Strategic Plan

Our Mission, Vision, and Values

Our MissionWe make lives better through connectionsOur VisionTo be the trusted leader in mobility, delivering excellence and value to our customers and communityOur ValuesWe value passion, respect, diversity, trustworthiness, collaboration, and ownership.

Letter from our General Manager and CEO

Headshot of Debra Johnson

Four years ago, RTD charted a visionary course toward long-term success and sustainability by crafting a robust five-year Strategic Plan focused on the agency’s future state. Jointly developed by the Board of Directors, agency leaders, and consultants over several months, the Plan was adopted on August 10, 2021.

The Strategic Plan is RTD’s “north star,” and its four Strategic Priorities serve as the functional pillars upon which decisions are made in addition to being used to plan, develop, evaluate, and measure the agency’s overall performance:

  • Community Value: RTD strives to be a strong community partner, providing value to customers as well as to the broader Denver metro region while sustaining planet Earth
  • Customer Excellence: RTD strives to consistently deliver high-quality customer service
  • Employee Ownership: RTD seeks to attract and retain a highly skilled and engaged workforce
  • Financial Success: RTD takes very seriously the management of all financial resources

Leveraging the strategic framework found in this updated Plan document, we have collectively made great strides toward making RTD the public transit provider the Denver region’s residents and visitors have come to expect. The agency’s progress toward its long-term vision is a direct reflection of the commitment, dedication, and hard work of this agency’s 3,000+ employees and its elected Board of Directors.

While the Strategic Plan has successfully guided and informed the agency’s strategic endeavors over nearly four years, the journey that began in 2021 is far from over. RTD continues to evolve to meet the diverse mobility needs of customers and communities across the region, much as it has over the agency’s 56-year history. New challenges and opportunities arise, new partnerships are forged, new technologies emerge, the region’s population centers and activity hubs shift and expand, and all the while, RTD continues to rise to meet the occasion.

As I look back on my tenure with the agency, I am proud of what we have achieved collectively, and I am excited for the prospect of future successes. As I have said many times, RTD is on the precipice of change, and I stand proud to serve alongside the individuals who comprise this agency as we continue along this important journey. Together, as “One RTD,” we will shape a brighter future for this region.

Thank you,

Debra A. Johnson
General Manager and CEO

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.
Community ValueRTD strives to be a strong community partner, providing value to customers as well as to the broader Denver metro region while sustaining planet Earth. Success Outcome: Increase Community Value Index by 5%.
Customer ExcellenceRTD strives to consistently deliver high-quality customer service. Success Outcome: Increase Customer Net Promoter Score by 5%. 
Employee OwnershipRTD seeks to attract and retain a highly skilled and engaged workforce. Success Outcome: Increase Employee Net Promoter Score by 5%.
Financial SuccessRTD takes very seriously the management of all financial resources. Success Outcome: 50% of outcome is that RTD spends less money than it receives; and 50% of outcome is that the community believes that it sees value in RTD’s spending.

Access the full RTD Strategic Plan by clicking the button below.

Learn More

To review the Agency Performance Scorecard in more detail, click the button below.

Download the Agency Performance Scorecard

Strategic 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 to redouble agency efforts to maintain assets in a state of good repair by 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:

  1. Cash to Liabilities
  2. Working Capital
  3. Asset Sufficiency
  4. Unrestricted Net Position
  5. Net Position
  6. Debt Burden
  7. Principal Payments to Total Outstanding Debt
  8. Tax Revenue per Capita
  9. 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

  1. Create a plan to leverage the opportunities for improvement outlined in the recent assessment of the Asset Information Maturity (AIM) objective
  2. Identify and document customer roadblocks and challenges in the Asset Management process
  3. Improve Asset Management process to remove roadblocks and increase user participation and satisfaction
  4. Provide reference materials, training and communications regarding the financial planning process including accessible information for approved projects and new funding requests.
  5. 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

  1. Develop three specialized supervisor/manager training modules by June 2025
  2. Build learning plans for continuous education
  3. Support all employees with tools and training
  4. Logical progression/development plan shifting path opportunities
  5. 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

  1. Amend current stay interview process and conduct X% stay interviews by June 2025
  2. Develop comprehensive orientation and onboarding program by June 2025
  3. Create Workday dashboard
  4. Continue eSkills program implementation
  5. Develop a recruitemnt and workforce planning business plan - EEO and others
  6. Move into phase two of reporting out and sharing
  7. 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

  1. Implement robust de-escalation training for all bus operators
  2. Increase visibility of police officers at crime data locations
  3. 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

  1. Hire additional officers and place them based on monthly crime data analysis
  2. Attend meetings, maintain high visibility within the service area and implement new technology
  3. Adhere to Crime Prevention Through Environmental Design (CPTED) standards
  4. 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

  1. Enhance the on-location, in-person customer service options for customers (e.g., Impact Team)
  2. Assess the level of detail and information provided to customers during service disruptions
  3. Assess the Service Alerts system and establish industry best practices
  4. Create an internal communications workflow for major disruptions (e.g., ensure “outreach” employees receive information and updates as soon as possible/real time)
  5. Develop Customer Experience Standards (include on-time performance)
  6. “Close the loop” with customers when feedback is provided to the agency (e.g., provide a response when actions are taken)
  7. Enhance and modernize RTD’s mobile application to support customer needs (trip planning, Service Alerts, incident reporting, etc.)
  8. Inventory and document activity/employment centers served by RTD.
  9. 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

  1. Draft and finalize a comprehensive agency Public Participation Plan
  2. Create a color-coded infrastructure map
  3. Increase awareness of FlexRide areas serving employment centers
  4. Define the outreach-related roles and responsibilities of the Citizen Advisory Committee and other RTD customer committees
  5. Collaborate with community partners, colleges, and other public agencies
  6. 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