HomeMy WebLinkAbout15- GCN SFMTAStrategicPlanSan Francisco
Municipal
Transpor tation Agency
2008-2012 Strategic Plan
San Francisco Municipal
Transportation Agency
2008-2012 Strategic Plan
Table of Contents
Executive Summary 2
6
7
8
9
10
12
13
14
17
18
Introduction
Mission
The Future Environment: 2012 - Key Assumptions
Strategic Priorities
Vision Statement
Strategy Goals, Objectives, & Key Performance Indicators 11
Goal 1: Improved Safety, Cleanliness, Sustainability 11
Goal 2: Improved Service Delivery
Goal 3: Improved Communication
Goal 4: Improved Financial Stability
Goal 5: Improved Work Environment and Workforce 15
Goal 6: Improved Information Technology
Conclusion
2
Municipal Transportation Agency 2012
Organization Strategic Plan Executive Summary
Background
The Municipal Transportation Agency (MTA)
embarked on a five-month effort aimed at
developing a comprehensive strategic plan that
identifies both what the Agency must look like
if it is to be successful in the future, and what
actions it must take to get there. We began
by conducting a comprehensive analysis of
the future environment the SFMTA will face in
2012. As a result of the analysis, key assump
tions were made as to how these issues will
impact the Agency. Based on these assump
tions, the SFMTA Board of Directors identified
strategic priorities for the Agency that must be
addressed if it is to perform its mission and
service its customers and stakeholders suc
cessfully in the future. To articulate what suc
cess looks like, the Board of Directors crafted
a Vision statement that will be the focus of our
improvement efforts as we move forward.
MTA Strategic Planning Timeline
key performance indicators (KPIs) and propose
initiatives the Agency will implement to achieve
the identified objectives.
The six goal teams were comprised of cross
section of staff from different levels and divi
sions within the agency. The make up of the
goal team was determined by the scope of
the objectives that were identified. Goal Team
1 and 2 were combined to focus in specific
service delivery improvements. This team
was comprised of members from Operations,
Transportation Planning and Development,
including the Transit Effectiveness Project
(TEP), and the Department of Parking and
Traffic (DPT). Goal Team 3 focused on the
SFMTA’s interface with customers, as well as
external stakeholders such as other regional
transit providers. The team was informed by
Oct Nov Dec Jan Feb
Complete Draft
FY08 Plan
Finalize
FY08 Plan
y Governance Discussion
y Data Collection
External/Internal Scan
y Stakeholder input from
TEP data
y Develop draft
assumptions
y Board of Directors
Vision Development
y Vision input from
CAC, public
y Leadership offsite
preparation
y Leadership Offsite/Plan
Development
y Appoint Goal teams
y Present draft plan to
Board of Directors
Governance Committee
y Publish/deploy the plan
for comment
y Goal teams identify
targets and initiatives
y Refine/finalize vision
(Board Governance
Committee)
y Complete development
of initiatives
y Deliver Strategic Plan
to Board of Directors
With the vision complete, the SFMTA Senior
Leadership team began the process of develop
ing a broad-based strategy for how the Agency
will achieve the vision. The team identified six
overarching goals and an initial set of objec
tives that would serve as the core of this strat
egy. The Senior Leadership team then appoint
ed goal teams to refine the objectives, identify
staff from External Affairs. Goal Team 4 was
tasked with examining the projected financial
state of the agency over the next five years
to determine how the SFMTA could increase
revenue and reduce costs. The team was
comprised of Finance and Administration and
DPT staff. Goal Team 5 focused on workforce
related objectives and was comprised of
3
Human Resource and Transportation Planning and Development personnel. Goal Team 6 was comprised
of staff from Information Technology and focused on data integration and leveraging technological inno
vations throughout all aspects of the Agency. As a result of this combined effort, SFMTA embarked on
a new direction to cross-pollinate ideas from different sectors within the agency to engender a greater
understanding of how all components of the agency can work better together to improve service to our
customers. The result is the 2012 Strategic Plan, a dynamic document to be used as a guidepost of
the agency while maintaining a fluid relationship with the changing environment of public transportation
within the City and County of San Francisco.
Our Vision
“Providing timely, convenient, safe and
environmentally friendly transportation
alternatives…SFMTA enhances the quality of life
of San Francisco”
Our Strategy
The agency strategy utilizes the goals and objectives to determine how the overall vision will be
achieved. Each goal was crafted with the overall vision in mind and each objective indicates an area of
emphasis within each goal that will ensure the agency is aligned with each of its strategic priorities.
