Strategic Plan

• Include questions on mobility and access to quarterly public surveys to ensure TARTA is meeting all rider needs.
• Implement an updated customer service training program for all public-facing employees.
• Continue to implement supports for riders with disabilities across all services.
• Continue to facilitate the Customer Advisory Committee (CAC) and make customer experience enhancements based on input.

• Assess extending Hub hours.
• Review extending information desk hours for improved customer assistance.
• Obtain autism designation for TARTA as an organization to improve accessibility for those with developmental needs.
• Implement additional supports for those with disabilities based on results of ongoing study.

• Implement plans for new transit center.

• Continue to implement project plan for launch of new Franklin Park station.

• Introduce online booking for TARTA Move service.

• Conduct an annual survey and/or focus groups with businesses, nonprofits, government, colleges and universities, riders, and employers to ensure TARTA meets their needs.
• Consider creating advisory council(s) representing key partner stakeholder groups as a way to ensure ongoing input and feedback.
• Work closely with partners to review and address customer employment, social service, accessibility, and transit needs.

• Conduct an annual survey and/or focus groups with businesses, nonprofits, government, colleges and universities, riders, and employers to ensure TARTA meets their needs.
• Consider creating advisory council(s) representing key partner stakeholder groups as a way to ensure ongoing input and feedback.
• Work closely with partners to review and address customer employment, social service, accessibility, and transit needs.

• Conduct an annual survey and/or focus groups with businesses, nonprofits, government, colleges and universities, riders, and employers to ensure TARTA meets their needs.
• Consider creating advisory council(s) representing key partner stakeholder groups as a way to ensure ongoing input and feedback.
• Work closely with partners to review and address customer employment, social service, accessibility, and transit needs.

• Conduct an annual survey and/or focus groups with businesses, nonprofits, government, colleges and universities, riders, and employers to ensure TARTA meets their needs.
• Consider creating advisory council(s) representing key partner stakeholder groups as a way to ensure ongoing input and feedback.
• Work closely with partners to review and address customer employment, social service, accessibility, and transit needs.
• Continue programs such as the Youth Summer Blast Pass that connect people and lead to lifelong ridership.
• Connect more mobility options to Lucas and Wood County residents outside of TARTA current service area.
• Conduct a study by 2028 and provide a timeline to implement solutions for additional mobility options.

• Continue to analyze ridership, on-time performance, and demand data to identify routes and time periods with the greatest need for frequency improvements.
• Continue to identify and test new connection points that improve access to jobs, healthcare, education, and key community destinations.
• Continue to coordinate schedules across routes and services to improve transfers and reduce wait times.

• Educate riders on fare capping and available fare options through targeted outreach and clear messaging.

• Explore cashless fare collection.
• Explore pricing options based on customer personas (e.g., U-passes for college students).
• Explore targeted affordability programs in partnership with employers, educational institutions, and social service organizations.
• Monitor regional, state, and national fare structures to ensure TARTA remains competitive and affordable for northwest Ohio riders, along with public transit alternatives.

• Implement a structured social media campaign based on customer personas to build awareness of TARTA offerings and promote brand.
• Leverage the Hub as a place-based branding opportunity with more events and in-person experiences that celebrate ridership.

• Design and advertise “rider appreciation days” with perks for riders (free ride days, partnerships with businesses, etc.).
• Provide public with intentional and consistent updates on status of improvement projects (new transit center, Franklin Park station).
• Offer more travel training opportunities for current and potential riders.
• Implement Community Engagement Plan.

• Activate the rebranding of fixed route and high-frequency service.

• Continue to monitor and report quarterly financial performance.
• Publish annual financial summary and scorecard for public review.
• Continue to update financial policies and internal controls regularly.
• Summarize annually reported key cost metrics already compiled for federal reporting.
•  Provide staff with the knowledge and skills to track financial budgets in alignment with funder expectations for project management.

• Pursue new federal and state grants (FTA, ODOT, IRA, IIJA, CMAQ, etc.) with a coordinated internal grant calendar and application team.
• Track and report sales tax performance monthly.
• Ensure projects are planned and managed proactively to maximize across federal, state, and local funding.

