HomeMy WebLinkAbout15- GCN MARTA Outbrief Document v20
Atlanta, Georgia
January 31th, 2006
MARTA
Executive Out-brief
1
The purpose of this document is to provide a summary of the key
activities performed by Booz Allen in support of the 2007 strategic
planning effort
Present the Strategic planning framework and timeline of the key activities
Provide a summary of the artifacts produced in support of the process
–Environmental scan
–Internal interviews
–External interviews
–Senior Staff offsite material
–Board of Directors retreat material
–CEO Team retreat material
–Draft FY 2007-2012 Strategic Plan
–Status briefings and summary documents
Recommend next steps
–Implementation process
–Deployment plan
Document Objectives
2
Table of Contents
Strategic Planning Framework and Timeline 3
Summary of Artifacts 6
–Environmental Scan 7
–Internal Interviews 8
–External Interviews 9
–Senior Staff Offsite 10
–Board of Directors Retreat 11
–CEO Team Retreat 12
–Draft FY 2005-2012 Strategic Plan 15
–Status Briefing 16
Next Steps 14
–Implementation process 15
–Deployment plan 16
Appendix 18
3
The Booz Allen team utilized a five step process in support of the
MARTA 2007-2012 strategic planning effort
Perform Data
Collection
Develop Vision and
External Goals and
Objectives
Develop Strategic
Plan and Goal
Team Charters
Finalize Plan
Recommend Future
Next Steps
Strategic Planning Process
Establish a
Deployment and
Implementation Plan
Data Collection
External Scan
- Transit Industry
analysis
- Leading practices
- Regional
demographic
analysis
-Performance data
-Leadership
interviews
Develop detailed
planning methodology
and present to AGMs
Deliver
Environmental scan
Interview key
external stakeholders
Interview key internal
contacts
Facilitate off site
with Senior Staff
Develop planning
assumptions
Facilitate offsite with
Board of Directors
(Visioning)
Develop Offsite
planning book
Facilitate Leadership
Offsite
Develop draft of
Strategic Plan
Deliver draft plan
Develop proposed
Key Performance
Indicators
Develop proposed
goal team charters
Identify goal team
sponsors
Develop deployment
plan
-Develop
communications
plan to develop a
draft briefing
-Deploy the plan to
key stakeholders
-Capture feedback
and present to CEO
team
Establish
implementation plan
-Identify goal team
members
-Develop business
case template to
assist in
prioritizing
initiatives
Complete and
publish the final plan
based on the CEO
teams directives
Execute on the
implementation plan
-Identify key
initiatives
-Prioritize and fund
initiatives
-Monitor key
performance
indicators
associated with the
objectives as well
as the progress of
the initiatives
4
Key tasks were performed from October 2005 to January 2006 in
support of the strategic planning process
Develop 2007-2012 Strategic Plan
Oct Nov Dec Jan
Data Collection
External Scan
• Transit Industry
analysis
• Leading practices
• Regional
demographic analysis
Developed detailed
planning methodology
and presented to AGMs
Supported refinement
of FY06 Strategic Plan
Data Collection Internal
Scan
• Performance data
• Leadership interviews
Delivered
Environmental scan
Interviewed key external
stakeholders
Interviewed key internal
contacts
•Facilitated off site with
Senior Staff
•Developed planning
assumptions
•Facilitated offsite with
Board of Directors
(Visioning)
•Developed Offsite
planning book
•Facilitated Leadership
Offsite/
Plan Development
•Summary plan
delivered
•Draft plan delivered
• Supported
development of CEO
Transition document
•Developed proposed
Key Performance
Indicators
• Developed proposed
goal team charters
•Began effort to deploy
the plan (developed
proposed briefing, met
with Dir. of Com.)
