January of 2015. Now, the agency is finally on the cusp of naming a permanent successor.

NBC 4 broke the news that Metro’s board is extending an offer to Neal Cohen, the chief financial officer and executive vice president at the Dulles-based aerospace firm Orbital ATK. Cohen does not have public transit experience, but he did work for 16 years at Northwest Airlines and US Airways.

“I think it’s great that he has transportation experience in the airline industry, his finance background is going to be very helpful. But, we also want to make sure he can manage the operational side of the business, especially something as technologically complex as Metro,” says Stewart Schwartz, the executive director of the Coalition for Smarter Growth.

Metro has been under financial restrictions imposed by the Federal Transit Administration since last year. That’s when an audit exposed the questionable handling of billions of dollars in federal grants.

In July, Metro Board Chair Mortimer Downey released a letter announcing the field would be opened up for candidates with “financial management experience and those outside government and the transit industry.”

Cohen’s selection meets that criteria with the bonus of some transportation experience.

Emil Frankel is the interim CEO and President of the Eno Center for Transportation and says he’s not commenting specifically on Cohen until the selection is formally announced, but he points out that versatility is important for a general manager.

“I think the most important qualification is the strength of leadership and general management skills,” Frankel says. “WMATA has faced a lot of problems over the last few months and couple of years, and across a range of things: operational, safety, financial.”

Schwartz says setting up a good team is critical, especially for someone who may not have the operational experience in a public transit agency.

“Like any new commanding officer, if he has areas where he’s not as strong, hiring someone who is strong in that particular area would be helpful,” Schwartz says. “Transit operational managers, safety experts and others within his staff, amongst his deputies, would certainly be important.”

The Coalition for Smarter Growth along with ATU Local 689, the Action Committee for Transit and the Greater Washington Board of Trade sent a letter to local leaders earlier this month outlining their wishes for a new general manager.

The letter calls for the jurisdictions to “commit to backing up the new General Manager with the political support, organizational authority, and funding needed to do the job successfully.”

Frankel agrees that the next Metro general manager needs to have political backing to be successful.

“The first, and most important, and continuing task for the new general manager, the new CEO, is to build on the consensus that hopefully is represented by his or her selection for the job,” Frankel says. “To bring the jurisdictions together in shaping a program of renewal and restoration and good operations for WMATA.”

It’s the pattern established by one of the people Frankel cites as a hero for him in the transportation field: former New York Metropolitan Transportation Authority chair Richard Ravitch. Ravitch is often credited for turning around New York’s subway and bus system in the 1980’s, thanks in large part to his political ability.

And Schwartz says that ability to get everyone on the same page is one of the crucial needs if a new general manager hopes to turn Metro around.

“At the outset be a good listener,” Schwartz says. “There are a lot of stakeholders with Metro. Metro is a part of all of us in the Washington, D.C. region, and so I certainly hope that he will listen to all of those customers, unions, management, elected officials, other government staff and businesses.”

Read at WNEW >>

RELEASE: Business, Labor, Riders, Urbanists Join In Call to Fix Metro

WASHINGTON, DC –Six major organizations representing business, labor, transit riders, and urbanists joined today to outline principles that the region should follow to restore Metro to good health. In a letter to Mayor Muriel Bowser and Governors Larry Hogan and Terry McAuliffe, the groups said that the regional transit agency needs a strong General Manager backed with commitments of political support, organizational authority, and funding.

Why D.C.-Area Commuters Say They Are Dropping Metro

Call them the Metro quitters.

Months of consistently unreliable rush hour service have been emblematic of this rough year for the D.C. region’s transit system. An unknown but seemingly growing number of commuters are dumping Metro, giving up their seats — if seats are even available aboard packed railcars — for cars, bikes or walking.

WAMU 88.5 has received scores of emails and tweets from Metrorail riders who are quitting the system after the lousy summer that ended on a regrettably fitting note: on Sept. 21 a transformer fire at Metro’s power substation near Stadium-Armory will cause service disruptions for at least six months on the Blue, Orange, and Silver Lines.

“They’ve really completely crushed my faith in them,” says NoMa resident Benjamin Rockey-Harris, 33, one of several ex-subway users interviewed by WAMU 88.5. “I’m much happier walking. It’s working out for me, unlike Metro.”

Ridership down

Weekday rail ridership is down about 6 percent since its peak in 2008, although the trip figures rebounded a bit last year. Among the factors Metro leaders are quick to point to, the recession, rise of teleworking, loss of the federal pre-tax transit benefit, and growth of alternatives like Uber and Capital Bikeshare usually top the list.

But what about riders who have quit the system because the service stinks? Admittedly, that figure is difficult, if not impossible, to accurately quantify.

