LTD performance measures: Stable and improving

Speaker: Lane Transit District Board of Directors hears the latest metrics Oct. 21: LTD’s performance is steady and improving. Aimee Reichert:

Aimee Reichert: Aimee Reichert, LTD’s director of business intelligence, and I’m here to share with you a progress update on our 2026-2028 strategic plan.

The board adopted this plan in December, 2025, but LTD’s journey with the strategic planning approach has been active for over five years now.

Over that last five years, we’ve organized our strategic work around four focus areas: customer satisfaction; community value; employee experience; and financial health.

And each focus area has a defined outcome that is measured and backed by initiatives designed for impact, and accountability is maintained through this presentation, which happens on a recurring basis, as well as a standardized set of associated key performance indicators that we update quarterly through our trans tool, which is available at ltd.org.

And I would say over these last five years, I’ve had the pleasure of stewarding through all of it. And I think that we’re at a point now where I can say that the accountability that comes from having a commitment to mission, vision, and values that’s backed up by actual strategic action is starting to permeate the culture.

And I won’t say it’s 100% there. I don’t know if it ever gets there, but I think we’re starting to get there and I think it’s important to call out that it’s easy to put a spotlight on big problems, and feel like that’s everything.

The purpose of this plan is not that. It’s to remind us that there’s a longer picture here and we have to stay grounded in the accountability measures that we set for ourselves. So that’s what this plan’s purpose is.

So how are we doing? Overall, LTD continues to make steady progress. Of the 40 strategic initiatives (that’s 4-0) included in the plan: Nine are complete, 29 are in progress, and two have not yet started based on schedule.

Importantly, no initiative is currently identified as off track and quarterly accountability cycles remain up to date.

In terms of our outcome measurements, the community value annual impact report is on track, as you just heard. We’re starting to go around and do roadshows. We’re featuring some of those metrics, and we’ve had steady progress year over year on our four pillars of housing, education, jobs, and healthcare.

Our customer satisfaction net promoter score was recently updated and improved by over 10% year over year. Our last employee annual survey results shared at the beginning of 2026 showed stability year over year, and there’s clear indicators within that survey guiding us on where to invest in improvements.

And financial health shows stability year over year as well with reserves maintained per policy.

Improving and stable—those are our outcome statuses.

Across each strategic work focus area, there are many notable initiative highlights. First, under community value, LCD continues to advance efforts that support access to housing, education, jobs, and healthcare. Major work includes Connect 2045, as you just heard about, updating our coordinated transportation plan.

This board adopted the fixed route policy and continued implementation of service planning recommendations, including the recent adjustments on the 12, 66, and 67 with early ridership indicators showing very healthy growth— especially on the 12—under customer satisfaction.

Work is focused on improving the rider experience and the systems that support safe, reliable service. Key efforts include real-time transit information improvements, mobile video surveillance upgrades, ADA securement planning and technology, state of good repair work.

The transit apps launched and staff continue to focus on mapping and data reliability, so riders have better trip planning information.

Within employee experience, LTD has completed several actions and continues work on major internal systems. As you’ll hear shortly, we’re maintaining accountability through our recurring HR metrics. And internally we’ve successfully implemented impact storytelling through our internal communication channels.

We’ve improved safety with completion of the fleet crane fall protection project, and we continue to modernize our collaboration tools. Staff feedback through recurring pulse groups, which includes participants from across the organization continue, and our operation scheduling software replacement project is nearing completion, and we modernized our radio systems.

So just a few things to help make life easier for our employees.

These efforts are important because they support staff communication, safety, training, and the tools employees need to do their work effectively.

And finally, under financial health, work remains focused on cost control, revenue opportunities, procurement improvements, and long-term financial planning.

Current efforts include contracted mobility services, cost analysis, procurement, centralization, revenue marketing opportunities, and state transportation funding scenario planning.

The government relations lobbying plan has been completed and reviewed by this board with regular updates from our government relations manager.

And also noteworthy: The group pass program saw strong performance year over year with participant trips including by over 50% and pass distribution growing 5%.

In summary, taken together, this work represents highly collaborative work across all areas of the district and shows that our plan is active, measurable, and being used to organize work. We’ll continue to maintain these quarterly KP updates, and reports back to you.

Presenter: Aimee Reichert presents the latest districtwide performance measures.