Objectives:
1.1 Improve safety and security across all modes of transportation
1.2 Improve cleanliness of SFMTA stations and vehicles by providing a clean, comfortable
experience
1.3 Reduce emissions as required by SFMTA Clean Air Plan
1.4 Improve accessibility across transit service
1.5 Increase percentage of trips using more sustainable modes (such as transit, walking, bicycling,
rideshare)
Goal 1: Customer Focus
To provide safe, accessible, clean, environmentally
sustainable service and encourage the use of auto-
alternative modes through the Transit First Policy
4
Objectives:
2.1 Improve transit reliability to meet 85% on-time performance standard1
2.2 Ensure efficient transit connectivity and span of service2
2.3 Fulfill bicycle and pedestrian network connectivity
2.4 Reduce congestion through major corridors
2.5 Manage parking supply to align with SFMTA and community goals
Objectives:
3.1 Improve economic vitality by growing relationships with businesses, community, and stakeholder
groups
3.2 Pursue internal and external customer satisfaction through proactive outreach and heightened
communication conduits
3.3 Provide a working environment that fosters a high standard of performance, recognition for
contributions, innovations, mutual respect and a healthy quality of life
3.4 Enhance proactive participation and cooperatively strive for improved regional transportation
Objectives:
4.1 Increase revenue by 20% or more by 2012 by improving collections and identifying new sources
4.2 Ensure efficient and effective use of resources
Goal 3: External Affairs - Community
Relations
To improve the customer experience, community
value, and enhance the image of the SFMTA, as
well as ensure SFMTA is a leader in the industry
Goal 4: Financial Capacity
To ensure financial stability and effective
resource utilization
Goal 2: Customer Focus
To get customers where they want to go, when they
want to be there
5
Objectives:
5.1 Increase resources available for employees in performing their jobs (tools, staff hours, etc)
5.2 Improve facilities in which people are working
5.3 Improve internal communication and employee satisfaction
5.4 Increase internship and apprentice opportunities to fill critical positions (Determine current and
future critical needs and create opportunities)
5.5 Improve SFMTA’s ability to grow and retain strong leadership (Succession Planning)
5.6 Improve the performance management process across all classifications (Increase the number
of performance expectation discussions and employee assessments)
5.7 Develop Leadership and Management Training
5.8 Improve work/life balance of employees
5.9 Improve access to Human Resource System information
5.10 Improve access to knowledge capital across the SFMTA (HR Portal)
Objectives:
6.1 Information and Technology Leadership: Identify, develop and deliver the new and enhanced
systems and technologies required to support SFMTA’s 2012 goals
Goal 5: MTA Workforce
To provide a flexible, supportive work environment
and develop a workforce that takes pride and own
ership of the agency’s mission and vision and leads
the agency into the evolving, technology-driven
future
Goal 6: Information Technology
To improve service and efficiency, the SFMTA must
leverage technology
6
San Francisco Municipal Transportation Agency 2012
Organization Strategic Plan
Introduction
The San Francisco Municipal Transportation Agency
is comprised of the Municipal Railway (Muni) and the
Department of Parking and Traffic. On November 2,
1999, the voters of San Francisco passed Proposition
E, an amendment to the City Charter governing the
Municipal Railway. The measure created a new, quasi-
independent agency called the San Francisco Municipal
Transportation Agency (SFMTA) to serve as the umbrella
organization managing Muni and the Department of
Parking and Traffic as one entity. Unlike most large pub
lic transit systems in the United States, SFMTA is not
a completely independent agency or authority. SFMTA
is a department within the City and County government
of San Francisco, and thus reports to a variety of policy
making bodies for different issues. Thus, the impetus for
developing an organizational strategic plan was born out
of the opportunity to develop a comprehensive plan that
would encompass all aspects of the agency’s areas of
transportation oversight from transportation planning and
development to public transit operations, to pedestrian
and bicycle planning.
The Municipal Transportation Agency (MTA) embarked on
a five-month effort aimed at developing a comprehensive
strategic plan that identifies both what the Agency must
look like if it is to be successful in the future, and what
actions it must take to get there. We began by conduct
ing a comprehensive analysis of the future environment
the SFMTA will face in 2012. As a result of the analysis,
key assumptions were made as to how these issues will
impact the Agency. Based on these assumptions, the
SFMTA Board of Directors identified strategic priorities
for the Agency that must be addressed if it is to perform
its mission and service its customers and stakeholders
successfully in the future. To articulate what success
looks like, the Board of Directors crafted the organiza
tional vision and a mission statement that will be the
focus of our improvement efforts as we move forward.