“I don’t know that we can determine exact percentages and such, but we do know unreliability does have an impact on our customers,” says Jack Requa, the transit authority’s interim general manager since January. “There’s been a decline in ridership. We are certainly trying to determine the reasons for that and anything we can do to offset that.”

Preliminary figures show ridership dipped 7 percent in August from the same month in 2014 — a significant year-over-year loss. And with commuters facing slowdowns and delays on the three lines through Stadium-Armory well into next spring, more riders are expected to quit Metro.

“I’m going to walk”

It’s 8 a.m. on a Monday morning in Washington’s NoMa neighborhood. Rockey-Harris, an IT professional in downtown D.C., stands at the corner of 2nd and L Streets Northeast and makes an easy decision. Instead of turning right to go to the nearby by Red Line station, he continues to hoof it west on L.

“If it worked perfectly it would be 20-minute ride to work, but I’d rather walk 45 [minutes] than deal with the chaos, honestly,” he says.

The chaos he describes will sound familiar to just about anyone who has tried to board a rush hour train lately.

“Metro means that I have no reliability of getting to work on time. I’m going to pay a rush hour fee for a six- or eight-minute wait for a Red Line train, and then possibly not even get on the next train because they’re all six-car trains and they’ll be full,” Rockey-Harris says.

There was no single incident that drove him away from public transportation. Instead it was weeks and weeks of delays, packed trains, and late arrivals to work that convinced him once and for all to give up on Metro. Others share his story.

“I showed up to work 45 minutes late one time, and that was the final straw,” says Matthew Benjamin, 36, a federal worker who lives in Falls Church. He dumped the Orange Line and now rides his bike all the way into his office near Union Station.

“It was the inconsistent times that the trains were running. You couldn’t count on the same train to be there the same time each morning. That made my commute vary back and forth by 30 to 45 minutes at a time. And that wasn’t acceptable,” Benjamin says.

Crumbling confidence

Whatever the reasons for the long decline in trips, Metro can ill afford to lose any customers. The transit authority is projecting budget deficits for years to come as costs continue to rise against stagnant ridership and revenue forecasts. But public confidence — shaken by multiple rush hour meltdowns and major federal safety investigations — in Metro is crumbling.

“I’d rather take the subway but I can’t rely upon it,” says Becky Ogle, a federal worker and disability rights advocate, who drives from Bethesda into Washington every morning. Because she is in a wheelchair, she is concerned not only with train malfunctions and track problems, but broken elevators, too.

“I’m supposed to be at work at the same time my colleagues are, my able-bodied colleagues. But if I get to my station and the elevator’s not working, then usually it takes about an hour to recoup,” Ogle says. “I’ll have to go to another destination with an elevator working and back track on my own through my own rolling, or have Metro pick me up, which takes forever.”

Metro’s lackluster ridership was pinned on several factors, including slower-than-expected growth in Silver Line usage over the second half of 2014, in a recent budget analysis released by transit authority management.

“The general trend over the past three years of lower average weekday rail ridership has continued, with fewer days reaching a ridership total of 750,000 or more, and more days falling below 700,000,” the report said.

When asked what it would take to return to Metro, riders gave a simple answer: better service.

“We have one of the best subway systems in the country. I would just like to see it be on the upswing instead of the downswing,” says Jessica McBroom, a State Department employee who rides her bike to work.

McBroom, a D.C. resident, bikes six miles to visit family in Maryland on weekends instead of waiting upwards of 24 minutes for a train if there is track work.

“Where are we getting with all of this weekend track work?” she says. Metro is more than four years into a six-year, $5 billion rebuilding program.

Some have quit Metro in disgust. Others did so reluctantly.

“I have very fond memories of Metro. My first experiences in D.C. were my dad taking me to RFK to Redskins games as a kid. We took Metro every time and we never had a problem,” says Bryan Davis Keith, a federal employee who now resides in Winchester, Virginia.

“We never had issues with it breaking down or not knowing what was going on…now you are lucky if something doesn’t happen on your commute,” he says.

Instead of driving to the Orange Line station in Vienna, Keith drives all 100 miles into D.C. every morning, taking his chances with I-66 instead of the train.

Rider testimonials

We heard from many other Metro riders with strong feelings driving their decision to abandon it for their commute. Here are some select testimonials.

Staci Pittman

“For me, it was in 2014 when WMATA took a turn for the worse. I was constantly late for work and because I had to leave at a certain time to make my return trip, my days were usually short of 8 hours. On the return trip, a ride that usually takes 20-25 minutes from Bethesda to Union Station could actually take up to 45 minutes which made me miss my MARC connection and often times leaving me stranded once I made it to Odenton because I missed the last neighborhood bus. The situation seemed to worsen in the summertime and there was always single tracking, crowded platforms, burning rail and water issues. A simple trip from Bethesda to Friendship Heights to get an allergy shot during lunchtime often took an hour and a half roundtrip, including waiting times. Everything wore me down as WMATA delays became the rule and not the exception and having one day out of two weeks being on time seemed like a bonus. As much as I didn’t want to, I broke down a year ago.”

