Appendix_A_-_METRO_Strategic_Goals_Summary.pdf
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- Attached to
- Finance / Payroll System State and local contract opportunity
- Solicitation number
- RFP 2026-03
- Issued by
- Summit County, Akron City, Ohio
About this file
This is a Strategic Goals Summary document for METRO Regional Transit Authority, a public transit agency operating approximately 127 fixed-route vehicles in Summit County, Ohio, detailing the agency's comprehensive action plan to advance regional mobility initiatives through 2028. The document outlines a four-step strategy implementation process—Make Detailed Plans, Implement/Design, Evaluate, and Refine—with specific timelines and departmental responsibilities for seven major strategic initiatives. Key projects include rebranding METRO as Summit County's regional mobility provider (January 2021–December 2024), revising overall operational strategy with a comprehensive operational analysis and transit development plan (January 2021–ongoing), implementing fixed-route network redesign and bus rapid transit corridor prioritization (March 2021–December 2028), establishing new mobility pilot programs (January 2022–August 2022 and ongoing), realigning demand response programs (March 2021–December 2024), promoting financial stability through updated policies and fare restructuring (March 2021–June 2023), and implementing sustainable fleet and facility improvements including a new maintenance facility to support alternative-fuel vehicles (December 2021–January 2025). Additional initiatives focus on organizational restructuring (January 2021–September 2021), advancing technology solutions (March 2021–September 2022), pursuing transit-oriented development opportunities (January 2021–ongoing), and establishing performance monitoring and accountability mechanisms (May 2021–ongoing). A Virtual Pre-Proposal Conference is scheduled for January 21, 2026, with proposal submission deadlines on February 26, 2026, at 5:00 PM ET, oral presentations and system demonstrations scheduled for the week of March 30, 2026, and contract award anticipated on April 28, 2026.
METRO has programmed $350,000 in its 2025 capital budget for the finance and payroll systems procurement and seeks a cloud-native Software-as-a-Service platform with core finance, payroll, and optional HRIS functionality requiring seamless integration with existing systems including CAD/AVL, NeoGov HRIS, and banking partners. The contract term includes a minimum three-year comprehensive warranty period with optional extension to five years, followed by renewable annual software maintenance and support agreements. Pricing will be evaluated on a Total Cost of Ownership basis, with proposers required to submit itemized one-time costs for software licenses, hardware, and implementation services, as well as annual recurring costs for software maintenance, SaaS subscriptions, and hardware maintenance. The project may receive partial Federal Transit Administration funding, which requires completion of federal certifications including lobbying, debarment and suspension, Buy America, and non-collusion affidavits. Proposers must provide minimum three client references for similar implementations at U.S. or Canadian public transit agencies within the prior five years. Technical merit will receive up to 100 points, with system demonstration capability and pricing worth 20 points combined, and evaluation will also consider vendor experience and past performance with comparable transit agencies.
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5.3 Action Plan for Regional Mobility
The action plan presents the process that METRO will follow to advance the recommended strategies and achieve its goals.
Each strategy was developed to specifically meet the gaps identified throughout the planning process. The plan breaks down the process of advancing each strategy into individual, actionable steps that METRO can follow over the next several years. It then prioritizes the strategies, and identifies the relationships and interdependencies among them. These steps are shown in detail on the Action Matrix, which begins on page 121. The action plan also indicates potential “quick wins” that METRO can achieve in the short-term, to provide tangible benefits to it users, team members, and the community over the next few years.
The process of advancing each of the strategies usually follows the same simple four-step process, as shown in Figure 5-9.
Figure 5-9: Four Step Strategy Implementation Process
Evaluate RefineDetailed Plans
Implement/ Design
Make Detailed Plans Advancing many of the strategies (network redesign, BRT development, organizational restructuring, technology, among others) will require more detailed planning, community outreach, and agency inreach, before major changes can be implemented. These plans will give METRO leadership the ability to work out the details of each strategy and to maximize benefits and minimize drawbacks of each strategy before implementation.
Implementation/Design Some strategies, like the fixed-route network redesign, can advance directly to implementation immediately after completion of detailed plans. Other strategies, particularly those involving facility development or technology acquisition, may require design, permitting, acquisition, or construction phases prior to completion.
Evaluate Strategies will be evaluated at appropriate intervals after implementation based on detailed, criteria that reflect METRO’s goals and values, and the goals and objectives of this plan and subsequent planning efforts.
Refine Based on the outcome of the evaluation, the programs and initiatives that arise out of the strategies will be modified to correct any shortcomings or to improve their performance. This evaluation-refinement may be repeated indefinitely at regular intervals to ensure that programs continue to meet objectives and reflect current priorities.