7
The San Francisco Municipal Transportation Agency (SFMTA), comprised of the
Municipal Railway, Department of Parking and Traffic and the Parking Authority,
is responsible for all modes of transportation within the City and County of
San Francisco including public transit, bicycling, pedestrian planning and
accessibility, and traffic and parking management
Why we exist…The MTA seeks to provide mobility for its customers as pedestrians,
bicyclists, transit users, as well as for those who utilize our streets and roads via automobiles.
Who we serve…The MTA’s customers include residents, visitors, and workers within
the City and County of San Francisco.
Our Mission
8
San Francisco 2012: Our Future Environment
Key Assumptions
An extensive analysis was conducted to consid
er the future environment in which the SFMTA
will exist by 2012 to help identify opportuni
ties and threats potentially facing the agency.
During this review, a stakeholder analysis and
vision developed by the Transit Effectiveness
Project (TEP); future demographic data for the
region; transportation industry trends; and
business, political and socio-economic trends
for the San Francisco region were reviewed. In
addition, an internal analysis was conducted to
review internal surveys, performance data, bud
gets, customer and employee surveys to help
identify the strengths and weaknesses of the
Agency. As a result of this analysis, assump
tions about the future environment were
developed and presented during the Board of
Directors’ visioning process:
Q MTA will have the opportunity to serve more
regional travelers either coming into the city or
working outside the city
Q Existing and new Bay Area residents will be
more willing to try transit solutions in the
future
Q Improvements to traffic flow to ease
congestion as well as a focus on pedestrian
and bicycle safety will be needed
Q An aging population will provide new
challenges in service requirements and
accessibility needs
Q SFMTA will attract and retain riders if it
provides safe, accessible, reliable and clean
service
Q We will maintain and increase favorable
trends in customer perception
Q SFMTA’s ability to meet core and emerging
customers’ needs will reverse the trend of flat
and/or declining ridership during periods of
population growth
Q Efficient planning of service delivery will
enable SFMTA to provide flexible service to
satisfy demand patterns
Q The continued retention and expansion of
existing revenue sources will enable SFMTA to
improve its financial stability
Q Improved efficiency and reduced cost will
enable MTA to gain financial stability
Q The image of SFMTA among the community
and within current political circles will need
to be enhanced and political relationships
strengthened
Q SFMTA will need to ensure that it continues to
transition its fleet to zero emission vehicles,
biodiesel, and incorporate other clean air or
“green” improvements
Q Improved economy and increased workforce
competition leads to higher attrition,
increased vacancy rates and diminished talent
pool
Q SFMTA needs to be an employer of choice to
attract and retain a qualified workforce
Q SFMTA’s ability to capture knowledge capital
and build succession plans for critical job
functions will be vital to achieving its future
goals and objectives
Q The public will have increased expectations
for improved customer service
Q SFMTA will be expected to give more timely
and accurate customer information such as
way finding signage or real-time service data
Q Improving efficiencies to support cost
controls and increasing existing and new
revenue sources will enable SFMTA to balance
its budget while providing expanded, more
efficient services
As a result of incorporating public comment
from the Board vision meetings and data from
9
SFMTA Strategic Priorities – 2012
the future assumptions, strategic priorities
were developed that identify what must be
accomplished if the Agency is to successfully
exist in this future environment. These priori
ties will help guide the Agency moving forward
and were the basis for the agency goals. In
addition, these priorities reflect the govern
ing policies of the San Francisco Municipal
Transportation Agency, including the charter
SFMTA Strategic Priorities
Q SFMTA carries out San Francisco’s Transit First policy by prioritizing
public transit, walking, bicycling and auto-alternative modes
Q SFMTA provides safe, accessible, reliable, clean and environmentally
sustainable service for all modes
Q SFMTA gets its customers where they want to go, when they want
to be there
Q SFMTA is respected in the community
Q SFMTA is a leader in a well-integrated regional transportation
system
TRANSIT FIRST POLICY
The “Transit First” policy states that all officers, boards, commissions, and departments shall implement the following
principles in conducting the City and County’s affairs:
1. To ensure quality of life and economic health in San Francisco, the primary objective of the transportation system must
be the safe and efficient movement of people and goods.
