Strategic Plan
Our Mission, Vision, and Values
Letter from our General Manager and CEO
As RTD’s General Manager and CEO, it is my privilege to deliver this update to the 2021-2026 Strategic Plan, which was first approved by the agency’s Board of Directors in August 2021. The original document, which was developed more than two years ago, outlines four Strategic Priorities – Community Value, Customer Excellence, Employee Ownership and Financial Success – that serve as the functional pillars by which RTD plans, develops, evaluates and measures overall performance.
Between the Strategic Plan’s adoption and now, as the needs, opportunities and challenges of the Denver metro region have continued to evolve, a reevaluation of the plan has become necessary. While the Strategic Priorities outlined above remain sound, the environment in which the agency now operates has changed. RTD must pivot, as well, to prepare for and accommodate new realities.
Over the course of several strategy sessions held beginning in late 2022 and throughout 2023, agency leaders have collectively reviewed the Strategic Plan with a new perspective. After thinking critically about the Strategic Priorities, and considering feedback from employee, customer and community surveys, these individuals have proposed a narrowing of the plan’s focus – and correspondingly their team’s efforts – to initiatives and tactics they expect will yield the biggest difference in achieving success outcomes.
Emphasis has been placed on the following three priority tactics, as outlined in the revised Strategic Plan: Back to Basics, People Power and Creating a Welcoming Transit Environment. These tactics align with the Strategic Plan’s overall goals, as well as the agency’s Mission, Vision, and Values. Bottom line: This updated Strategic Plan you see before you brings further clarity and focus to the agency’s business.
Like the public it serves, RTD is in a different place than it was two years ago. Work and travel patterns have shifted for many customers. Some people use the agency’s system less, others more, and still others on different days or in different ways than they used to. New customers try public transit for the first time every day. The dedicated employees with whom I have the privilege to work every day remain focused on delivering safe, consistent, high-quality service that provides value to these customers, and the region as a whole.
I extend my sincere gratitude to RTD’s employees, each of whom is essential to the execution of this plan. Thanks are due as well to the agency’s customers, without whom there would be no need for any of us at RTD, including me. This updated plan – like RTD’s services – is for you. It presents the intentionality needed to make lives better through connections.
Sincerely,
Debra A. Johnson
Strategic Priorities
RTD’s four Strategic Priorities are the functional pillars used to plan, develop, evaluate, and measure the agency’s overall performance throughout the life cycle of the 2021-2026 Strategic Plan.Access the full RTD Strategic Plan by clicking the button below. *Note: RTD's Board of Directors has adopted revisions to the Strategic Plan. For the current Agency Performance Scorecard, see below.
Learn MoreTo review the Agency Performance Scorecard in more detail, click the button below.
Download the Agency Performance ScorecardStrategic Initiatives
The 2024-25 Strategic Initiatives reflect a renewed collective focus to deliver meaningful progress toward established success outcomes. These initiatives have been interwoven into the Fiscal Year 2025 budget as well as work plans created by employees throughout the agency.
Back to Basics
RTD strives redouble agency efforts to maintain assets in a state of good repair leveraging sound asset management principles.
People Power
Recognizing the critical importance of its people, the agency’s most important resource, in achieving the agency’s mission, RTD seeks to vigorously address impediments to recruitment and retention efforts and to foster a culture of learning and development.
Welcoming Transit Environment
RTD seeks to reduce the impacts of criminal behaviors and Code of Conduct violations on agency services and workplaces and, in doing so, to improve community and employee perception of personal and public security on RTD property and vehicles.
Customer and Community Connections
RTD is committed to fostering community building and enriching the customer experience.
Back to Basics
Asset Management
Annual Scorecard Metric 1
% of community that agrees or strongly agrees that RTD manages financial resources well
How do we know we are on target?
Referencing the following financial health ratios utilized by the Office of the State Auditor (OSA), prepare monthly statement on financial performance for distribution at community meetings:
- Cash to Liabilities
- Working Capital
- Asset Sufficiency
- Unrestricted Net Position
- Net Position
- Debt Burden
- Principal Payments to Total Outstanding Debt
- Tax Revenue per Capita
- Expenses per Capita
Annual Scorecard Metric 2
% of OSA nine financial metrics met
How do we know we are on target?
Review OSA financial health ratios monthly and report to GM/CEO on any identified concerns
Action Steps
- Create a plan to leverage the opportunities for improvement outlined in the recent assessment of the Asset Information Maturity (AIM) objective
- Identify and document customer roadblocks and challenges in the Asset Management process
- Improve Asset Management process to remove roadblocks and increase user participation and satisfaction
- Provide reference materials, training and communications regarding the financial planning process including accessible information for approved projects and new funding requests.