• Developed proposed
business case template
• Supported 2007
budget effort
Draft FY07 Plan
Delivered Leadership
Offsite
Key tasks Completed
5
Strategic Planning Framework and Timeline
Summary of Artifacts
–Environmental Scan
–Internal Interviews
–External Interviews
–Senior Staff Offsite
–Board of Directors Retreat
–CEO Team Retreat
–Draft FY 2005-2012 Strategic Plan
–Status Briefing
Next Steps
–Implementation process
–Deployment plan
Appendix
6
A number of artifacts were created in support of the strategic
planning effort
Environmental Scan
Summary of internal leadership interviews
Summary of external stakeholder interviews
Senior Staff, Board of Directors and CEO team facilitation materials
Summary of the MARTA Strategic Planning session
Draft Strategic Plan
Status briefings
Implementation and Deployment Plan, as part of recommended next steps
List of Artifacts
*Please refer to appendix for the completed deliverables
7
The environmental scan* provides a detailed analysis of the future
opportunities and threats that MARTA will face in 2012
Environmental Scan
The environmental scan is built around concepts laid out by Kaplan and Norton in “The Balanced
Scorecard” and identifies what must be done for MARTA to be successful from the following
perspectives:
Customer
1.Satisfying current “basic” needs (Service reliability,
Cleanliness of stations and vehicles and a safe and secure
environment) should be a prerequisite to satisfying their
potentially more sophisticated needs
2.As customer needs and travel patterns continue to change,
MARTA will have to be flexible to meet those changing
needs
Internal Business
(Operations and Maintenance and Safety and Security)
1.Operations and Maintenance of the future must deliver the
basic needs of reliability, cost effectiveness and on time
performance
2.Apply Six Sigma techniques to improve service delivery
and improve customer satisfaction
Learning and Growth
(Human Resources and Technology)
1.Ensuring leaders and employees share the same vision of
the organization will not only build better, smarter, happier
workers but better corporate representatives as well
2.Improve prioritization of technology investment to what is
most important to the customer and business needs
Financial
1.Improving efficiencies to support cost controls and
increasing existing and new revenue sources will enable
MARTA to balance its budget while providing expanded,
more efficient services
*Please refer to appendix A for the completed environmental scan
8
Internal leadership interviews* were conducted as part of the data
gathering process for the 2007-2012 plan development to collect
their input on the direction of the Authority
DATA GATHERING INTERVIEWS: AGMs
1. Who are this organization’s important customers today? How will they change in the next five years?
2. Who are the organization’s key stakeholders? What do they want from MARTA in the next five years?
3. What are organization’s key products and services? How will they change in the next five years?
4. On a scale from 1 to 7, with 1 being very poor and 7 being very well, how well do you think this organization
is accomplishing its mission? How do you know?
5. How far out do you think the organization should plan for? (This is the planning horizon.)
6. What do you want this organization to look like at the end of this planning horizon if you are being
successful?
7. What makes that different from the current state?
8. What does the organization need to do to make that future state happen?
9. What are the major obstacles to implementing your strategic plan right now?
10. What must the organization do to overcome the planning obstacles?
11. AGM specific questions: (Finance: Funding sources; Other AGMs: current initiatives, operational budgets,
review 06 planning objectives, measures and tactics)
*Please refer to appendix B for the summary of internal leadership interviews
9
A cross section of external stakeholders were also interviewed* between
28th November and 5th December 2005 to prepare for MARTA’s strategic
planning offsite
Stakeholders Interviewed Key Issues Identified
Have Improved Regional Partnerships
Need to have improved service to customer…friendlier,
clean, safe, reliable…also more nimble, flexible to meet
the changing needs of riders
Fiscal efficiency…need to be fiscally smarter and more
responsible
Need better communications with customers and
stakeholders
“The future of MARTA”…key inputs
Governor’s Representative (CFO)
GDOT Commissioner
ARC Chairman
Atlanta Chamber of Commerce Representative
TMA Representatives (Airport and Downtown)
MARTOC
MARTA Board of Directors
*Please refer to appendix C for the summary of internal leadership interviews
10
The Booz Allen team facilitated an offsite session with the senior staff to
validate and provide input to the strategic issues and assumptions that
were derived from the data collection effort
Senior Staff Offsite
*Please refer to appendix D for the senior staff facilitation material
Presented the strategic planning process and timeline
Reviewed findings from the environmental scan
–Key opportunities and threats facing MARTA in the future
Brainstormed key issues facing MARTA
Captured input to the strategic issues and key assumptions
