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Vision, Mission, and Core ValuesWhat does the future of mobility look like in NortheastFlorida? That simple question kicked off the developmentof MOVE2027. Through discussions with agency staff,the public, and stakeholders, a clear vision and strategicdirection took hold, and the JTA updated its vision, mission,core values, and goals to ensure they align with oneanother and provide the JTA with a roadmap for the future.The JTA has five core values that are the guiding principlesfor everything we do. As part of MOVE2027, we revisitedthe Authority’s core values, making updates to align withthe overall mission and vision of the Authority: TeamExcellence, Equity, Affordability, Collaboration, andAgile InnovationThe JTA’s GoalsTo reach JTA’s five-year vision, the Board has laid out sevengoals for the Authority:1. Safety and Security: Ensure safety and securitythroughout the transportation system and in theAuthority work environment2. Employee Success: Strengthen workforce throughprofessional development opportunities that enhanceknowledge, skills, and leadership abilities3. Customer Satisfaction: Deliver a superior and reliablecustomer experience4. Financial Stability: Ensure long-term financial stability5. Organization Efficiency and Effectiveness: Attain thehighest level of agency performanceVision:A thriving and connectedNortheast Floridapowered by seamlessmobility solutions for allMission:To enhance NortheastFlorida’s economy,environment, andquality of life for all byproviding safe, reliable,innovative, sustainable,and dignified mobilitysolutions and facilitiesCore Values:TEAM EXCELLENCEEQUITYAFFORDABILITYCOLLABORATIONAGILE INNOVATIONGoals:6. Sustainability: Advance transportation solutions thatsupport environmental goals and are mindful of thecontext of our communitySAFETY AND SECURITY7. Transformative Mobility Solutions: Deliver innovativetransportation choices that provide accessible mobilitythroughout the communityFINANCIAL STABILITYEMPLOYEE SUCCESSCUSTOMER SATISFACTIONORGANIZATION EFFICIENCYAND EFFECTIVENESSSUSTAINABILITYTRANSFORMATIVE MOBILITYSOLUTIONS6 JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC PLAN

MOVE2027 Initiatives SummaryThe outcome of the MOVE2027 Plan is seven strategicinitiatives. INITIATIVES are business actions, projects, andprograms that are grouped and aligned by key categoriesfor achieving the JTA’s vision and goals over the next fiveyears. Each initiative has unique branding to help tie in theJTA’s daily activities to the JTA’s goals and vision.Together, all seven initiatives have a common aim –to provide seamless mobility solutions for JTA customers.The full plan describes in more detail the strategies andtactics in each initiative.develop a stronger and more resilient organization prepared to meet anychallenges ahead.MOVE2027 INITIATIVEScreate a more convenient, nimble, and responsive transit network.Integrated mobility services provide the JTA’s customers with affordable,efficient, and equitable travel options to make complete trips.build out multi-modal services and infrastructure for a safer and moreresilient region.improve the customer experience and make the JTA the regionalintegrator of mobility services.establish a seamless transportation network across Northeast Florida.further its leadership in innovative and clean mobility solutions.leverage its resources and relationships with partners to strengthenthe region.Conclusion and Path ForwardThrough MOVE2027, the JTA strives to be the regional integrator of mobility solutions, enabling its customers to makeseamless trips regardless of how and where they travel in Northeast Florida. This will be done through a holistic focuson the entire passenger experience, from a trip planning and payment tool; to safe and comfortable first and last mileconnections; to enhanced transit service; to integration with all modes, even those not operated by the JTA. MOVE2027recommends a range of strategies to enable the Authority to deliver on its vision for seamless mobility for all. All of thesestrategies incorporate equity, improving internal operations, and focusing on sustainability and resiliency to meet thecurrent and future needs of the region.JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC PLAN 7

Introductionand BackgroundThe COVID-19 pandemic has changed the transportationlandscape of Northeast Florida and the nation. Therise in remote work and more flexible work scheduleshave lessened the dominance of 9-to-5 commuting. Thepandemic has stressed supply chains and illustrated theimportance of mobility providers like the JacksonvilleTransportation Authority (JTA) in ensuring essentialworkers can do their job and essential industries operatewithout disruption. There has also been a nationalincrease in traffic fatalities over the last two years, withJacksonville consistently being ranked nationally inthe top 10 regions; the National Highway Traffic SafetyAdministration (NHTSA) reported a 16-year high intraffic fatalities in 2021. All these challenges require newapproaches to mobility.JTA’s Mobility Optimization Through Vision andExcellence 2023-2027 (MOVE2027) Strategic Plan setsan ambitious agenda for the JTA over the next five years.MOVE2027 picks up where MOVE Phase 1, the JTA’s18-month pandemic recovery plan, leaves off. As the JTAand the region recover from the COVID-19 pandemic,now is the time to think boldly.The Authority has a vision for a thriving and connectedNortheast Florida powered by seamless mobilitysolutions for all. MOVE2027 is about identifying whatthe JTA can do to achieve that vision, regardless ofwhere they live or what transportation mode they use.Northeast Florida requires a holistic approach to mobilitythat ensures people can easily and safely get where theyneed to go by transit, on foot, by bicycle, and by car.8 JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC PLAN

