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HomeMy WebLinkAbout3.4 WHEELS Strategic Plan CITY CLERK File # []~~~-[l][Q] AGENDA STATEMENT CITY COUNCIL MEETING DATE: February 21,2006 SUBJECT: Presentation by the Livermore-Amador Transportation Authority (LA VT A) on the WHEELS Strategic Plan J/Yf . Report Prepared by: Melissa Morton, Public Works Di~ I '-""'" The WHEELS Strategic Plan ATTACHMENTS: RECOMMENDATION: l ~eceive and accept presentation and provide any comments. FINANCIAL STATEMENT: There is no financial impact to the City of Dublin. DESCRIPTION: Barbara Duffy, General Manager for the Livermore Amador Valley Transit Authority (LA VT A) will make a presentation on the WHEELS Strategic Plan. The purpose of the WHEELS Strategic Plan is to establish an overall vision and mission for the agency and develop a series of goals and strategies to guide future LA VT A decision making. The plan also serves as a format for evaluating LA VTA's current administrative, operational, and communication processes. ------------------------------------------------------------------------------------------------------------- COPY TO: Barbara Duffy, LAVTA ITEM NO. ~Ll ~ Page 1 of 1 G:IAGENMISCILA VTA Presentation Wheels Strategic Plan.doc strategrc p an 2006 3.4~t.ttl()b )ot41 Prepared by: .. Moore lacofano Goltsman, Inc. January 2006 ~of41 LIVERMORE AMADOR VALLEY TRANSIT AUTHORITY WHEELS STRATEGIC PLAN JANUARY 2006 4of41 TABLE OF CONTENTS 1.0 INTRODUCTION 1 1.1 Brief Process Overview 1.2 Strategic Plan Organization 2 2.0 STRATEGIC PLAN FRAMEWORK 3 2.1 Mission, Vision and Values 5 2.2 Strategic Plan Goals 7 2.3 Overview of Strategic Plan Goals and Strategies 8 2.4 Strategic Plan Goals, Strategies, and Performance Indicators 9 3 . 0 S T RAT E G I C P LAN IMP L E MEN TAT ION 18 3.1 Relationship of Strategic Plan, Business Plan and Budget, and Annual Workplan 19 3.2 Aligning the Budget with the Strategic Plan 21 3.3 Wheels Strategic Planning Cycle 22 3.4 Decision-Making Criteria 24 4.0 STRATEGIC OBJECTIVES 25 50t 41 0~+41 1 .0 INTRODUCTION The purpose of the Wheels Strategic Plan is to establish an overall vision and missian for Wheels, and develop a series of gaols and strategies to guide the future development of Wheel's services, programs and organization. The Plan provides a framework through which Wheels' administrative, operational and communication processes can be reexamined. Through this process, Wheels staff will be able to craft the Agency's direction and strategic business plan. 1 . 1 PROCESS OVERVIEW The core of the strategic planning effort is reflected in this document. The information collected throughout the process has been developed, refined, and organized into the framework of the following pages. The result is an easy-to-use reference for understanding, prioritizing, measuring, and monitoring the goals set forth in the strategic plan. The strategic planning process began with a series of individual in-person interviews conducted by Daniel lacofano from Moore lacofano Goltsman (MIG), Inc., with each of the Wheels Board members to obtain their thoughts and ideas regarding the future direction of the organization. These interviews were held prior to a series of workshops that Wheels held as a part of the strategic planning process. The first two workshops were held with key Wheels staff members, and the final session was held with Wheels Board members. All three sessions were held at the Wheels offices in Livermore, California, and were facilitated by Daniellacofano. The first workshop, held on May 11, 2005, brought key staff members together for a half-day strategic planning session. The purpose of this session was to: identify issues, challenges and opportunities; clarify the organization's mission statement, vision, and values; and begin to develop a strategic framework to guide the future direction of the organization. On June 8, 2005, a second half-day workshop was held with key Wheels staff to build upon and refine the work that had begun during the first session. The purpose of this session was to identify and clarify goals and develop strategies and actions for achieving these goals. The third session was a Board Workshop held on June 24, 2005. This full-day workshop enabled the Wheels Board to review and add to the strategic planning discussions begun by staff. The session began with an environmental scan, i.e. a summary of planning issues, challenges, and future opportunities facing Wheels. Following this discussion, Board members discussed the organization's fundamental and overall mission. Then participants identified organizational values. This then set the stage for a discussion regarding their vision for the future of Wheels. Board members then focused on the heart of the strategic plan framework by reviewing and refining preliminary goals, strategies and actions that had been previously developed during the staff workshops. Information gathered during these three sessions was used to develop a draft Strategic Plan Framework, which was subsequently reviewed by Wheels staff and Board members for comment and revision. An additional strategic planning session in September was also held to gather input from drivers and other contract staff. The final Strategic Plan was discussed by the Wheels Board in their October, November and December meetings. This plan document reflects the comments and direction of the Board from these sessions. Jonuary 2006 1 Livermore Amador Valley Transit Authority Wheels Strategic Plan 70/4 f 1 . 