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6) Governance — What are the implications and alternatives in moving away from localized <br />control? <br />Deliverables: Service Network Definition for each milestone period, 2024 and 2036 to include the <br />descriptive metrics list in the task objectives. <br />Operating and Capital cost updated estimates for each milestone period. <br />White papers with descriptive information on fares, labor, governance, paratransit plan, and <br />implementation. These will compare and contrast each of these topic areas for each alternative. <br />Task 3.3 - No Action Alternative <br />The dimensions of the no action alternative are well understood as efforts over the past year have <br />focused on questions surrounding the status quo. Even though this alternative is not favored by the <br />Administration, or the Council, for purposes of comparison it must be maintained at the same level of <br />detail as the other alternatives. This needs to be an objective assessment to ensure it is realistic and not <br />presented as a doomsday scenario. This is important as many agencies presenting ballot initiatives have <br />been accused of exaggerating the outcomes of the status quo alternative as a means to influence voters. <br />This can be a slippery slope so ensuring an objective and defensible view of a status quo alternative is <br />vital to the veracity of the process. Therefore, the workplan includes an on -going effort to maintain the <br />no action scenario at the same level of development as the action scenarios. This includes a financial <br />forecast based on 0.6% sales tax collections and the necessity of maintaining an appropriate fund <br />balance. This also means updating the status quo alternative through the introduction of Link. <br />1) Capital <br />a) Funding alternatives —What grant funding alternatives and opportunities are realistic and <br />what might be the magnitude and timing of those? <br />b) Revisit needs and capacity of a re -constructed, annex, or new Maintenance and Operations <br />Base <br />c) Administrative space needs <br />d) Fleet replacement and expansion including updated assessment of electric bus options <br />e) Financial participation in Swift Blue line and potential Red line <br />2) Operating <br />a) Staffing assumptions for operators, supervisors, mechanics, support staff <br />b) Hours, miles, and fleet estimates for each milestone period <br />c) Energy costs — assuming full or partial transition to 100% electric <br />d) Operating cost participation in Swift lines and paratransit "Green Zone" <br />e) Network changes to adapt to Link extension into Snohomish County and Stride (Sound <br />Transit's freeway -based BRT) implementation on SR-522 and 1-405 <br />f) ADA Paratransit operating plan <br />Page 13 of 17 <br />