Strategic Plan Strategic Plan Click to edit Master title style - - PowerPoint PPT Presentation
Strategic Plan Strategic Plan Click to edit Master title style Update on Plan Process and Final Draft Core Values Click to edit Master text styles CLICK TO EDIT MASTER TITLE STYLE Nathan Landau Long Range Planning January 31, 2018
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Nathan Landau Long Range Planning January 31, 2018
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Plan Purpose Review of Core Values Peer Agency Strategic Plans Structure Timelines Next Steps
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AC Transit should have a sound service structure that enables efficient, effective and equitable deployment of resources. The service structure should be frequently reviewed to ensure that it meets current needs. The structure should be based on conscious decisions about the District’s service model--one possibility would be a ridership-coverage split in service emphasis. The structure should provide flexibility to direct resources to rider groups (e.g. car-less households) with the greatest needs and support car-free urban living in the Inner East Bay.
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Improving the customer experience should be at the center of AC Transit’s
clean and pleasant. There should be quick acknowledgement of complaints and comments, and quick response to them. These aspects of the AC Transit’s service should be clearly communicated to the riders, stakeholders, partners and the public.
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Ensure that AC Transit uses technologies, procedures and practices that reduce the environmental impact of District operations, maintenance and administration. Create a culture of environmental stewardship. Establish targets for sustainability throughout the District and assist with reaching regional, state and federal carbon reduction targets for transportation.
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Transportation reflects the inequality in the society at large. Public transit can help create a more equitable transportation system by providing mobility to people with special transportation challenges, such as low incomes, limited English Proficiency,
all receive equitable access to transportation. Equity should be a key factor in all decision making. Under Title VI of the Civil Rights Act, the federal policy on Environmental Justice, and the Americans with Disabilities Act, we constantly review, plan and design our facilities and services to be equitable for all users.
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Ensure that the District has the financial ability to continue to operate service over the long term. This value is the central pillar that enables
diverse sources of funding that are resilient to economic fluctuations. Ensure that the District meets the highest standards of financial management in all departments and in all spheres of activity.
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AC Transit should be willing to adopt new technologies, procedures and practices to improve efficiency and effectiveness. AC Transit should work to develop partnerships with individuals and groups that will advance core values. The agency should be
practices to vehicle technology to systems and infrastructure.
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AC Transit’s viability as a public agency is based on support from the public, our stakeholders and partners. We are supported by the public
principally funded from public taxes and fees, and transporting the
and forums to engage with partners, stakeholders and the public at large – to inform people about our services, receive feedback from them, maintain a positive image, form strategic partnerships, seek funding and support other agencies and institutions with similar core values.
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Reliable bus service on the street is the reason AC Transit exists. The District should operate all scheduled trips, with service that is safe, reliable and fast. The District should intensify its efforts to improve the efficiency of its operations and the effectiveness of resource
also through roadway infrastructure improvements such as dedicated lanes, improved bus stops and upgraded signals.
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Develop ways to transfer knowledge and a succession plan at all
professional development programs and provide career growth
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Agency BART King County Metro San Francisco MTA VTA (Santa Clara County) Character of Strategic Plan Statement of values Like a City General Plan Summary of a City General Plan Employee Handbook Other Planning Documents related to Strategic Plan Interdepartmental work programs by strategy Long range plan and Service Guidelines Modal and (e.g. Bicycle Plan) subject plans (e.g. Fleet Management) Future documents (e.g. Bike Plan) will integrate Strategic Plan Is one goal Primary? Riding Experience, System Performance have graphic primacy No apparent primary goal Safety listed first by Board (Plan links to Vision Zero) Three part theme: Create, Collaborate and Lead
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Agency BART King County Metro San Francisco MTA VTA (Santa Clara County) Includes Key Performance Indicators? In work programs No, to be included in follow up documents Numerous KPIs tracked but not all in the plan No, to be in Business Line (e.g. transit) Work Programs Reporting on performance? Preparing annual report to Board Service Evaluation Report Monthly board committee meetings, annual report Strategic Plan has limited performance targets Includes Service Plans or Policies? No Includes 2025 and 2040 network maps Includes service metrics Goals of fast, frequent (15 minute), reliable service
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Plan Context Role of AC Transit Planning Framework Existing Conditions Plan Guidance Vision Statement (new) Mission Statement (revised) Core Values (attached) Implementation Plan Goals and Objectives for Action Key Performance Indicators Work Plans
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– Staff anticipates that during the Data Collection phase there will be interviews with management staff and an on-line survey for all employees. – Detailed action plans and work programs will be developed by department in ongoing work in a future phase.
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Procure a Strategic Plan Project Manager/Facilitator Develop Vision Statement, Mission Statement, Goals & Objectives and KPIs Receive Board Feedback