Strategic Plan

2018-2022Minnesota Valley Transit Authority

March 2018

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SummaryStrategic Plan

In the winter of 2017, the Minnesota Valley Transit Authority set out to create a dynamic blueprint for the growth of the agency for the next five years. With the help of Bolton & Menk, Inc., MVTA has created a plan that can be used to track progress and keep the wheels of the company moving on a path of continued success for years to come.

Conversations with key staff and board members at a Strategic Plan retreat identified five guiding principles for the agency: increase and strengthen partnerships; promote MVTA’s brand; provide state-of-the-art, real-time information; prioritize customer support and feedback; and explore last-mile, special event, and other innovative services.

Specific goals were built on the framework of these principles. The four key goals include: service excellence, financial stability, community engagement, and innovative solutions. Each goal brings its own unique contribution to the agency while simultaneously supporting the others, steering the company in the right direction. The four goals will be explored in detail in the following pages.

This Strategic Plan is not a static, unchanging document; it is a living document that allows flexibility to develop work plans and adjust to external factors and customer needs. Goals, focus areas, and action items will help measure progress and influence decisions that are consistent with the agency’s mission and vision. The plan may be updated periodically to address new challenges and needs.

A separate, dynamic list of departmental projects is included as a supplemental appendix to MVTA’s Strategic Plan. Results and accomplishments of each project will allow MVTA to achieve the bigger picture goals and action metrics identified in the Strategic Plan.

our MissionConnecting customers to

desired destinations.

our Vision

Establish MVTA as the most connected transit agency

through service, innovation, technology, and partnerships.

MVTAwe are

11,000+ daily boardings

20 transit stations and park & rides

2 counties 7 cities

164 buses

Free public Wi-Fi on

95.5% customer

satisfaction rate

over 3.8 million miles

operated each year2nd

largest provider in MN

32 routes with 152 variations

served each year

over 2.9 million

Stellar safety

record: accidentrate by revenue miles

under 1%

all buses

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Increase & strengthenPartnerships

Promote MVTA Brand

Provide Real-Time Information

Prioritize Customer Support & Feedback

Explore Last-Mile, Special Event, & Other Innovative Services

#1

#2

#3

#4

#5

Top 5Guiding Principlesfor the next 5 years

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“Combining leadership, teamwork, and problem solving to efficiently deliver safe, courteous, and reliable service.”

Goalone Service Excellence

Focus Areas & Actions

Improve and maintain safe, courteous, and reliable service to our customers.

• Ensure an on-time garage pull-out rate of 95%

• Provide courteous, helpful operators and clean vehicles and facilities » Achieve and maintain 95% on-time

performance for bus washing (interior and exterior)

» Conduct monthly review of performance against performance targets included in contracts

• Achieve 90% or above customer satisfaction rate

• Maintain a missed trip rate by revenue miles of less than 1%

• Maintain an accident rate by revenue miles of less than 1%

• Develop and maintain MVTA mobile app by 2020

• Develop new and meaningful ways for customers to contact MVTA

• Achieve and maintain high availability rate for public Wi-Fi amenity

• Achieve and maintain 90% compliance rate in the delivery of agency-wide technology services and support

Work with all stakeholders to ensure comprehensive transit network.

• Create a refreshed marketing plan based on the revised mission and vision to build awareness and education of MVTA services

• Work with businesses and cities to enhance service, including last-mile connections, and to grow ridership » Meet with member counties once per

year to identify transit needs• Develop and enhance public and private

partnerships » Create outreach materials tailored to

public and private partnership options » Meet with local businesses to

determine partnering opportunities, encourage transit-friendly development, and promote transit incentives

» Create an MVTA Partnership Working Group consisting of elected officials and stakeholders

Increase and strengthen partnerships. • Collaborate with public/private partners to

develop last-mile solutions » Develop one new partnership per year

• Ensure connectivity with transportation organizations to meet diverse needs » Meet annually with other transit

providers, such as DARTS (Dakota County) and SmartLink Transit (Scott County), to discuss opportunities