To accomplish this vision, the JTA has laid outseven initiatives for the next five years that willtouch nearly every aspect of the organization:TEAMWORKS, TRANSITWORKS, MOBILITYWORKS,CUSTOMERWORKS, REGIONALWORKS,INNOVATIONWORKS, and COMMUNITYWORKS.MOVE2027 plan is divided into the following sections:1. Introduction: The plan begins with an introductionto the current context of mobility and transportation,from both the local and national perspectives.MOVE2027 included extensive engagement with keystakeholders and the public, and major findings areoutlined here as well.2. JTA’s Vision, Mission, Core Values, and Goals:This chapter outlines the strategic frameworkintended to guide the Authority and this plan.3. MOVE2027 Initiatives, Strategies, and Tactics:The plan consists of seven initiatives named:TEAMWORKS, TRANSITWORKS, MOBILITYWORKS,CUSTOMERWORKS, REGIONALWORKS,INNOVATIONWORKS, and COMMUNITYWORKS.Each initiative has been carefully designed andcurated with strategies and tactics that theAuthority plans to realize over the next five years.4. Implementation: The Implementation chapterexplains how JTA plans to accomplish MOVE2027,from an analysis of costs to performancemonitoring and program governance.5. Conclusion: Closing thoughts on MOVE2027.JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC PLAN 9

Current ContextThe JTA strives to lead the mobility landscape for a changing region. The MOVE2027 plan wasdeveloped to respond to current and future needs of Northeast Florida. The Authority convenedindustry experts, held conversations with leaders across the region, solicited feedback from all levelsof the organization, and surveyed the public to better understand the local and national context thatwill shape transportation over the next five years.Local ContextRapidly Growing Region: The JTAserves a rapidly growing region.Between 2020 and 2030, thepopulation of Northeast Florida isforecast to grow by 14 percent, twicethe projected national rate. Whilepopulation growth creates neweconomic opportunities, the regionwill need to invest in transportationinfrastructure to accommodate thatgrowth. The JTA plays an essentialrole in ensuring Northeast Floridaremains able to absorb new peopleand jobs.Need for Regionalism: Mobility in theregion does not stop at county lines.Increasingly, there is a need for strongregional and state collaboration tousher in bold investments in thetransportation network. The JTAbelieves there is an opportunity tobring together state, federal, and localparters and jurisdictions to establisha seamless Northeast Florida regionaltransportation network.Access to Opportunity: NortheastFlorida grapples with structuralinequality, with one’s race andneighborhood of origin being amajor predictor of health, education,and economic outcomesthroughout a lifetime.10The region ranks poorly in bothmeasures of economic mobility andincome inequality. The JTA serves acritical role in addressing structuralinequality by improving access toservices, jobs, and education.Affordability: Between January 2021and February 2022, housing pricesand rents in Jacksonville surgedby over 25 percent. Transportationand housing affordability are closelylinked. Searching for affordablehousing causes families to movefarther away from jobs and services,increasing transportation costs.The JTA plays an important role insupporting affordability by providingthe public low-cost mobility to accessmore housing and job opportunities.Plan for the Future Workforce:The JTA will be developing its peoplefor future roles and will also be theengine to support the region’s growingworkforce. New technologies andautomation are ushering in the needfor new skills. The region alreadyfaces labor shortages that constraineconomic growth. The JTA can be partof the solution by creating pathwaysto recruit and train theregion’s future workforce. JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC FRAMEWORKRevitalization and Alternatives toSprawl: In a 2014 national study,Jacksonville ranked as the mostsprawling large metro area in Floridaand among the most sprawling inthe nation. Low density developmentleads to greater transportationcosts for residents, infrastructurecosts for governments, andenvironmental costs for society.The region is investing in counteringsprawl through investments incompact walkable centers, notablyDowntown Jacksonville. Multi-modaltransportation solutions, like thoseprovided by the JTA, are essential tosupport revitalization of NortheastFlorida’s historic urban centers andprovide the region a better alternativeto sprawl.Climate and Resiliency:Northeast Florida faces a climatecrisis due to sea-level rise and theincreasing frequency of extremeweather events. The JTA plays akey role in ensuring the region ismore resilient, from reducing thecarbon footprint of transportation toincorporating green infrastructureinto our projects that help absorbrainfall and reduce flooding.