- Enhance new funding request scoring and communication to requestors while tracking and reporting requests that are delayed for future years
People Power
Employee Retention
Annual Scorecard Metric 1
% of employees who agree or strongly agree that RTD provides the tools needed grow their careers
How do we know we are on target?
% of employees utilizing Professional Development Program funds
Annual Scorecard Metric 2
% of employees that feel safe from crime in the work environment
How do we know we are on target?
Deployment of security personnel at four additional bus and light rail operating facilities 40 hours per week
Action Steps
- Develop three specialized supervisor/manager training modules by June 2025
- Build learning plans for continuous education
- Support all employees with tools and training
- Logical progression/development plan shifting path opportunities
- Apprentice/internship programs
Employee Recruitment
Annual Scorecard Metric 1
How likely are you to recommend working at RTD to friends or family members?
How do we know we are on target?
Establish baseline employee referrals and track quarterly
Action Steps
- Amend current stay interview process and conduct X% stay interviews by June 2025
- Develop comprehensive orientation and onboarding program by June 2025
- Create Workday dashboard
- Continue eSkills program implementation
- Develop a recruitemnt and workforce planning business plan - EEO and others
- Move into phase two of reporting out and sharing
- Strategic and focused job openings
Welcoming Transit Environment
Employee Security
Annual Scorecard Metric 1
% of employees who feel safe from crime in the work environment
How do we know we are on target?
50% of patrols at RTD properties determined/driven by crime data by
June 2025
Action Steps
- Implement robust de-escalation training for all bus operators
- Increase visibility of police officers at crime data locations
- Implement live look-in system
Public Security
Annual Scorecard Metric 1
% of customers who agree or strongly agree that they feel secure when riding RTD vehicles
How do we know we are on target?
50% of patrols on routes/lines determined/driven by crime data by June 2025
Action Steps
- Hire additional officers and place them based on monthly crime data analysis
- Attend meetings, maintain high visibility within the service area and implement new technology
- Adhere to Crime Prevention Through Environmental Design (CPTED) standards
- Remember the impact of safety during waiting for rides- remember to maintain lighting, appearance of stop, and communications on route timelines
Customer and Community Connections
Customer Experience
Annual Scorecard Metric 1
% of customers who agree or strongly agree that service is on time
How do we know we are on target?
- % of on-time terminal departures
- Provide additional detail to accompany service disruptions announcements 10% of the time by June 2025
Annual Scorecard Metric 2
% of community that agrees or strongly agrees that RTD serves employment centers
How do we know we are on target?
- % of operated trips vs. scheduled
- Conduct 10 customer outreach activities highlighting regional mobility options by June 2025
Annual Scorecard Metric 3
% of customers who agree or strongly agree that they are satisfied with RTD
How do we know we are on target?
‘Close the Loop’ on 80% of all actionable complaints/issues submitted each month by June 2025
Action Steps
- Enhance the on-location, in-person customer service options for customers (e.g., Impact Team)
- Assess the level of detail and information provided to customers during service disruptions
- Assess the Service Alerts system and establish industry best practices
- Create an internal communications workflow for major disruptions (e.g., ensure “outreach” employees receive information and updates as soon as possible/real time)
- Develop Customer Experience Standards (include on-time performance)
- “Close the loop” with customers when feedback is provided to the agency (e.g., provide a response when actions are taken)
- Enhance and modernize RTD’s mobile application to support customer needs (trip planning, Service Alerts, incident reporting, etc.)
- Inventory and document activity/employment centers served by RTD.
- Hire and train additional operators with a goal to open additional routes to activity centers in January and May 2025.
Community Outreach
Annual Scorecard Metric 1
% of community members who agree or strongly agree that RTD provides value to the Greater Denver Region
How do we know we are on target?
- Establish four new relationships with community partners, colleges, and public agencies by June 2025
- By June 2025, develop materials and deliver targeted communications regarding major activity centers served within each FlexRide area to customers within
those areas
Action Steps
- Draft and finalize a comprehensive agency Public Participation Plan
- Create a color-coded infrastructure map
- Increase awareness of FlexRide areas serving employment centers
- Define the outreach-related roles and responsibilities of the Citizen Advisory Committee and other RTD customer committees
- Collaborate with community partners, colleges, and other public agencies
- Define outreach roles and responsibilities for all staff supporting community engagement (e.g., Community Engagement, Civil Rights, Transit Police, Planning, etc.)
To review the Annual Scorecard in more detail, click the button below.
Download the Annual Scorecard