Identified future goals and objectives for each of the following perspectives
–Stakeholder
–Customer
–Operations and maintenance
–Safety and security
–Human Resources
–Technology
–Finance
11
The Booz Allen team facilitated the board of directors retreat to capture
the key Vision elements to set the direction of the Authority
“MARTA is a Key Partner in the Atlanta Regional Transit
environment, providing reliable, convenient service in a
customer friendly, fiscally responsible and efficient manner that
improves the quality of life of the community”
Proposed Vision (Not approved)
MARTA’s service is reliable and convenient to its customers
MARTA stakeholders consider the Authority as efficient-- “lean and mean”
MARTA will have built strong relationships with political and business leaders as well as state and regional
transit partners
MARTA will have become financially stable to include a balanced budget
MARTA will have developed public transportation as a lifestyle choice
MARTA will have an improved image in the eyes of their customers: “They understand that we hear them
and want to improve their experience”
Key Vision Elements
*Please refer to appendix E for the board of directors facilitation material
12
Based on the Vision elements, the overarching strategies for each of the
Balanced Scorecard perspective areas were developed at the CEO team
retreat*
Perspective Goal Objectives
Stakeholder
“MARTA is seen as a major asset
that impacts the quality of lives of
those who live in and visit the region”
1. Improve service delivery^
2. Increase flexibility and “nimbleness^^
3. Balance the budget
4. Improve MARTA’s image
Customer
“MARTA is the transportation choice
that provides safe, reliable service
that meets the changing needs of its
customers”
1. Improve the customer experience:
Improve service delivery*
Improve attitude of employees
Improve cleanliness of stations, buses
and trains
Improve the station experience
Improve perception of safety**
2. Increase integration into customer lifestyle
External
Focus
^Objective that will be driven within the Operations and Maintenance perspective
^^Objective that will be driven within the Safety and Security Perspective
*Please refer to appendix F for the CEO facilitation material and appendix G for the draft Strategic Plan
13
Based on the Vision elements, the overarching strategies for each of the
Balanced Scorecard perspective areas were developed at the CEO team
retreat*…continued
Perspective Goal Objectives
Business Perspective:
Operations and
Management
“MARTA is a flexible, standard-driven
organization that efficiently provides
quality service to proactively meet
customer needs”
1. Improve the customer experience:
Improve Reliability of trains and buses
Improve Cleanliness of stations, buses
and trains*
Improve the station experience^
Improve attitude of employees^
2. Increase integration into customer lifestyle
Business Perspective:
Safety and Security
“MARTA provides a safe and secure
experience to our customers and the
community”
1. Increase presence of staff in stations and
visible locations
2. Educate employees and public on their
responsibilities in creating a safe & secure
environment
3. Improve coordinated communication
4. Decrease vulnerability of facilities
5. Increase responsiveness to events
Internal
Business
Focus
^Objectives that span both the customer and operations and maintenance perspectives
*Please refer to appendix F for the CEO facilitation material and appendix G for the draft Strategic Plan
14
Based on the Vision elements, the overarching strategies for each of the
Balanced Scorecard perspective areas were developed at the CEO team
retreat*…continued
Perspective Goal Objectives
Technology
“MARTA applies relevant
technology to improve service
delivery, enhance customer
experience and increase
efficiency”
1. Improve prioritization of technology investment to what is most
important to the customer
2. Increase use of technology to enhance and expand the customer
experience (i.e. smart cards, communication)
3. Leverage technology to improve planning, marketing and
accountability
Human Resources
“An employer of choice with a
professional, highly skilled
workforce that is motivated,
flexible and committed to service
excellence”
1. Improve stability in the organization (reduce turnover)
2. Increase communication to the workforce
3. Improve link between compensation and performance
4. Improve work environment for employees Increase employee
engagement in organization
5. Improve relationship with labor
6. Improve diversity awareness
7. Increase workforce development
Financial “MARTA will ensure its own
financial viability”
1. Improve financial viability by reducing costs, increasing revenue
sources and maintaining reserves
2. Increase use of technology to streamline financial operations
3. Cultivate a culture of good financial stewardship
4. Increase leveraging of our assets to generate revenue
Internal
Support
Focus
*Please refer to appendix F for the CEO facilitation material and appendix G for the draft Strategic Plan
15
As a result of the CEO team retreat, a draft strategic plan was
developed to support key implementation efforts
Draft Strategic Plan
