Strategic Plan

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.

Over the coming 12 to 18 months, emphasis will be 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