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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 />