• Explore ways to serve areas within Dakota and Scott counties that are currently under-served or without service » Meet with member communities once

a year to discuss service needs and opportunities

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two GoalFinancial Stability

Focus Areas & Actions

Focus on planning and delivery of productive service. • Manage costs and develop efficiencies

» Annually review costs against performance and provide recommendations for changes

• Perform comprehensive review and update of all existing and potential sources of funds by 2019

• Develop suite of MVTA services that adapts to changing community needs » Actively assess route performance according to MVTA and/or regional standards

• Develop an annual agency project plan and share focus areas with MVTA Board• Ensure compliance with Federal and State reporting requirements by completing

reports inclusive of: Annual Financial Audits, National Transit Database reporting, and Minnesota Legislative Transit Report

Advocate for sustainable funding solutions. • Actively inform legislators

» Meet with local area legislators at least once per year• Partner with Metropolitan Council to develop funding strategies

» Meet with the Suburban Transit Association prior to each legislative session to discuss strategies and coordinate with the Metropolitan Council

• Work in conjunction with transit providers to promote a coherent, unified regional system » Continue to work with the Suburban Transit Association to build regional

partnerships

Explore all new potential funding and financing sources.• Evaluate potential sources, develop a strategy, and then implement an action plan

to increase MVTA’s transit share for new grants, and potential revenue sources• Leverage public/private partnerships

» Increase collaboration with private businesses• Diversify portfolio with grants, creative fares, funding programs, and bus and facility

advertising » Identify at least one new opportunity per year

• Evaluate the use of existing public Wi-Fi and customer facing station digital displays as a means to sell ad space

“Balancing long-term financial needs through cost control and service planning.”

Goalthree Community Engagement “Maximizing opportunities to increase awareness, build trust, and engage stakeholders.”

Focus Areas & Actions

Promote MVTA brand• Develop and implement a public relations

campaign that focuses on the customers and the community by 2019

• Capitalize on co-branding opportunities two times a year

• Promote the MVTA brand through targeted marketing on a monthly basis

Answer the question “what can MVTA do for you?”• Educate the public and stakeholders about the

benefits of public transit at schools, senior centers, cities, etc » Increase the number of transit fairs and

informational events attended by MVTA representatives

• Reach out to employers, cities, and communities that have unfulfilled transit needs » Engage local chambers of commerce or other

advisory groups to discuss transit

Utilize social media to engage customers and the community

• Post regular route updates on social media platforms as soon as information is available

• Create and share surveys annually• Actively monitor comments through the GIS

Strategic Plan story map

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“Developing tailored, industry-leading transportation solutions to meet diverse customer needs.”

Innovative Solutions

Goalfour Focus Areas & Actions

Technology • Deploy centralized reporting system by 2020 • Leverage data and business intelligence to improve efficiency

» Work to increase use of technology reports, such as data warehouse or Automatic Passenger Count, to find efficiencies and validate service decisions

• Analyze data to determine appropriate bus size for routes based on existing and future service needs » Review ridership data by route annually to determine fleet needs

• Implement a fully integrated CAD/AVL system by 2022• Continuously explore and implement ways to reduce costs and cut waste in

infrastructure, service operations, and maintenance overhead using cloud and virtualization technologies

• Implement a centralized MVTA Operations Center to monitor and manage service • Evaluate a minimum of one new or existing technology system a year for

continuous improvement and deployment

Provide meaningful, real-time information. • Deploy and enable integrated Real-Time Information System across MVTA facilities• Post critical, timely information on website and digital channels within one hour of

the incident and update plan for customer response during non-work hours• Create communication tools as a means to provide and receive information, such

as a mobile app, by 2020

Creatively embracing change • Conduct comprehensive energy efficiency assessment of all facilities to identify

potential long-term cost-savings• Explore funding opportunities for zero-emissions replacement and expansion

vehicles and charging systems• Explore new special event services

» Develop a special event service plan by 2020• Support the promotion of alternative transportation modes such as vanpool,

carpool, bicycling, walking, and other active means » Promote and provide educational information on alternative modes and

regional services such as bikeshare, dial a ride, vanpool, MetroPass, and Guaranteed Ride Home

