Strategic Plan Performance Measures
Strategic Plan Performance Measures
While celebrating its 30th anniversary, DRPT developed a strategic plan of where we want to go and how we want to get there: Next Stop 2030. This plan guides both our long-term strategy and day-to-day decision making as the agency strives to meet the transportation needs of Virginians.
The plan aligns DRPT on:
- Values and mission: What DRPT lives by and does
- Vision, goals, and objectives: What DRPT aspires to be and where it wants to go
- Initiatives: How DRPT will get there
The plan sets out clear priorities for DRPT: expanding transparency and performance metrics and promoting more collaboration with the agency’s partners. DRPT has focused on four goals that relate to excellent service, opportunity and partnership, sustainability, and innovation.
To determine our success in fulfilling our mission and reaching our long-term vision, DRPT has developed the following performance metrics. These metrics are updated quarterly. (Unless otherwise noted, current actual data is for the first six months of calendar year 2023)
| Measure | Metric | Baseline | 2022 | 2023 | Current Actual |
|---|---|---|---|---|---|
| Create a positive impact on the Commonwealth | |||||
| Increase statewide transit ridership to reduce single occupant vehicle travel and to provide connections for communities | Unlinked passenger trips | 64,957,519 | 85,452,317 | 90,000,000 | 49,401,259 |
| Increase trucks diverted by freight rail programs that are using state funds to relieve congestion and reduce highway maintenance costs | Trucks Diverted | 12,500,000 | 13,999,344 | 14,559,316 | 13,999,344 |
| Increase ridership on the Virginia Breeze intercity bus service to connect communities in rural Virginia to the national network | Passenger Trips | 22,802 | 51,103 | 55,013 | 26,081 |
| Increase ridership on vanpools across the Commonwealth to reduce single occupant vehicle travel | Passenger Trips | 488,102 | 546,017 | 600,000 | 303,841 |
| Foster innovative practical solutions | |||||
| Maintain the number of agency-conducted studies that improve efficiency, effectiveness, and availability of state and federal funding | Studies | 12 | 25 | 30 | 19 |
| Increase number of applications submitted or supported for federal discretionary funding | Applications | 3 | 21 | 25 | 14 |
| Convene partners and stakeholders to achieve positive transportation outcomes | |||||
| Maintain strong engagement rate between DRPT, its transit and rail partners, and members of the public | Engagement Rate of DRPT newsletters | 35.8% | 50.5% | 40.0% | 48.6% |
| Increase number of engagements with partners to develop and evaluate innovation and technology projects | Engagements | 2 | 17 | 25 | 14 |
| Cultivate a sustainable well-managed organization | |||||
| Decrease turnover rate within the organization to ensure organizational effectiveness | Turnover Rate | 8.3% | 27.6% | 15.0% | 14.5% |
| Maintain timeliness of grant reimbursements to public transit and rail partners | Days | 30 | 30 | 30 | 30 |
| Maintain timeliness of issuing grant funding agreements to public transit and rail partners*** | Days | 60 | 45 | 45 | TBD |
| Increase participation rates in agency-provided training to provide professional development and growth | Average Number of Class Taken Per Employee | 3 | N/A | 3 | TBD |
| Minimize the percentage of the agency's annual budget that is dedicated to administrative costs | Percent of agency budget dedicated to administrative costs | 2.1% | 1.7% | 1.8% | 1.8% |
| UPDATED 6/30/2023 |