National ContextTechnological Change andAutomation: Several paralleltechnological advances impacttransportation organizations likethe JTA. Advances in automationhave made self-driving vehicles gofrom science fiction to reality. Thewidespread adoption of smartphonesprovides the public access to ondemand services and real-timeinformation previously unavailable.Teleworking technologies havechanged the nature of work, leading toshifts in travel demand. The JTA hasbeen an industry leader in adoptingnew technology, but with the rapidpace of change, it will have to continueto invest in new solutions and buildinternal expertise.Green Solutions: The pressing needto reduce carbon emissions has ledto a boom in green technologies,from low-cost solar panels to thewidespread adoption of electricvehicles. Nationwide, transit providersare shifting to zero-emission vehiclesat a rapid rate. For the JTA, adoptinga zero-emission fleet can havea widespread impact on agencyoperations, such as the need tobuild out charging or alternativefueling infrastructure.Post-COVID-19 “New Normal”:The COVID-19 pandemic has led topermanent shifts in how we traveland work. The widespread adoptionof teleworking has changed thenature of commuting. While vehiclemiles traveled have returned topre-pandemic levels, the nation hasexperienced a significant change inwhen and why people are traveling.These shifts in travel behavior arehere to stay, requiring the JTA toadapt to a new normal.New Funding Opportunities:The Federal InfrastructureInvestment and Jobs Act (IIJA),passed by Congress in November2021, represents a once-in-ageneration federal investment intransportation. The IIJA unlocksnew funding opportunities for theJTA, from expanding existing transit,roadway, and rail funding programsto offering new grant opportunitiesfor vehicle electrification andtransportation equity investments.Demand for Multi-Modalism:Americans across the politicalspectrum support investments inmulti-modal transportation, includingpublic transit, bicycle, and pedestrianinfrastructure. The nationwide successof major transit ballot measuresillustrates this growing support fortransportation systems that arenot built solely around the privatecar. The JTA can play a key role inhelping reduce auto dependency inNortheast Florida, from building newinfrastructure and operating transitservices to helping decision-makersachieve a regionally shared visionfor transportation.Government as the Convener:Over the last decade, the UnitedStates has seen renewed privatesector investment in transportation,from the emergence of mobilityservices such as ride-hailing orshared micromobility programs toprivate infrastructure investmentslike the Brightline rail here in Florida.Public agencies support theseinvestments by building partnershipswith the private sector and helpingto convene stakeholders acrossgovernment and private industry torealize new mobility solutions.JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC PLAN 11

Who We’ve EngagedIn line with JTA’s commitment to connecting people seamlessly throughout the Northeast Floridaregion and to improve the quality of life, robust and active public engagement was essential for theMOVE2027 visioning process. Working with representatives from all corners of the region’s business,government, healthcare, education, and non-profit communities, the charge to develop an actionoriented plan was clear – make connecting people to work, play, education, healthcare resources, andrecreation more reliable, accessible, safe, and equitable.The MOVE2027 engagement framework embodied thefollowing principles: Inform and educate stakeholders: Create a comprehensive and inclusiveengagement strategy that uses various techniques for interested partiesto provide input. Use stakeholder input to direct planning: Communicate how thestakeholders’ contribution will influence decision-making andprioritization strategies. Develop and maintain stakeholder relationships:Lead and facilitate two-way dialogue to build partnerships betweenJTA and stakeholders throughout the plan development process. Build stakeholder support for execution: Leverage and expand acceptanceand ownership of the recommendations and projects outlined in the plan.Throughout the engagement effort, the project team sought input directlyfrom the community to hear from diverse voices to yield new ideas and givestakeholders a place at the table in the planning process.Engagement Formats: Employee Focus Groups – Town hall meetings, conducted virtually withemployees at all levels of the organization, focused on service delivery andworkforce development. Stakeholder Focus Groups – Local partners were invited to participate infocus groups and offer input on regional priorities and community needs. Interviews with Key Stakeholders – Representatives from the projectteam met with Jacksonville’s top leaders in business, government,education, healthcare, and other industries for interviews to collect inputon regional priorities and needs. Stakeholder Surveys – Survey tools were developed to collect input fromexternal and internal stakeholders throughout the process. Updates and Briefings to Agencies and Community Groups – Project teammembers presented updates on the MOVE2027 Plan to local and regionalorganizations and provided opportunities for input via the MOVE2027Online Survey. Customer Satisfaction Survey – JTA engaged customers to identify servicegaps and collect feedback on services, amenities, and safety concerns.12 JACKSONVILLE TRANSPORTATION AUTHORITY MOVE2027 STRATEGIC PLAN

BusinessCommunity and CivicEducationGovernmentHealthcareNon-ProfitReal EstateRecreationTechnologyTourism Executive LeadershipFrontline WorkersCommunity GroupsRegional Partners (2) Across the Region High Participation Positive SentimentKey Insights from the engagement process: Desire for regional collaboration and coor

Excellence, Equity, Affordability, Collaboration, and Agile Innovation The JTA's Goals To reach JTA's five-year vision, the Board has laid out seven goals for the Authority: 1. Safety and Security: Ensure safety and security throughout the transportation system and in the Authority work environment 2. Employee Success: Strengthen workforce .