2 STRATEGIC PLAN ORGANIZATION The heart of the strategic plan is the Strategic Planning Framework. It represents a set of guiding principles and forms the basis of overall strategic direction for Wheels. Drawing on the input from previous work sessions, the framework is organized around the Mission, Values and Vision of Wheels. Building upon these elements, the Strategic Planning Framework also consists of Goals and Strategies designed to implement the Wheels Vision and Mission. This version of the Strategic Plan includes an initial set of desired outcomes and indicators that Wheels can use to assess performance and progress toward achieving these outcomes. January 2006 2 Livermore Amador Valley Transit Authority Wheels Strategic Plan '60!-41 2.0 STRATEGIC P LA N FRAMEWORK The Strategic Plan Framework on the following page describes the relationship among the Strategic Plan elements. . The Mission describes the purpose of Wheels and its role within the Tri-Valley community. . Values describe the norms and qualities of Wheels and are the basis from which each Wheels staff member should be operating. . Reflecting both its mission and values, the Vision guides Wheels toward the future. . The Goals and Strategies describe the direction that Wheels will be moving in seven focus areas: Ridership Development, Marketing and Public Awareness, Economic Development, Policy Development, Regional Leadership, Organizational Effectiveness, and Fiscal Responsibility. January 2006 3 Livermore Amador Valley Transit Authority Wheels Strategic Plan -fk6s Ridership Development Ma rketi ng and Public Awareness January 2006 4 q ~ I- 41 LIVERMORE AMADOR VALLEY TRANSIT AUTHORITY Strategic Plan Framework Mission Vision Values Goals and Strategies Community and Economic Development OrgonilQtion 01 Effectiveneu Regional leadership Fiscal Responsibility Policy Development Performance Measures Livermore Amador Valley Transit Authority Wheels Strategic Plan /0 0 f 4/ 2 . 1 MISSION, VISION AND VALUES MISSION The Mission of Wheels describes the main functions of Wheels and its role within the Tri-Valley community. The Mission gives the overall "charge" and purpose of the organization. All Wheels activities relate to one or more aspects of the mission statement: The mission of the Livermore Amador Valley Transit Authority is to provide equal access to a variety of safe, affordable and reliable public transportation choices, increasing the mobility and improving the quality of life of those who live or work in and visit the Tri-Valley area. V I S ION Wheels' Vision is a narrative description of the ideal Wheels environment. The Vision reflects the priorities and values of the staff and management: An essential fink in the regional transportation system, LAVTA strives to be a well- recognized, highly respected, integrated public agency utilizing appropriate tools and technologies to provide cost-effective, exceptional transport seNice in response to the needs and priorities of those who live or work in and visit the Tri-Valleyarea January 2006 5 Livermore Amador Valley Transit Authority Wheels Strategic Plan VALUES /I ~f41 The Values of Wheels describe the basic behaviors, attributes, principles and beliefs that guide all Wheels staff. The Values have been developed in consultation with Wheels staff and the Board of Directors. These principles are the bedrock of Wheels staff attitudes toward their work, their mission and their relationships. January 2006 6 Integrity Quality Accountability Community Service Cooperation Environment Stewardship We Value... We act ethically and with integrity in all we do. We do high quality work and maintain high standards in order to exceed customer expectations. We are accountable and responsible for our actions. We are a viable part of the community we serve and view quality transit service as an essential aspect of community life. We focus on our customers by providing friendly, personable service. We partner with other regional and local agencies to ensure full access to a comprehensive range of community mobility options We view public transit as a means of improving air quality and conserving our natural resources. We are prudent and resourceful stewards of the public dollars with which we have been entrusted. Livermore Amador Valley Transit Authority Wheels Strategic Plan /::<'0-141 2.2 STRATEGIC PLAN GOALS The Goals provide direction for achieving the Wheels Vision and Mission. Strategies and objectives are identified for each goal area. A. Ridership Development Increase ridership to fully attain community benefits achieved through optimum utilization of the transit system. B. Marketing and Public Awareness Improve visibility, image and awareness of Wheels. C. Community and Economic Development Utilize transit as an essential community and economic development tool for local communities. D. Policy Development Provide staff