Presented new mission statement formulated at the retreat
Presented revised organizational values
Identified goals for all key seven perspective areas
Identified high level objectives
Additional tasks needed for finalizing plan (with recommended timeframe)
Establish targets for strategic objectives (Feb)
Identify key performance indicators for monitoring progress against objective targets (Feb)
Identify key initiatives needed to support each objective (Feb)
Collect employee and stakeholder feedback (Feb/Mar)
Finalize and publish the plan (May)
16
During the process the Booz Allen team provided regular status
briefings leveraging a variety of channels
Weekly status reports
Regular status provided via emails to the leadership team
Presented summary decks at the end of key activities
Face to face briefings to the leadership team
*Please refer to appendix H for the status reports
17
Strategic Planning Framework and Timeline
Summary of Artifacts
–Environmental Scan
–Internal Interviews
–External Interviews
–Senior Staff Offsite
–Board of Directors Retreat
–CEO Team Retreat
–Draft FY 2005-2012 Strategic Plan
–Status Briefing
Next Steps
–Implementation process
–Deployment plan
Appendix
18
The planning timeline identifies that the plan must be deployed,
updated with feedback, and briefed to the Board of Directors
during the month of January 2006
Develop 2007-2012 Strategic Plan
Oct Nov Dec Jan
Data Collection
External Scan
• Transit Industry
analysis
• Leading practices
• Regional
demographic analysis
Data Collection
Internal Scan
• Performance data
• Leadership
interviews
Leadership Offsite/
Plan Development
•Off site with Senior
Staff
•Offsite with Board
of Directors
(Visioning)
• Publish/deploy the
plan
• Deliver to Board of
Directors
Strategy teams can then
develop tactics and
business units can
develop cascade
scorecards
Complete Draft
FY07 Plan
Main
Focus
Leadership
Offsite
Strategic Planning Timeline
19
The deployment of the 2007-2012 Strategic Plan will be
instrumental in getting employee buy-in to the plan
Deployment
Process
Prepare
Standardized
Presentation
Brief to
Customers &
Stakeholders
Obtain
Feedback
Finalize and
Publish
Plan
•Work with
communications staff to
develop a draft briefing
•Help as needed to
ensure all employees are
briefed on the plan
•Set up feedback
mechanism
•Work with
communications staff to
develop a draft briefing
•Help deploy the plan to
key stakeholders
•Set up feedback
mechanism
•Capture feedback from
employees and
stakeholders and
present to CEO Team
•Complete final plan
based on CEO team
direction
•Publish the plan
20
Implementation of the 2007-2012 plan should begin immediately to
ensure momentum for change is kept in place
Implementation
Process
Assign
Responsibility
for each
Goal area
Charter/Staff
Strategy
Teams
Identify
Key
Initiatives
Prioritize and
Fund
Initiatives
Create
Process to
Monitor
Progress
•Goal Sponsors were
identified at the
planning retreat
•Team leads and team
members need to be
assigned
•Goal team charters
should be developed
to identify the scope
and expectations of
the teams
•Each goal team will
identify the key
initiatives needed for
MARTA to achieve
their objectives
•Business cases will
be developed for
each initiative
•Based on the
business cases,
initiatives will be
prioritized against
impact to the
customer
•Existing initiatives
will be reviewed to
ensure they are in
alignment with the
direction of the
Authority
•Monitoring of key
performance
indicators associated
with the objectives as
well as the progress
of initiatives will need
to take place
*Please refer to appendix I for the implementation process and goal team charters
21
Now that a draft strategic plan is in place, additional activities are
required to ensure it is implemented and monitored effectively
Brief customers and stakeholders on strategic plan (get feedback)
Provide facilitation support to goal teams (finalize objectives, KPIs and identify initiatives)
Ensure the 2007 Strategic Plan is utilized within budget process
Work with business units to develop cascade scorecards
Ensure new Key Performance Indicators are placed into Oracle-based Balanced Scorecard
tool
Monitor progress of goal teams and initiatives, set up quarterly progress reports to CEO team
22
Strategic Planning Framework and Timeline
Summary of Artifacts
–Environmental Scan
–Internal Interviews
–External Interviews
–Senior Staff Offsite
–Board of Directors Retreat
–CEO Team Retreat
–Draft FY 2005-2012 Strategic Plan
–Status Briefing
Next Steps
–Implementation process
–Deployment plan
Appendix
23
Appendix
A : Environmental Scan v23.doc
B : Data Gathering Interviews – Combined_v2.doc
C : Stakeholder Interview Combined_v1.ppt
D : Environmental Scan Review_v1.ppt
MARTA Planning Process Revised-11282005-v1.ppt
E : Environmental Scan Review_v1.ppt
MARTA Planning Process Revised-11282005-v1.ppt
F : CEO Team Strategic Planning Offsite_v1.ppt
G: Draft 2007-2012 MARTA Strategic Plan-V3.doc
H : *Status Report-Strategic Planning team.doc
Summary 2007-2012 Strategic Plan-V2.ppt
BOD Vision input_v4.ppt
Goal + Objective development worksheets v6.ppt
Outbrief for Mr. McCrillis.ppt
MARTA Planning Process Revised-For GM-CEO.ppt
I : Implementation Process-v2.ppt