• Publish annual financial summary and scorecard for public review.
• Provide staff with the knowledge and skills to track financial budgets in alignment with funder expectations for project management.
• Develop financial dashboards that highlight budget performance, funding status, and key cost drivers.
• Implement ongoing year-over-year internal budget and procurement training for employees to ensure their awareness of the impact they have on finances, especially at the management and supervisor levels.

• Align sales tax allocations with performance metrics to ensure funds are used efficiently and clearly tied to service improvements.
• Explore regional cost-sharing models for infrastructure, mobility hubs, and facilities.
• Continue service effectiveness reviews to make decisions based on demand and sales tax revenue.
• Use outcome-based budgeting to prioritize investments that improve reliability, safety, customer satisfaction, and fiscal sustainability.

• Develop lifecycle management plans for fleet and facilities.
• Conduct Semi-Annual reviews of the Transit Asset Management (TAM) plan.

• Leverage federal, state and other funding (private grants) for zero-emission and alternative fuel vehicle investments and maintenance.

• Review IT plan and make ongoing updates based on technological advancements (AI, vehicle integration, digital customer supports).

• Continue to update and implement 5-Year Capital Improvement Plan (CIP) and annual updates.
• Enhance capital project tracking and reporting tools.

• Continue to implement five-year operating and capital forecasts.
• Work closely with local government appointing authorities to ensure healthy pipeline for recruiting new board members.
• Onboard new board members and prepare them for assuming board leadership roles.

• Evaluate grant funding opportunities and diversify funding portfolio.

• Participate in local, state and national organizations that further the TARTA’s financial sustainability such as the Toledo Regional Alliance (TRA), The Bus Coalition, APTA, OPTA, and other advocacy efforts to protect funding and develop new opportunities for state and federal funding.

• Repeat the economic impact study including tax benefit analysis for TARTA.
• Determine the tax levy amount to pursue.
• Ensure board development of a plan and timeline for strong board leadership and alignment through tax levy renewal.

• Participate in and convene additional conversations with other community leaders to articulate and enhance the impact of transit for the community.
• Continue ongoing LITE funding to build closer relationships with local community partners.

• Partner with local media and civic groups to share impact of transit investments.
• Develop plain-language financial and performance dashboard for website and related materials for public meetings.
• Continue and consider expansion of Community Update event.
• Continue activation of Community Engagement Plan.

• Conduct a feasibility study for the creation of a TARTA Foundation.
• Create a charter for establishing the TARTA Foundation, including its separate board, identifying funding sources, setup of nonprofit status, and clarifying roles and responsibilities for staff.
• Launch the TARTA Foundation, including initiation of the organization, branding and communication to clarify its roles and responsibilities in relationship to TARTA, and hiring staff to fulfill key roles.

• Grow and strengthen involvement with economic development groups and other organizations (e.g., Lake Erie West Regional Council formally TMACOG) to monitor and reduce environmental impact and grow fiscal operational sustainability.

• Monitor buses to ensure on-time routes.
• Regularly review reliability and demand data to determine need for route changes.

• Design and implement a more convenient mechanism for customers to pay for rides, plan rides, and track service in real time.

• Develop updated processes to monitor cleanliness of buses and stops before, during and after routes (provide trash receptacles on buses, promote rider and operator responsibility for keeping the environment clean, etc.).
• Enhance process for employees to submit service performance concerns and improvement ideas.
• Continue to incorporate changes based on input from Customer Advisory Committee.

• Align sales tax allocations with performance metrics to ensure funds are used efficiently and clearly tied to service improvements.
• Explore regional cost-sharing models for infrastructure, mobility hubs, and facilities.
• Continue service effectiveness reviews to make decisions based on demand and sales tax revenue.
• Use outcome-based budgeting to prioritize investments that improve reliability, safety, customer satisfaction, and fiscal sustainability.

• Conduct regular safety audits, including mystery rides and on-site checks at facilities and stops. 
• Design and distribute clear safety communications, such as bulletins, updated rider codes of conduct, and employee-led engagement campaigns. 

