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CapMetro presents draft five-year strategic plan focused on reliability, ridership growth and fiscal responsibility
Summary
CapMetro staff and consultant Joshua Shank presented a draft five-year strategic plan March 24 that focuses on reliability, ridership growth, fiscal responsibility and stronger regional leadership, and outlined 18 proposed action items and a timeline for adoption in May.
Capital Metro staff and consultant Joshua Shank of Infrastrategies presented a draft five-year strategic plan March 24 that sets four critical results for Fiscal Years 2026–2030: enhance service quality through safety and reliability improvements; increase regional ridership per capita; exercise fiscal responsibility; and elevate CapMetro as an integral regional transportation partner.
Ashley Erickson, CapMetro vice president of organization strategy and projects, introduced the initiative, which began in September with a contract to Foursquare Integrated Transportation Planning. Joshua Shank said staff and consultants conducted stakeholder interviews, internal workshops and a February workshop to confirm action owners, milestones and timelines. He said the plan will include 18 action items spanning customer outcomes (safe and welcoming experience, service reliability, technology and wayfinding), community leadership and partnerships, workforce and organizational effectiveness, and funding strategies.
Shank outlined a three-phase approach: first, get service “to the point where we feel like this is the best we can do” by addressing safety and reliability; second, build upon that credibility to be bolder; and third, after the five-year horizon, pursue larger regional ambitions. Board members asked about the rollout of the new UMO fare app and broader fare-collection changes. Deputy CEO Carrie Butcher said staff will provide an update on UMO rollout and that tap-to-pay and other fare-collection changes will be part of the plan’s implementation.
Board members asked about accountability and reporting once the plan is adopted. Shank and Erickson said the next phase would build internal communications, assign leads for each action, set milestones and create performance reporting; they expect a draft for board review in April and adoption in May.
Why it matters: The plan is intended to align agency resources and operations with strategic priorities and to set measurable actions and leads. The board will consider final adoption after staff refines the draft documents.
Next steps: Draft plan to be circulated in April; board adoption anticipated in May 2025; staff to develop an internal communications and monitoring plan to report progress regularly.
