Omari June came to the Washington Metropolitan Area Transit Authority in 2007 as a manager trainee and just five years later he has taken the helm of the fourth largest paratransit service in the country.
Early in his work at WMATA, June was assigned to manage complex projects and maintain key relationships and his achievements in these areas led to his promotion to a role in operations. Once in the management structure, he applied his talents to fine-tuning operational performance and creating a data-driven environment. In every area that he has overseen, performance statistics have consistently met or exceeded standards, yet he strives to exceed them further.
WMATA has recognized June for meritorious service several times for his management through critical situations, from the relocation of its Operations Control Center, to responding to the flooding of its control center, snow operations, and the rare earthquake. In each of these situations, June ensured that the customers were served safely and effectively.
He has also been recognized for his management through the major transition of service last year in which an innovative new paratransit business model was implemented based on a design that he and his team helped to create. Historically, such transitions usually include some disruption of service, so it is especially noteworthy that the transition was not only successful but also quiet.
The energy and commitment from June’s team has enabled an impressive set of achievements. Routinely interviewed by transit agencies and other organizations on the success of his operation, he maintains the sober perspective that we are only as good as our most recent day of service, and he remains committed to ensuring that we never let down our guard.
He actively participates in the American Public Transportation Association, sharing and comparing information with peer transit agencies and supporting the implementation of best practices throughout the industry.
“I absolutely love being in an industry that allows you to directly serve individuals, and specifically in the case of the paratransit side of the public transit industry, being able to serve individuals with disabilities. The work is very demanding and complex, yet it is also very rewarding. Improving the operation, in turn, improves the lives of many people throughout the D.C., Maryland and Virginia region.”
“The better the service that we provide for the disability community, the more they are integrated into society as a whole. Many believe that ADA paratransit can only be used for trips like medical appointments or getting to and from work. As MetroAccess is public transit, our customers can travel anywhere they wish in our region, the same as a non-disabled person would be able to do on fixed-route (Bus and Rail).”
“There are many individuals who have expressed to me over the years that without ADA paratransit, such as MetroAccess, they would never be able to leave the house. That type of sentiment drives our team every day to continuously make improvements so that MetroAccess provides world-class paratransit, as the nation’s capital most certainly deserves. I tend to say that ‘good is not good enough’ and I know that the communities we serve most certainly agree.”
“This industry is also very collaborative. We all want to work together to ensure we share best practices that can be applied from the smallest operation to the largest. The comradery and professionalism displayed by peers has been truly refreshing.”
“I may be biased, but I could not ask for a better team than we have here at the Office of MetroAccess Service and the unwavering support we receive from all in the Department of Access Services. Everyone on my team truly cares about the people we serve and it has been amazing to work with such a group of people.”
“In the relatively short period of time I have been in the public transit industry, I have seen positive movement forward on issues related to accessibility. I would love to see these strides taken much further, to the point where accessibility is fully and seamlessly integrated into all modes of transit. As an industry we have a responsibility to ensure that “public” transit is for all.”
“I have always loved playing sports and for the past couple years I have had the unique opportunity to spend some time coaching high school football with my brother. He is a former Super Bowl champion, and has returned as the head coach to his old high school in the inner-city, Anacostia High. It has been especially rewarding since the school is located in an underserved area of D.C., and his involvement has really helped revitalize the area.”
"In the last month alone, RGIII held a children’s football camp at Anacostia, and Bryce Harper from the Nats, surprised the football team with a newly renovated locker room. The June Family Foundation has also previously held a free camp to hundreds of kids.”
“I feel that it is incredibly important to ensure all communities, especially those that are traditionally underserved, receive the proper support and involvement from the community at large. In this case, athletics is the medium that is helping to facilitate positive change in the community and I am thankful to the people who are working hard to accomplish this.”
“I also have been fairly active as a judge for the Miss DC organization. The Miss DC organization, under the Miss America umbrella, does an excellent job promoting education and service to the community for young women. The resumes for the contestants are some of the most impressive I have seen in any industry, which shows their commitment to education and public service/community involvement. I have been truly honored to be associated with such a tremendous organization.”