• Design and distribute clear safety communications, such as bulletins, updated rider codes of conduct, and employee-led engagement campaigns. 

• Track chargeable accidents and safety incidents and use annual comparisons to identify themes and create targeted improvement plans. 
• Celebrate safety milestones (e.g., days without incidents) to reinforce a positive safety culture. 

• Improve lighting, visibility, and sidewalk access at the Hub, stops, and facilities, coordinating with the City and utilities where needed. 

• Create and promote an annual safety plan and calendar with consistent messaging for frontline staff. 
• Determine 2025 Chargeable Accidents/Incidents and implement plan to reduce by 5%.

• Design and distribute clear safety communications, such as bulletins, updated rider codes of conduct, and employee-led engagement campaigns. 
• Continue to monitor safety findings and adjust trainings to address emerging needs and trends. 
• Deliver targeted micro-trainings to reinforce key safety messages throughout the year. 

• Implement more targeted training and development programs designed to help TARTA employees meet their career goals.
• Create a TARTA Academy in collaboration with TPS and PENTA to grow the pipeline of transit employees.
• Design a Fellowship Program at TARTA to invest in future TARTA leaders.

• Continue the annual employee engagement survey to monitor employee satisfaction.
• Ensure employees are using available tools for structured feedback and tracking (e.g., for operators to report equipment issues and receive timely updates on resolution).

• Continue the annual employee engagement survey to monitor employee satisfaction.

• Promote, track usage, and continuously improve employee support programs.

• Annually review and revise Retention Plan.
• Continue to conduct stay and exit interviews and plan future employee experience improvements based on findings.
• Activate and support internal feedback loops strengthened by labor and management meetings, communication systems,  and survey results.
• Monitor and track whether reduction in chargeable accidents and safety incidents correlate to increased retention; increased engagement; reduced turnover.
• Expand the annual all-employee Roadeo event to include the Maintenance and TARTA Move teams.

Implement internal communications program aligned with Retention Plan that recognizes and celebrates employees.

• Implement emerging technologies that modernize the experience for riders, as feasible.

• Assess employee training and maintenance needs for new vehicles and technology.

• Continue EV and other alternative fuels deployment.

• Assess employee training and maintenance needs for new vehicles and technology.

• Continue the Bus Rapid Transit (BRT) study and implement as feasible.

• Train staff on smart AI use for supporting customers and the entire transit system.

• Develop design and cost estimates for updated maintenance facility.
• Continue to secure funding for Central Avenue maintenance facility and initiate construction.

• Complete comprehensive feasibility studies for expansion into portions of Wood County. 
• Engage community stakeholders through public forums and surveys to assess transit needs and preferences in Wood County.

• Develop phased implementation plans with clear timelines and resource requirements.
• Continue to analyze ridership data and community surveys to identify high-demand corridors and underserved neighborhoods within current service areas.

• Activate service expansion for special events.

• Partner to explore development of transit solutions, including the potential of travel to Detroit airport by conducting a feasibility study and supporting the inter-city bus service (GoBus) activation.
• Secure funding partnerships and agreements with local governments in target expansion areas.
• Continue to review financial models and options to be able to reach more people who need  TARTA Move and TARTA Flex services.

• Conduct a feasibility study to identify optimal corridors and stations for high-density, mixed-use development, focusing on existing or planned high-frequency transit routes.
• Develop and adopt TOD-supportive zoning and land-use policies (e.g., reduce parking minimums, increase height/density limits) around target transit stations to incentivize desirable development.
• Advocate for a financial incentive program (e.g., tax abatement, TIF districts, low-interest loans) specifically for developers committing to a mix of affordable housing and commercial/retail space in TOD zones.

• Continue to activate a strong community development role for the Overland District, Land Bank, and other efforts supporting the Central Avenue community involving staff members (e.g., master planning for Central Avenue facility).

• Explore and activate more partnerships with geographic areas/municipalities, workforce organizations, nonprofits, and high-demand employers to ensure transit supports the potential of the area’s workforce and businesses.

• Identify all customer needs at the Hub and in Vistula neighborhood and align property planning and developing supports with partners.