16SupplementalappendixAdministrative

• Ensure an Asset Management Plan is completed and meets all federal reporting requirements

• Continue to find opportunities to secure additional funding for Apple Valley Transit Station parking deck expansion

• Develop a plan for new garage and maintenance facility in Scott County

• Ensure MVTA meets Metropolitan reporting requirements to receive RAMVST funding

• Continue to refine and communicate the MVTA vision growth map

• Develop a plan and strategy for private development at transit stations

• Continue to cultivate relationships with business community in South Metro for potential partnerships

• Ensure Title VI Plans are updated regularly and meet all federal requirements

• Continue to develop a comprehensive Transit 101 curriculum for Board and local stakeholder communication

• Further and strengthen our performance management program, incorporating a focus on innovation and process improvements

• Continue to cultivate a supportive, creative and training centered environment for all employees to learn and express ideas

• Ensure Safety and Security Plans are updated annually and meet all federal requirements

• Engage surrounding cities outside of the MVTA service area on potential transit services and options

• Complete Annual Plan update • Increase participation in regional advisory boards, working

groups, and associations

Technology

• Manage and implement the Avail Computer Aided Dispatch and Automated Vehicle Location project (CAD/AVL)

• Perform an Information Technology security audit• Deploy centralized storage area network• Create network redundancy and system continuity plan• Update network monitoring application • Update fleet maintenance software (AssetWorks M5 to v17)

• Update route scheduling software (Giro Hastus to v2018)• Update issue tracking software (MVTATrak)• Update fuel management software (latest production version)• Set up onboard technology on replacement and expansion

vehicles• Update remaining MVTA building access systems• Deploy remaining digital displays at MRTS, Palomino, RTS,

157th, RTS and AVTS• Finalize building security updates at Burnsville and Eagan

garages• Fully document MVTA facilities Surveillance System• Deploy RFID equipment (MRTS Gate Tech) to all MVTA

Vehicles• Deploy RFID Equipment (MOA & Cedar Grove) to all MVTA

Vehicles• Deploy SST/MVTA supervisor vehicle technology • Deploy bus washing tracking system at the Burnsville and

Eagan garages• Deploy onboard Cubic fare collection system • Migrate database server to virtualized platform• Migrate Dilax APC application to virtualized platform• Deploy the remaining staff video and audio collaboration

systems• Update Eagle Creek surveillance system• Deploy Savage Park and Ride surveillance system• Resolve radio system reception issues at EBG• Deploy fiber at Savage Park and Ride• Complete 157th Street station fiber deployment• Complete Palomino Hills Park and Ride fiber deployment

Fleet

• Complete M5 profile and reporting updates• Complete 40-foot bus contract RFP with Met Council and

serve on evaluation team• Complete 45-foot bus contract RFP with Met Council and

serve on evaluation team• Retain retired buses for 35W closures to assist with recovery;

acquire additional retired vehicles from the regional fleet to enhance service

• Complete electric vehicle demonstration• Complete fuel system upgrade and monitoring• Complete replacement, expansion, and non-revenue vehicle

procurement• Increase miles traveled between road calls by 20%• Implement Asset Panda system for tracking bus-washing

requirements• Complete contract amendment recommendations for fleet

portions of transit service contract• Complete four random bus audits per month• Complete Mobility Lift/Ramp Preventative Maintenance

Inspection Plan• Manage bus advertising wrap installation and removal• Submit FTA Lo or No Emissions Grant application for 40-foot

18electric bus replacements

• Develop Maintenance Apprenticeship program• Augment Maintenance Training Program• Update Fleet Maintenance Plan• Provide updated fleet and equipment replacement schedule

for CIP• Provide consistency in vehicle design, graphics, and onboard

components; introduce products that improve the customer experience and generate cost-savings

Facilities

• Acquire overflow parking and training site to replace Travelers Trail site (future Orange Line station)

• Work through 800+ item project list to improve overall condition and appearance of facilities