and partner agencies with clear policies on how to effectively address the challenges and opportunities facing Wheels. D. Regional Leadership Achieve a position of regional leadership from which Wheels can pursue initiatives enabling it, to more effectively serve its customers. E. Organizational Effectiveness Strengthen organizational capabilities and resources to improve overall performance and customer satisfaction. F. Fiscal Responsibility Maintain fiscol responsibility to ensure the financial sustainability of existing and new transit services, Each Goal has a set of Strategies which are designed to support forward movement and progress toward achieving the Wheels Mission and Goals, and position Wheels to meet future challenges. Each Strategy is supported by a set of Objectives (Measurable Actions). Progress on implementation of the Strategic Plan will be measured through a set of outcome-based Performance Measures. January 2006 7 Livermore Amador Valley Transit Authority Wheels Strategic Pion ! ~ 0 f <1/ 2.3 OVERVIEW GOALS AND OF STRATEGIC STRATEGIES P LAN GOALS STRATEGIES A. Ridership Development A1 Expand routes and services to provide timely, seamless service deliverability A2 Increase accessibility A3 Optimize existing routes and services to increase productivity A4 Improve connectivity with regional transit systems AS Explore innovative fare policies and pricing options B. Marketing and Public Bl Continue to build the Wheels brand image, identity and value for customers Awareness B2 Improve the public image and awareness of Wheels B3 Increase two-way communication between Wheels and its customers B4 Improve public's awareness and understanding of available transit services C. Community and Economic C1 Promote Wheels to new businesses and residents Development C2 Integrate transit into local community and economic development plans D. Policy Development 01 Review JPA policies to better position Wheels for current and future conditions 02 Incorporate transit-friendly design in the site development process D3 Incorporate environmental sustainability issues in current policies E. Regional leadership El Advocate for regianal, slate and federal policies that support Wheel's goals E2 Support staff initiatives that can enhance Wheels' leadership role E3 Encourage partnerships with transit and other local public agencies to advance goals and objectives of Wheels Implement organization-wide change initiatives F. Organizational Effectiveness Fl F2 Engage contract staff F3 Establish metrics with action plans for improvement F4 Strengthen human and technical resources throughout the organization G. Fiscal Responsibility G 1 Integrate fiscal review pracesses into all decisions G2 Establish a reserve policy G3 Establish long term facilities and capital improvement program Jon uory 2006 8 Livermore Amador Valley Transit Authority Wheels Strategic Pion 2.4 /'-1- o-fL+1 STRATEGIES INDICATORS STRATEGIC PLAN GOAlS, AND PERFORMANCE The following pages describe each of the seven Strategic Goals, their related strategies and how Wheels' progress toward achieving those Goals will be monitored through Performance Measures, including desired outcomes and success indicators. A. RIDERSHIP DEVELOPMENT GOAL: STRATEGIES January 2006 9 Increase ridership to fully attain community benefits achieved through optimum utilization of the transit system Attracting more riders to transit will help to better manage congestion, improve air quality and increase the public's return on investment in transit facilities and operations. As a goal, an increase in transit ridership is viewed as critical means for achieving these and other important community purposes, rather than an end in of itself. This perspective comes from understanding that transit services are provided as a way to help solve problems and address issues that would be significantly harder to resolve if these services were not available. It also requires placing the transit services offered by Wheels within the larger context of the overall regional transportation system, whose effective and efficient performance is the ultimate objective, rather than that of transit alone. Bringing about an increase in transit ridership will require improving existing services while also exploring the feasibility of providing new and different services, such os Bus Rapid Transit. This approach is intended both to appeal to the current ridership while olso developing and packaging new services to attract additional riders. This requires better understanding of the commuting needs of the public, including new residents, while also working closely with local cities to anticipate future growth patterns and determine how transit fits into their future development plans. Ultimately, Wheels will strive to meet future growth needs of the Tri-Valley in an environmentally responsible manner. Al A2 A3 A4 AS Expand routes and services to provide timely, seamless service deliverability Increase Accessibility Optimize existing routes and services to increase productivity Improve connectivity with regional transit systems Explore innovative fare policies and pricing options Livermore Amador Valley T rensit Authority Wheels Strategic