2. Public transit, including taxis and vanpools, is an economically and environmentally sound alternative to transportation by
individual automobiles. Within San Francisco, travel by public transit, by bicycle and on foot must be an attractive alternative
to travel by private automobile.
3. Decisions regarding the use of limited public street and sidewalk space shall encourage the use of public rights of way by
pedestrians, bicyclists, and public transit, and shall strive to reduce traffic and improve public health and safety.
4. Pedestrian areas shall be enhanced wherever possible to improve the safety and comfort of pedestrians and to
encourage travel by foot.
5. Bicycling shall be promoted by encouraging safe streets for riding, convenient access to transit, bicycle lanes, and secure
bicycle parking.
6. Parking policies for areas well served by public transit shall be designed to encourage travel by public transit and
alternative transportation.
7. The City and County shall encourage innovative solutions to meet public transportation needs wherever possible and
where the provision of such service will not adversely affect the service provided by the Municipal Railway.
amendments that impact the agency’s gover
nance (Proposition E), and Section 16.102 of
the City Charter, the “Transit First” policy, which
encourages the use and enhancement of public
transit and alternative (other than private auto
mobile usage) transportation.
Q SFMTA is financially stable, and respected for effective resource
utilization
Q SFMTA takes care of its people by providing a flexible/supportive
work environment
Q SFMTA’s workforce is capable of leading the agency into the ever-
evolving, technology-driven future; taking pride and ownership of
the agency’s mission and vision
10
Based on the identified strategic priorities, the
SFMTA Board of Directors developed a vision
statement to capture what success will look if
the Agency has successfully implemented the
identified strategic priorities over the next five
years.
The vision includes several key elements:
Q Service that gets San Franciscans where they
want to be in a timely manner (whether by
bicycle, car, walking or transit)
Q An increased level of convenience for those
who utilize roadways through transit
Q A safe environment for all San Francisco
travelers is paramount to the success of the
agency
Q Incorporating a city-wide vision for a “greener
San Francisco,” SFMTA will provide renewed
focus on environmental impacts of City
transportation
Q Accomplishment of SFMTA’s efforts over the
next five years will result in an enhanced
quality of life of all those who travel in and
through the City
Providing timely, convenient, safe and environmentally friendly transportation
alternatives…SFMTA enhances the quality of life of San Francisco
SFMTA Vision for 2012
11
SFMTA Strategy
Goals, Objectives, & Key Performance Indicators
Goal 1: Customer Focus:
The first goal seeks to add increased focus
and priority to several key issues that have
impacted and will continue to impact the agen
cy into the future. At the top of this list is safe
ty. While the SFMTA has made improvements
in this area, the agency has taken a proactive
approach to assessing improvements in this
area. This improvement effort includes not only
a focus on major incidents, but also improving
the culture of safety within the organization for
the future.
The second objective seeks to provide a clean
er environment for our customers. Whether in
our stations, rail cars, buses or any other facil
ity, the Agency is to provide renewed attention
and investment to enhance the transit rider’s
experience. Reducing customer complaints
Goal 1
for cleanliness and increasing satisfaction will
follow. The third objective will be to ensure
the Agency becomes a leader in sustainable
transportation. The benefits of more riders tak
ing transit, walking or bicycling over automobile
usage can improve air quality, quality of life and
reduce overall dependence on oil. Therefore,
we need to ensure we identify and invest in
those initiatives which will not only comply, but
also demonstrate leadership in sustainability
for the transportation industry.
The next objective seeks to increase accessibil
ity to all who desire to use our and services.
This emphasis goes beyond facility or equip
ment changes, but also changing how we care
for our customers with all levels of ability.
The final objective will be to help San
Franciscans find alternative solutions to
accessing the city than by automobile
1.1 Number of safety incidents per 100,000
vehicle miles
1.2a Customer satisfaction scores for
“cleanliness”
1.2b Percentage of “passing” Quality Checks
1.2c Cleaning per 100,000 vehicle miles
1.2d Cleaning per station/terminal
1.3 Percent of vehicle miles of zero emission
vehicles (as % of total fleet) per quarter
1.4a Percentage operating lifts
(total volume/total working)
1.4b Percentage of fleet with verbal Digital
Voice Announcement System
1.4c Number of complaints
1.5a Percentage of single occupant vehicle
trips/total trips taken
1.5b Percentage of bike, pedestrian and
transit trips
1.5c Number of passengers/trip (by route)
Example Key Performance
Indicators
1.1a Proactive Transit
Watch campaign
1.1b Safety and
Security
Communications
Outreach
campaign
1.2 Clean MTA
Campaign
1.3 Clean Air Fleet
Plan
1.4 Transit Access
Campaign
1.5 Complete Bicycle
and Pedestrian
Master Plan
Initiatives
1.1 Improve safety and
security across all
modes of
transportation
1.2 Improve cleanliness
of SFMTA stations
and vehicles by
providing a clean,
comfortable
experience
1.3 Reduce emissions
as required by the
SFMTA Clean Air
Plan
1.4 Improve accessibility
across transit service
1.5 Increase percentage
of trips using more
sustainable modes
(such as transit,
walking, bicycling,
and rideshare)
To provide safe,
accessible,
reliable, clean and
environmentally
sustainable
service and
encourage the use
of auto-alternative
modes through the
Transit First
Policy.”