• Provide updated facility and equipment priorities for CIP• Develop joint development process for facilities• Initiate scheduled bus shelter and signage installations• Implement BBG reorganization recommendations• Acquire existing building for overflow bus storage• Develop concepts for future bus storage and maintenance

facility• Acquire land for future bus storage and maintenance facility

construction and expansion• Review regional State of Good Repair results and

recommendations; add required improvements to CIP• Determine appropriate facilities software program for work

orders and asset tracking• Develop Transit Asset Management Plan• Complete Facility Preventative Maintenance Plan• Launch facilities inbox for customer issue reporting• Manage facility advertising wrap installation and removal• Complete Energy Efficiency Study and recommended

upgrades• Develop Facilities Internship Program• Complete contract amendment recommendations for

facilities portions of transit service contract• Complete Apple Valley Layover B3 reporting requirements• Complete design and engineering of Apple Valley Transit

Station parking deck expansion• Update Facilities Maintenance Plan

Operations

• Implement 35W closure detour and recovery plans• Conduct two comprehensive route reviews per year• Develop design requirements for MVTA Control Center• Implement new MRTS operations and circulation plan• Determine detours to reduce customer impacts during

upcoming major road construction projects (Marq2,

Washington Ave, MN River Bridge, etc.)• Complete CAD/AVL implementation/detour management• Increase customer recognition of bus operators (fan page,

rate your driver, Transit Operator Appreciation Day, etc.)• Improve customer experience during State Fair service• Increase Safety Blitz to once per month• Reinstate annual MVTA Bus Roadeo• Expand scenario-based training opportunities for bus

operators• Complete contract amendment recommendations for

operations portions of transit service contract• Determine appropriate operations software program for

detours, gamification, and issue tracking

Safety and Security

• Complete monthly (safety and security) and annual NTD reporting requirements (stations and facilities, vehicle inventory, maintenance failures, fuel, and missed trips)

• Complete facility security improvements at Apple Valley Transit Station

• Organize TSA RMAST (Risk Mitigation Activities for Surface Transportation) at facilities

• Participate in TSA BASE (Baseline Assessment for Security Enhancement) and implement recommended improvements

• Complete Safety and Security Plan updates based on recommendations from TSA BASE

• Organize TSA physical security profiles of top six facilities (by size/ridership)

• Coordinate TSA SETA (Security Enhancement Through Assessment) exercises at bus garages

• Manage comprehensive TSA EXIS (Exercise Information System)

• Coordinate TSA Canine Training at bus garages• Organize TSA explosives awareness training at bus operator

safety meetings• Complete annual SST records audit• Complete regular Met Council/FTA audits• Complete monthly service performance incentives and

penalties• Complete contract amendment recommendations for

safety and security portions of transit service contract

Planning

• Manage Scott-Dakota Transit Management Association grant, with MVTA Board as advisor

• Lead quarterly Technical Work group meetings to collaborate and share information with MVTA member cities and counties

• Review development proposals as part of city/county site review processes

20• Complete review of city/county Comprehensive plan

updates• Evaluate last-mile and on-demand services through pilot

projects• Develop service planning concepts using new technology

resources; use concepts to build private investments and collaboration efforts

• Manage MVTA service changes and coordinate with regional partners

• Manage and maintain MVTA’s historical ridership • Create 35W Construction Service Change documentation to

maintain and add service• Re-introduce Meet the Planner at Operator meetings• Share knowledge of transit and planning through internship

program and/or informational meetings with local students• Make progress on MVTA route reviews• Refine Planning Performance metrics• Refine service concept for 169 Connector Grant

implementation to meet needs of community• Serve as technical lead for Planning related reporting

requirements such as National Transit database, Title VI, ridership reporting, and other regional reports

• Provide support for grant submittals and legislative meetings• Collaborate in regional conversations by representing MVTA

at Funding & Programming, TAC Planning, and regional studies

• Support the Regional Solicitation by serving as technical committee evaluators

• Monitor comments on GIS Strategic plan map• Support Community Engagement activities by assisting with

data and/or service investigations• Serve as technical lead for schedule integration during