Danny Goldman

“I am a Rockville native. I grew up taking the Red Line and had pretty clear memories of using it as a go-to mode of transport into the city. When I came back from overseas a year ago to start grad school downtown, one of the reasons I was excited was Metro. I thought I wouldn’t need a car, it was convenient, and cost effective. I was wrong.

The Red Line has turned into a disaster, costs have skyrocketed, the service and facilities have deteriorated to the point of being a national embarrassment and safety hazard.”

Matthew Becker

“I haven’t quit completely because it’s still more cost-effective, but ever since I started having to take the Red Line to my current job in Bethesda, I’ve found myself using my own car, Lyft, and trying to take the bus further so as to avoid delays on the train. I try to monitor Twitter in the morning and listen to the radio to be aware of delays on the Metro but unfortunately I still have to rely on the train sometimes. As soon as I can move to a work location where I can rely only on the bus, the bike share, or my own two feet, I don’t plan to take the train ever again.”

Leigh Mihlrad

“I used to take an express bus to the Pentagon each day, and then take the Blue Line to Farragut West. I got so tired of the delays, and frequent inability to get on the train, due to how crowded it was, that I now drive to my department’s Arlington Headquarters and then take our free shuttle downtown. It takes slightly less time, even with some traffic on 395.”

Benita Robertson

“When I first moved here I was ecstatic about the availability of public transit and planned to rely on it 100 percent.”

“My enthusiasm declined with the increase of incidents and delays. I am a patient person so I can deal with delays, but what I can’t deal with is fearing for my safety. The final straw was the reduced train speed between Pentagon and L’Enfant plaza in response to much-needed track repairs.”

“Each day as we slowly creep over the bridge I nervously stared down at the water. There have been so many derailments, brake malfunctions and door issues. I am worried that there is a real problem with the tracks and that a major incident is just waiting to happen. I dislike driving. Traffic stresses me out and I’m terrible at parallel parking, but just yesterday I started researching monthly parking in D.C. so I can drive and park during the week. It’s a real shame, especially since I am a self-identified ‘terrible driver’ and strongly feel I shouldn’t be driving more than absolutely required. But it’s a risk I’m willing to take if I can’t rely on metro to be concerned about my safety.”

Maria Khan

“I quit taking the train this past summer after three years of consistently using it as my primary means of getting downtown from Vienna. I got stuck in the tunnel twice for 40+ minutes each time and have since developed a bad case of claustrophobia. I now cannot ride the train without getting an inevitable panic attack about whether I will be able to get off it once I get on due to all the stops and holds it does in the tunnels. The persistent holds for 40+ minutes in tunnels coupled with reports of smoke and fires, it just seemed like too much of a dangerous situation to put myself. I now take I-66 to work and always pass by an Orange Line train stuck on the tracks for no apparent reason and feel bad for the commuters stuffed inside it.”

Jessica Giguere

“I’m actually going to move into the city so I can walk/bike rather than Metro. Money is tight but I’d rather pay more on rent and sacrifice space than what I pay now in Metro fares and time. I spend at least 10 hours a week commuting from the Vienna Metro station to McPherson Square.”

Ryan Jesien

“I was a WMATA commuter from 2005 to 2013. I wouldn’t get on it today if I were paid to. I rode from Braddock Road to Silver Spring for a time period before dropping their horrible service in favor of biking or driving to work.”

“WMATA is corrupt, expensively priced, and unsafe. I would rather put my skull in a vice than ride their train. A dead horse is a more reliable form of transportation.”

Chris Dattaro

“This is the second time I’ve given up on Metro, and I’m never going back. I live in Old Town and was commuting to Rosslyn for a past job but now commute to Georgetown for a new job. Braddock to Rosslyn is 6 stops; Braddock to Foggy Bottom is 7 and all on the BL. Should be easy enough, right?”

“Between the inconsistent schedules and repeated delays it would consistently take over an hour door-to-door. The BL runs trains every 13-15 minutes during Rush Hour which is pretty mind boggling. It also cost me $7 per day roundtrip to take the Metro. If you multiple that out by the 23 work days in September, that costs me $161. So to sum it up:

Metro: $155-161 per month, 60-80 minute commute one way, no control over delays, overcrowded trains due to the infrequency at peak hours. Car: $135 + gas per month, 25-30 minute commute, flexible schedule. I also ride my bike a few times per week when it’s nice outside. The Metro is just garbage. I’ll use it as infrequently as possible and from here on out, mostly just for Caps games.”

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