Objectives Goal
12
Emphasizing bicycles, the pedestrian environ
ment and enhancing the quality of public trans
portation will enable those who desire alterna
tive travel modes to seek out, explore and take
advantage of the many opportunities available.
Goal 2: Customer Focus:
The second goal is primarily focused on the
transportation services we provide directly to
our customers. Within the first objective there
is a realization at SFMTA that if we are to be
successful in the future, as a minimum we
must be able to achieve existing customer
requirements as well as Proposition E goals
Goal 2
for on-time, reliable service. This objective
becomes the cornerstone of our strategic plan.
Without improved service, we will not be able to
improve our image (Goal 3), we will not be able
to attract and retain customers and the reve
nue that they provide (Goal 4), and our employ
ees will not have the resources they need to
deliver the required services (Goal 5).
The second objective is for the Agency to
consider the span of service we provide.
Determining if our service delivery remains rel
evant to both the current and emerging needs
of our customers, and ensuring the necessary
adjustments are made on an on-going basis,
will ensure SFMTA stays relevant to all those
2.1-2.2 Being
developed in
coordination with
the Transit
Effectiveness
Project decision
framework
Possible
initiatives include:
Route restructuring
Proof of payment
on bus system
City wide transit signal priority
PCO deployment to improve on-time performance
2.3 Complete bicycle
and pedestrian
master plan
2.4a Implement SFgo
program
2.4b Continued
implementation
of
comprehensive
traffic calming
program
2.5a On-street parking
management
2.5b Implement
parking garage
guidance system
Initiatives
2.1a Schedule adherence and travel time
2.1b Mean distance between failures by
vehicle type (mode); rate of unscheduled
absenteeism; extra-board availability
2.2a TEP Placeholder (e.g., transit ridership
on transit priority network)
2.2b TEP Placeholder
2.3 Number of miles of bike lanes as a
percentage of total miles proposed in the
bicycle plan
2.4 Reduced number of congested locations
identified in the Congestion
Management program
2.5a Maintain 85% on street parking meter
occupancy (annual measure via sample)
2.5b Maximize off-street parking occupancy
2.5c Optimal balance of occupancy and
revenue of garage operations
Example Key Performance
Indicators
2.1 Transit Reliability:
Improve on-time
performance to 85%
2.2 Transit Connectivity
and Span of Service
2.3 Fulfill bicycle and
pedestrian network
connectivity
2.4 Reduce congestion
through major
corridors
2.5 Manage parking
supply to align with
SFMTA and
community goals
To get customers
where they want to
go, when they
want to be there.
Objectives Goal
13
who are impacted by our transportation net
work. The Transit Effectiveness Project (TEP)
is conducting a more robust analysis of these
issues, and therefore emphasis on these objec
tives will be refined as the findings from the
TEP are completed.
The third and fourth objectives look at addi
tional customer segments such as bicyclists,
pedestrians and users of our roadways to
ensure we are providing them the best possible
environment to support their mobility needs.
While related to the Goal 1 objectives (reduc
ing automobile trips), these objectives seek to
provide the emphasis and investment needed
for all service modes and for all customer seg
ments.
Goal 3
Goal 3: External Affairs –
Community Relations
There were three objectives that focused on
SFMTA’s need to improve its stakeholder relation
ships, internal, and external customer communica
tion. The first centered on the Agency’s need to
build relationships with business and community
partners to help develop a system that meets
their needs. Building partnerships will help ensure
all voices are heard while at the same time provid
ing additional support to promote SFMTA services.
The second objective was focused on improv
ing SFMTA’s image both externally and internally.