METRO leadership will use the Action Matrix to guide and track progress of the various strategies over the next ten years. It will be a fluid and flexible document that allows the agency to react to uncertainties, adjust course as necessary, while still staying on track towards achieving the ultimate goal of becoming Summit County’s regional mobility provider.
5. Recommendations
METRO 2020 Strategic Plan
Improve Service Quality and Cost Effectiveness
Expand Collaboration with Community Partners
Implement Innovative Service Approaches
CEO: MAIN:
ALL:
OPS:
PR&M:
PSD:
S&P:
EEC:
FIN:
CCMS:
Chief Executive Officer Maintenance
All Departments Operations Public Relations & Marketing Planning & Strategic Development
Safety & Protection/ Chief of Police
Employee Engagement Center Finance Department
Customer Care & Mobility Solutions
Create Economic Opportunity
Legend for Action Matrix
ID Task Name Quick Win
Start Finish Predecessor
ID
Goals Gaps and Opportunities
Public Input and Preference
Departments
1 Rebrand METRO as Summit County's regional mobility provider Jan. 2021 Dec. 2024
State of the System 3, 4, 6 Market Analysis 1 - 3
Stakeholder Outreach 1-6 Employee Inreach 1, 4
PR&M, ALL
1.a Develop and execute marketing and outreach strategy and timeline Jan. 2021 Sept. 2021 PR&M
1.b Deepen community partnerships to understand needs and support local and regional plans Jan. 2021 Dec. 2024 CEO, CCMS
PR&M , PSD
1.c Develop targeted education and outreach approach for new operational strategies Apr. 2021 Dec. 2022 2.d, 2.e CCMS, PR&M
PSD
2 Revise Overall Operational Strategy Jan. 2021 Ongoing 2.b State of the System 1-6 Market Analysis 1-3
Stakeholder Outreach 1-7 Employee Inreach 1, 4-6 Public Outreach 1-5
OPS, CCMS
PSD, MAIN
2.a Update Service Delivery Standards Jan. 2021 Aug. 2021 PSD, CCMS, OPS
2.b Perform Comprehensive Operational Analysis (COA)/ Create Transit Development Plan (TDP) Mar. 2021 Aug. 2022 2.a CCMS, FIN, OPS, PR&M, PSD, MAIN
2.c Operationalize Fixed Route Redesign Jan. 2021 Dec. 2028 2.b PSD, OPS
PR&M, CCMS
2.c-1 Adjust service per outlined schedule in TDP Mar. 2022 Dec. 2022 2.b CCMS, OPS
PR&M, PSD
2c-2 Prioritize Corridors for Enhanced Service/BRT (study and implement) Mar. 2021 Dec. 2028 2.b PSD, OPS
MAIN
2.c-3 Perform Bus Stop Optimization: enhance amenities on key corridors and areas for new mobility connections
Jan. 2021 Dec. 2022 2.a PSD, OPS, MAIN
2.c-4 Work with community partners to increase pedestrian connections June 2021 Oct. 2024 2.c-3 PSD, S&P
2.d Implement New Mobility Strategies Jan. 2021 Mar. 2022 2.b CCMS, OPS, PSD
2.d-1 Identify markets for NMPP and establish program goals, as developed in TDP Mar. 2021 Aug. 2022 2.b PSD, CCMS, OPS
2.d-2 Implement pilot program(s) as proposed in COA/TDP Jan. 2022 Aug. 2022 / ongoing 2.d-1 CCMS, OPS, PSD
2.e Realign Demand Response Programs Mar. 2021 Dec. 2024 2.b CEO, CCMS, OPS, PSD
2.e-1 Evaluate existing program guidelines and establish program goals Mar. 2021 Jun. 2022 CCMS, OPS, PSD
2.e-2 Develop proposed changes to program guidelines June 2022 Aug. 2022 2.b CCMS, OPS, PSD
2.e-3 Rollout new program to ensure gradual transition of existing users where necessary Aug. 2022 Dec. 2024 2.b CCMS, OPS, PR&M
PSD, MAIN
5. Recommendations
Win
Start Finish Predecessor
ID
Goals Gaps and Opportunities
Public Input and Preference
Departments
3 Implement strategies to promote METRO's financial stability Mar. 2021 Jun. 2023
State of the System 1, 2, 6
Stakeholder Outreach 1-3 Employee Inreach 1 Public Outreach 5
MAIN, OPS
PSD, FIN
3.1 Update Financial Policies and set controls Mar. 2021 Aug. 2022 FIN
3.2 Develop and maintain 5-year capital plan Aug. 2022 Jun. 2022 3.1,6.2 FIN, PSD, MAIN
3.3 Maximize new and existing funding sources from
Federal, State, Local and private sources May 2021 Aug. 2021 2.c, 7.2 FIN
3.4 Create goals and execute measures for controlling
operating cost growth May 2021 Aug. 2021 3.1 FIN
3.5 Update Fare Policy to provide fair, equitable and
consistent passenger fares Jan. 2022 Mar. 2022 2.b FIN, PSD, CCMS
PR&M
3.6 Perform Fare equity analysis Aug. 2022 Mar. 2023 2.b FIN, PSD
3.7 Determine best integrated solution for fare collection
(cash, contactless, cashless, passes) Aug. 2022 Jun. 2023 3.6 FIN, PSD, MAIN
OPS
Realign and develop METRO's organizational structure to meet evolving administrative and operational needs to support becoming "Mobility Provider"
Jan.2021 Sept.
State of the System 1-6 Market Analysis 1-3
Stakeholder Outreach 1-7 Employee Inreach 1, 4-6 Public Outreach 1-5
CEO, ALL
4.1 Review organizational structure to consider impacts
of changes to organizational focus Jan.2021 Sept. 2021 4 CEO, EEC
4.2 Outline internal processes and identify opportunities
to improve efficiency and communication Jan.2021 Sept. 2021 4.1 CEO, EEC
PR&M, ALL
4.3 Update employee policies and procedures to ensure
“Outstanding Workplace” Jan.2021 Sept. 2021 4.1 EEC, PR&M, ALL
Win
Start Finish Predecessor
ID
Goals Gaps and Opportunities
Public Input and Preference
Departments
5 Implement sustainable fleet and facility improvements Dec. 2021 Jan. 2025 2.b State of the System
2, 9 Stakeholder Outreach 7 Employee Inreach 1-7 MAIN
5.1 Update recent facility needs assessment to account for future needs (passenger, operations, maintenance, administration, TOD integration)
Dec. 2021 Aug. 2022 2.b, 7.2 MAIN, OPS, PSD
FIN, S&"
5.2 Identify partners for potential joint use or joint development where potential mutual benefit of new facilities exists
Dec. 2021 Dec. 2022 7.2 PSD
5.3 Build new maintenance facility to meet current and future needs - including supporting expanded alternative-fuel vehicles
Jan. 2021 Jan. 2025 3.2,3.3 MAIN, FIN, OPS
5.4 Set Goals for Alternative Fuel Balance Jan. 2022 Dec. 2022 MAIN, OPS, CEO
5.5
Develop fleet and facility plan based on fleet replacement needs and future plans as indicated in the COA (network redesign-BRT-new mobility, demand response changes, alternative fuel goals)
Jan. 2022 Aug. 2022 5.5 MAIN, OPS, PSD
FIN
6 Advance innovative approaches and new technology to support agency initiatives Mar. 2021 Sept.
State of the System 1-6 Market Analysis 1-3
Stakeholder Outreach 1-7 Employee Inreach 1, 4-6 Public Outreach 1-5
FIN, EEC, ALL
6.1 Engage Project Manager/Technology Officer to Lead
Review of Internal Technology/Processes Mar. 2021 Sept. 2022 FIN, EEC
6.2 Draft Technology Development Plan Aug. 2021 Sept. 2022 6.1 FIN
6.3 Conduct technology audits to periodically update technology and identify ways to use technology to improve performance and efficiency
Sept. 2022 Every two years 6.2 FIN, S&P
Win
Start Finish Predecessor
ID
Goals Gaps and Opportunities
Public Input and Preference
Departments
Pursue Transit-Oriented Development opportunities and innovative property management
Jan. 2021 Ongoing Market Analysis 1, 2, 4, 5
Stakeholder Outreach
1-5, 7 PSD
7.1 Establish TOD Working Group to promote transit-
oriented development in METRO service area Jan. 2021 June 2021 PSD
7.2 Examine opportunity for TOD Near RKP and other key
sites with HOPE Grant Funding Mar. 2021 Aug. 2022 7.1 PSD
7.3 Pursue FTA TOD Planning Grant to perform TOD Market-Feasibilty Analysis along prospective BRT corridors
Mar. 2023 Oct. 2023 7.2 PSD, FIN
7.4 Pursue TOD projects with partners Aug. 2022 Ongoing 7.2 PSD, MAIN, OPS
FIN
7.5 Determine a strategy for proactive property
management and development Jan. 2022 Aug. 2022 7.2 PSD, FIN, S&P
8 Actively monitor agency performance and ensure accountability with goals of Strategic Plan May 2021 Aug.2021/ ongoing State of the System 1, 3-6, 10
Employee Inreach 3, 6 Public Outreach 2, 3 CEO
8.1 Connect KPI’s to the Goals of the Strategic Plan May 2021 Aug.2021 CEO, FIN, ALL
8.2 Incorporate Strategic Plan goals/objectives in annual
budget process May 2021 Nov.2021 8.1 CEO, FIN
8.3 Measure and evaluate organizational alignment to
Strategic Plan framework semi-annually Dec. 2021 Every six months 8.1 CEO, ALL
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