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 file is a Strategic Goals Summary and Action Plan document prepared by METRO Regional Transit Authority, a public transit agency operating approximately 127 fixed-route vehicles in Summit County, Ohio. The document outlines METRO's comprehensive strategy to modernize its operations and establish itself as the region's primary mobility provider through eight primary strategic initiatives spanning from 2021 through 2028 and beyond. Key initiatives include rebranding METRO as a regional mobility provider, revising operational strategy through a Comprehensive Operational Analysis and Transit Development Plan, implementing financial stability measures, restructuring organizational operations, upgrading fleet and facilities with sustainable alternatives, advancing innovative technology solutions, pursuing transit-oriented development opportunities, and establishing performance accountability measures. The strategic plan employs a four-step implementation process for each strategy: detailed planning, implementation/design, evaluation, and refinement. The Action Matrix provides detailed timelines and departmental responsibilities for 56 specific tasks, with identified quick wins achievable in the short term to demonstrate immediate benefits to users and community members. Specific milestones include operational strategy revision completion by August 2022, organizational restructuring completion by September 2021, new maintenance facility completion by January 2025, and ongoing evaluation and refinement of programs at regular intervals thereafter.
The document establishes clear departmental accountability through a defined organizational structure, assigning tasks across functional areas including Operations, Planning & Strategic Development, Public Relations & Marketing, Maintenance, Finance, and Executive Leadership. Financial stability initiatives include updating financial policies, developing a five-year capital plan, maximizing federal, state, local, and private funding sources, controlling operating cost growth, and performing fare equity analysis. The strategic plan directly supports the related Finance/Payroll System procurement initiative, with METRO having allocated $350,000 in its 2025 capital budget for this modernization effort. Technology advancement is identified as a critical enabler, with a dedicated initiative to develop a comprehensive Technology Development Plan and address system integration challenges that currently plague the agency's fragmented technology infrastructure including outdated finance and payroll modules, CAD/AVL systems, scheduling software, and human resources platforms.
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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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