Through increased outreach and the development
of a more effective communication tools, the
Agency will be able to better inform key custom
ers, stakeholders and employees while effectively
marketing its success as goals and objectives are
achieved.
3.1 Develop baselinetoreducecustomer
inquiries/complaints
3.2 Develop baseline to reduce customer
inquiries/complaints
3.3 Increase percentage point ratings of
SFMTA employee survey
3.4 Develop baseline to increase percentage
of SFMTA participation in community/civic
events
Example Key Performance
Indicators
3.1 Business
partnership
campaign
3.2 Internal & external
customer
communication
plan
3.3 Managerial
Communication
training
3.4 Heightened
regional
transportation
policy-level
engagement
Initiatives Objectives Goal
3.1 Improve economic
vitality by growing
relationships with
business, community,
and stakeholder
groups
3.2 Pursue internal and
external customer
satisfaction through
proactive outreach
and heightened
communication
conduits
3.3 Provide a working
environment that
fosters a high
standard of
performance,
recognition for
contributions,
innovations, mutual
respect, and a healthy
quality of life
3.4 Enhance proactive
participation and
cooperatively strive
for improved regional
transportation
To improve the
customer
experience,
community value,
and enhance the
image of SFMTA,
as well as ensure
SFMTA is a leader
in the industry.
14
The final objective was designed to re-energize
SFMTA’s leadership and participation in region
al transportation activities. By providing leader
ship and appropriate levels of engagement with
our regional partners, the Agency will promote
the impact of public transit and regional con
nectivity.
Goal 4: Financial Capacity
One of the fundamental drivers of the potential
future success of SFMTA is its financial health.
The SFMTA Board of Directors and Executive
Leadership have recognized that accomplish
ing its objectives will only be possible from a
healthy financial position—one that is stable
year to year and that is valued for its financial
stewardship.
The first objective identified was to increase
new funding sources and to grow existing reve-
Goal 4
nue sources. This continuous focus on increas
ing revenue will enable SFMTA to maximize
opportunities available for revenue during peri
ods of severe deficit projections. Associated
with this objective is a focus on improving
compliance with existing revenue streams such
as fare box revenue. Through improved fare
compliance, the Agency will ensure that all
customers pay their fair share in supporting
the operation costs of our key services, thereby
improving customer perceptions of equity within
the system and ultimately their general satis
faction with the services.
An additional objective will be to reduce the cost
of business which will further improve SFMTA’s
financial stability. The Agency recognizes that
there are many opportunities to continuously
improve efficiency and to control cost. This
effort will focus on continuous improvement and
working with our key partners to better control
costs while improving service delivery.
4.1a Amount of annual budgeted new
revenue sources per year
4.1b Ratio of total revenue to total expense
4.2a Vehicle miles per operating expense
(annually)
4.2b Passenger miles per operating expense
4.2c Customers per total labor and fringe
expenses
Example Key Performance
Indicators
4.1a Revenue
generation plan
4.1b Optimize
collection efforts
from existing
sources
4.1c Create financial
management
reporting system
4.1d Increased
enhancement
activities
4.2a Improve
procurement,
inventory
management, and
contract
administration
systems
4.2b Identify, evaluate
and report on key
cost drivers
4.2c Evaluate
cost/benefits of
expenditure
categories
Initiatives Objectives Goal
4.1 Increase revenue by
20% or more by 2012
from improving
collections and
identifying new
sources
4.2 Ensure efficient and
effective use of
resources
To ensure
financial stability
and effective
resource
utilization.
15
These objectives are especially vital as SFMTA
seeks to improve safety, environmental com
pliance, and cleanliness (Goal 1), timeliness,
reliability, and span of service (Goal 2), improve
the working environment and workforce effec
tiveness (Goal 5) and develop an information
technology infrastructure that supports organi
zational management information and commu
nication needs.
Goal 5: SFMTA Workforce
Probably one of the most extensive goal areas
was associated with ensuring SFMTA has a
future workforce that is well-training has the
tools and resources necessary to complete
their job functions and help grow the capacity
of their agency by bringing their strengths to dif-
Goal 5
ferent roles within the Agency. The Agency has
recognized that significant work is required to
attract and retain a workforce needed to deliver
improved service, and improving the impact of
the SFMTA as an “employer of choice” within
the transit industry. We want to ensure that the
SFMTA becomes a driving force for attracting
and retaining the ‘best and brightest’ employ
ees, and that for those that are here, that they
have the opportunity to grow their skills with
the agency’s investment in its workforce.