MVTA’s CAD/AVL implementation• Test and upgrade Giro Hastus to version 2018• Manage and increase use of Dilax APC reporting• Explore other software vendors to streamline and improve

processes• Complete Marquette Service study• Complete Strategic Plan update

Procurement/Contracts

• Update procurement policy• Collect data regarding year-to-year contract spend, savings,

etc. • Use and maintain reporting within the following business

groups: small, women-owned, veteran-owned, minority-owned

• Enhance procurement/contract templates used (update and legal review)

• Attend FTA funded procurement education/best practices• Vendor usage reporting (compare data annually)• Attend vendor fairs

Human Resources

• Update Employee Handbook (Personnel Policy)• Update Cafeteria Plan• Establish an Employee Engagement Program• Encourage Employee Training Enrichment (CEUs)• Annually seek competitive benefit rates• Annually summarize benefits package of partner cities and

counties• Establish an online portal (intranet) for HR documents –

employee friendly/accessible • Enhance HR templates (update and legal review)• Obtain training on HR law, regulations, etc.

Grants

• Actively search for additional grant funding sources• Have a current capital project list (include SOW) readily

available for grant application submissions• Timely, per Agreement language, billing and reporting of

grants• Electronic grant tracker (streamline processes and provide

documentation)

Customer Service, Marketing, Public Information

• Work in conjunction with Partnership Committee to refresh MVTA brand and tagline tied to new Strategic Plan

• Create proactive MVTA messaging for phases of I-35W construction project and implement in prominent position on MVTA website and digital channels

• Enhance and prioritize customer outreach by participating in more events. (Incorporate refreshed educational and branding materials that will be developed in conjunction with TMA outreach and marketing grant)

• Proactively promote Travel Training outreach to increase number of outreach events; prioritize distribution of new MVTA Free Ride tickets to encourage use by first-time riders

• Expand rider education and awareness of flex and flag procedures

• Prioritize annual outreach to member cities and counties to provide annual update on MVTA ridership and initiatives to increase awareness on MVTA service

• Prepare marketing component on coming real-time app that will be introduced as part of new CAD/AVL implementation

• Prepare periodic reports from customer service database to share with fleet and facilities staff to ensure awareness of high-priority contact issues

• Plan for customer survey in 2018/2019 • Collaborate with Fleet and Facilities to ensure growth and

success of AllOverMedia advertising rollout on buses and facilities

• Develop marketing strategy for use of “in kind” advertising allowance using AllOverMedia advertising platforms in service area

• Explore re-design of more user-friendly pocket schedules• Prepare recommendations on website redesign in

conjunction with new CAD/AVL implementation

Finance

• Maintain communication between the organization and our board members on financial status

• Continue to build and strengthen fiscal partnership with Metropolitan Council and regional stakeholders

• Maintain a healthy budget reserve by reducing costs and implementing cost saving measures

• Develop and maintain Cost Allocation Plan and Asset Management Plan

• Provide an infrastructure within the Finance Department that supports and cultivates our people through professional and personal development

• Pursue new technologies that support and improve Finance & Administration services and meet evolving needs of MVTA

• Improve business processes and work flow to increase the efficiency and effectiveness of the Department

MVTA Board

William Droste, ChairClint Hooppaw, Vice ChairChris Gerlach, Secretary/TreasurerKevin BurkartBob CoughlenGary HansenDan KealeyJon UlrichJay Whiting

MVTA Staff

Luther Wynder, Executive DirectorJen Lehmann, Planning ManagerRichard Crawford, Public Information ManagerTyre Fant, IT ManagerSteve LaFrance, Facilities ManagerSamantha Porter, Transportation DirectorDan Rudiger, Fleet ManagerHeidi Scholl, Procurement and Contract ManagerLois Spear, Finance DirectorTania Wink, Finance Manager

Bolton & Menk, Inc.

Jane Kansier, Project ManagerDoug Abere, Facilitator/Quality Control & AssuranceNicole Schmidt, Project Communication SpecialistAshley Hudson, Planner/Public Engagement SpecialistNick Meyers, GIS Project Manager

Acknowledgments

prepared by: