Amanda Wanke, CEO of DART discusses transit’s challenge

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Public transit in Iowa is a challenge. Cities like Des Moines are more expansive and were built around the automobile. There are upsides of course, but it makes public transit quite a challenge. DART CEO, Amanda Wanke explains why central Iowan’s shouldn’t expect profitability any time soon, and speaks about their plans to address future budget shortfalls.

Public transit, says Wanke, is a challenge in many American cities. People who have a 5-15 commute by car are unlikely to take a bus that could take 30 minutes to 1 hour. COVID also cut into their margins a bit as more people found work-from-home solutions. But with extra funding on the horizon, and new route plans, Wanke is confident in DART’s future plans and ability to serve the greater Des Moines metro. 

Navigating a New Era for DART

In a wide-ranging conversation with host Justin Brady, Amanda Wanke, CEO of Des Moines Area Regional Transit Authority (DART), outlined her strategic roadmap to modernize and revitalize public transportation in the Des Moines metro. Since the COVID-19 pandemic, DART ridership has recovered to approximately 80–85% of pre-pandemic levels—placing the agency ahead of national peers—but Wanke is not content with simply maintaining the status quo. Her leadership is driving a transformative initiative called “Reimagined DART,” a comprehensive system evaluation that aims to align public transit offerings with post-pandemic realities, changing commuting patterns, and growing demand from underserved populations.

Shifting Ridership Patterns and Equity-Driven Planning

Wanke explained that traditional white-collar commuting routes, once a cornerstone of DART’s service, have declined sharply in ridership due to remote work trends. In contrast, midday and weekend usage is climbing, largely driven by essential and frontline workers in low-income brackets. Roughly 92% of DART’s current riders come from households earning less than $50,000 annually, and around 60% of riders either lack a driver’s license or a working vehicle in the household. This has reoriented DART’s focus toward providing critical access to jobs, schools, and healthcare rather than catering to discretionary or convenience-based travel.

The agency’s core challenge, according to Wanke, is balancing two competing service models: a ridership-focused approach with frequent service in high-density corridors versus a coverage-based model that ensures geographic equity but with reduced frequency. Public feedback, particularly from diverse communities, will play a critical role in shaping the final approach.

Infrastructure, Investment, and the Limitations of Profitability

Wanke was candid about DART’s financial model: like all public transit systems in the U.S., it is not designed to be profitable. Only 10–15% of its operating budget is funded through fares and contracts, with the remainder reliant on public funding—primarily property taxes. A legislative cap has already limited cities like Des Moines from increasing their transit investment, prompting the city to explore alternative mechanisms like franchise fees and potential increases to the sales tax. Wanke emphasized that this funding is not wasteful but essential public infrastructure, akin to roads and sewers.

Despite these challenges, Wanke is pursuing innovation. DART’s “Carpool” program called Caravan connects Des Moines residents with jobs in surrounding towns like Newton and Pella, addressing a regional labor shift. Meanwhile, autonomy and driverless technologies are on her radar, though she cautions the infrastructure and regulatory environment in Des Moines are not yet ready for large-scale adoption.

A Data-Driven, Community-Focused Vision

Wanke also touched on the limitations of current transit data and the need for better tools to track and understand passenger flows. Still, with resources like heat mapping and cell phone mobility data, DART is using the best tools available to inform its redesign. As transit continues to evolve, Wanke’s strategy is rooted in realism, equity, and adaptability. Her leadership underscores a central truth: public transit isn’t just about buses—it’s about access, opportunity, and how a city chooses to grow.