By providing a flexible, supportive work environ
ment and developing a capable workforce that
takes pride and ownership in their roles within
the Agency, SFMTA will ensure that the most
critical building block to success—its people—
have the support they need to ensure a work
force that takes pride in continuous improve-
Goal Objectives Initiatives Example Key Performance
Indicators
To provide a
flexible,
supportive work
environment and
develop a
workforce that is
capable of leading
the agency into
the ever-evolving,
technology driven
future, that takes
pride and
ownership of the
agency’s mission
and vision.
’
5.1 Increase resources
available for
employees in
performing their jobs
(tools, staff hours, etc)
5.2 Improve facilities in
which people are
working
5.3 Improve internal
communication
(improve employee
satisfaction)
5.1 Tool enhancement
initiative
5.2 Facilities
enhancement
initiative
5.3 Managerial
Communication
Program
5.1a
5.1b
5.1c
5.2a
5.2b
5.2c
5.3a
5.3b
Dollars spent on tools/labor hours by
division and/or classification
Efficiencies gained on the job (measured
by % time saved on activities)
Employee survey results (Tools)
Dollars spent on facility improvements,
employees survey results on tools and
facilities
Efficiencies or money saved on reduction
in sick leave
Employee survey results (facilities)
Percentage of employee complaints
Employee satisfaction rate (internal
communication)
5.4 Increase
internship/apprentice
opportunities to fill
critical positions
(determine current
and future critical
needs and create
opportunities)
5.5 Improve SFMTA’s
ability to grow and
retain strong
leadership
(Succession Planning)
5.4 Internship/
apprentice
Program
(Transit Tech
Academy)
5.5 Executive
development/
succession
planning program
5.4a
5.4b
5.5a
5.5b
5.5c
Volume of internship/apprentice
opportunities by prioritized job
classification versus previous year
Number of internships able to be filled
(tracked annually)
Percentage participation of hires/newly
promoted managers
Percentage participation of senior
management
Increased understanding of SFMTA
priorities, expectations, culture and
competencies by management (survey
results or annual focus groups)
16
ment is retained. Key objectives include ensur
ing employees have the tools and facilities they
need, improving internal communication mecha
nisms, increasing opportunities to identify new
candidates for critical service jobs and building
a capable leadership team of the future with
consistent succession planning. Implementing
these objectives will be fundamental steps in
creating a viable, effective workforce and work
environment.
The last objectives within the Human Resource
area focus on improving human resource infor
mation availability and internal communication.
Goal 5 (cont)
These technology -related improvements will
enable the effective management of the work
force in addition to capturing valuable knowl
edge capital during a period that will see the
retirement of a significant number of its experi
enced workforce
Goal Objectives Initiatives Example Key Performance
Indicators
To provide a
flexible, supportive
work environment
and develop a
workforce that is
capable of leading
the agency into
the ever-evolving,
technology driven
future, that takes
pride and
ownership of the
agency’s mission
and vision.
5.6 Improve the
performance
management process
across all
classifications
(Increase the number
of performance
expectation
discussions and
employee
assessments)
5.7 Leadership and
Management
Training
5.8 Improve work/life
balance of
employees (ex.
daycare options,
costs of getting to
work, etc.)
5.6 Performance
management
system
5.7 Leadership and
Management
Training program
5.8 Work/life balance
enhancement
program
5.6a Volume of employee expectation
meetings conducted, volume of
assessments completed by directorate
5.6b Employee satisfaction rate
(1.communication, opportunities, etc.)
5.6c Retention rate % (by Division)
5.7a Percentage of external hires and new
promoted managers
5.7b Percentage participation of senior
management
5.7c Increased understanding of SFMTA
priorities, expectations, culture and
competencies by management (survey
results or annual focus groups)
5.8a Increased Awareness of and
Participation in the following programs:
measured quarterly Commuter check
program (X%)
Corporate discounts available to staff(gym memberships, etc.)
Flexible scheduling for specified jobcategories
5.8b Increase in Employee satisfaction survey
(wellness, work environment, etc.)
5.9 Improve access to
Human Resource
System information
5.10 Improve access to
knowledge capital
across the SFMTA
(HR portal)
5.9 Human Resource
Information
System
5.10 Human Resource
Portal (Consistent
with city of
SF/DHR
milestones)
5.9a Percentage completed
(quarterly/annually)
5.9b Project measures to be defined
5.9c Efficiencies measured annually after
completion (measures to be defined in
collaboration with city of SF)
5.10a Percent completed (information
available) (quarterly/annually)
5.10b Increased employee satisfaction from
survey (communication)
17
Goal 6: Information Technology
Throughout the strategic planning process one
of the most prevalent recurring themes was
how the agency could take advantage of infor
mation technology improvements. The efforts
will serve to increase the availability of man
agement information to support improved effi
ciency and the application of available service
improvement technologies.
The first objective in this goal area was
designed to leverage existing systems currently
in use by the agency to include providing more
effective, timely management information to all
Goal 6
levels of the organization. This would enable
an improved, less manually-intensive reporting
capability thereby improving the Agency’s ability
to identify and react to key management infor
mation.
The second objective was to continuously identify
technology solutions for improving service delivery
and convenience to the customer. This objective
will help the Agency identify an investment strate
gy that focuses technology solutions on the most
important aspects of our improvement efforts. By
identifying improvement needs, potential technol
ogy solutions and prioritizing key investments,
SFMTA will ensure the most effective use of its
resources and improvement efforts.
6.1a Improve the return on our technology
investments (metrics individual to each
project)
6.1b Number of successful intelligent
technology initiatives deployed
6.1c % Project completedontime> 80%
6.1d % Project completed on budget for each
phase > 80%
6.1e Project Customer Satisfaction > 80%
6.1f Improved information use and
communication to our internal
employees and external customers (KPI
defined by survey)
6.1a Identify and
deliver key
transportation
technologies
which create
business value
and
improvements to
efficiency and
effectiveness
6.1b Provide an
environment
where information
is timely,
accurate, and
seamlessly
accessed from
multiple sources
and stakeholders
in order to
improve
decision making
and support
regulatory
compliance
6.1c Ensure efficient
and effective use
of information
technology assets
and systems
6.1d Develop more
secure, flexible
and mobile ways
to access and
disseminate
information
6.1 Information and
Technology
Leadership: Identify,
develop and deliver
the new and
enhanced systems
and technologies
required to support
SFMTA’s 2012 goals
To Improve
service and
efficiency, the
SFMTA must
leverage
technology.
Example Key Performance
Indicators Initiatives Objectives Goal
18
Conclusion
The publication of this strategic plan repre
sents the culmination of a five month effort
that sought to envision the future of the Agency
and then develop the strategies that we must
execute to achieve that vision. The effort has
been overseen by our key stakeholders and the
public and has included participation by the
SFMTA Board of Directors to create the vision
and strategic priorities, the Executive Director’s
staff to identify the strategy, and goal teams,
comprised of staff from across the Agency, to
identify the initiatives required to execute the
strategies.
SFMTA’s strategic planning process will con
tinue to improve over time, incorporating more
opportunities to further refine the plan through
annual updates and to create better communi
cation forums to improve the reach of informa
tion. The goal of this first effort is to identify
the actions the agency must take today to be
successful tomorrow. This document is not
meant to sit on the shelf, but rather serve as a
guidepost for future policy decisions that every
one from front line staff to executive leaders,
must take into account to ensure a strong and
consistent future for the agency. To achieve our
vision we must take action. We must execute
against the plan by using it as a tool to help
guide our decisions. The key element of the
plan that will ultimately determine its success
is how well we utilize it in our management-
decision making. At all levels of the Agency,
managers and employees must consider how
their decisions and actions support our organi
zational strategy.
To help implement this plan, the Board of
Directors and the Executive Director’s Staff
will begin using the plan in the Annual Budget
process by funding those initiatives that have
been identified against proposed objectives. To
ensure the Agency stays on course, the Board
of Directors and the Executive Director’s staff
will also continuously monitor key performance
indicators against targets. Senior leadership
will be able to gauge progress as well as review
the status of the associated initiatives. The
success of our efforts will be fundamentally
driven by our ability to execute our initiatives.
Finally, the plan is meant to be a living docu
ment. It should be continually reviewed and
changed as we progress forward. Key per
formance indicators should provide us the
management information we need to track
progress, however, if we find that there are
more relevant measures of our progress, then
these should be changed accordingly. If initia
tives are not enabling our progress against our
objectives, then they must be altered or new
initiatives must be identified and resources
reapplied accordingly. What remains solely
important is our continued progress against
this plan. Providing timely, convenient, safe and
environmentally friendly transportation alterna
tives and enhancing the quality of life of those
we serve should be our top priority.
For additional feedback on this document,
please send your comments to
Plan2012@sfmta.com