Plan l=>of41 PERFORMANCE MEASURES January 2006 10 Desired Outcome Wheels ridership is increased because services complement and serve emerging land use patterns and resident needs Success Indicators Ridership increased by 3% per year (or no less than the annual growth rate of the overall population of the Tri-Valley.) Number of community partnerships for expanded transit services Percentage of communities in new growth areas having access to public transit Livermore Amador Valley Transit Authority Wheels Strategic Plan 10 0 ( 41 B. MARKETING AND PUBLIC AWARENESS GOAL: Improve visibility, image and awareness of Wheels. A re-invigorated marketing and public awareness program is seen as an essential part of the effort to increase transit ridership. This marketing program will be designed to raise overall public awareness of Wheels while also improving the image of transit in general. It will do this by positioning the transit experience as a positive one for both the individual commuter and the community at large. This effort to improve the perception of transit will enable Wheels to reach out to the discretionary transit rider, while also enhancing the experience of the transit dependent. Reinforcing the image of transit as an approachable, inviting, and reliable form of transportation will also complement and support other key strategic goals. In this regard, creating a memorable brand that promotes a positive image for Wheels, one that conveys Wheels as an important solution for people living and working in the Tri-Valley region, is an essential step. It will also be important for all who work at Wheels to live up to this new image and the heightened visibility it is intended to generate. For this reason, the message conveyed by the brand image must be consistent with the mission, values and vision of Wheels and permeate throughout the organization. STRATEGIES 81 Continue to build the Wheels brand image, identity, and value for customers 82 Improve the public image and awareness of Wheels 83 Increase two-way communication between Wheels and its customers 84 Improve public's awareness and understanding of available transit services PERFORMANCE MEASURES Desired Outcome Wheels is recognized as a safe, clean and reliable service that is essential to quality of life in the Tri-Valley Success Indicators Increase in percentage of Tri-Valley residents with a positive image of Wheels Increased public awareness of Wheels services and contributions Awareness of Wheels by current and new residents of the T ri-Valley January 2006 11 Livermore Amador Volley Transit Authority Wheels 5trotegic Plan l?bt41 C. COMMUNITY AND ECONOMIC DEVELOPMENT GOAL: Utilize transit as an essential community and economic development tool for local communities. To the extent that transit can successfully reduce congestion, improve air quality, and enhance mobility for the individual commuter, it contributes to both the real and perceived quality of life within a community. As regions and individual communities compete to attract new businesses and workers, while retaining their existing economic base, the presence of a smooth and efficient local transit network becomes a vital community and economic development tool. Working pro-actively to anticipate future growth patterns, Wheels can more effectively facilitate the integration of transit into future land use development. Asking each city how transit can fit into the future vision of their city can facilitate the development of more transit-friendly communities, while also contributing directly to the economic development plans of these cities. Wheels can then tailor routes and services to support the development vision of each city, rather than provide one standard solution for all cities. At the same time, it can work with these cities to encourage the design and development of communities that make tronsit a more attractive choice for commuters. In the near-term, it can also re-configure routes and services in response to current densities and ridership demand, rather than provide geographic area wide coverage regardless of need. STRATEGIES Cl Promote Wheels to new businesses and residents C2 Integrate transit into local community and economic development plans PERFORMANCE MEASURES Desired Outcome Commuter and business use of transit as a promotional tool Success Indicators Increase in business quantity and quality along key transit corridors Number of employers using access to public transit as tool for attracting employees Increase in number of transit-friendly development projects January 2006 12 Livermore Amador Valley Transit Authority W~eels Strategic Pion / g of 4 I D. POLICY DEVELOPMENT GOAL: STRATEGIES January 2006 13 Provide staff and partner agencies with clear policies on how to effectively address the challenges and opportunities facing Wheels. Many of the policies that underlie the joint powers authority, which established Wheels in 1986, should be re-examined in light of the overall environment that exists today, as well as new future opportunities. Current policies created at the time of Wheels' formation were aligned with the realities of that time, but over the past 19 years conditions have changed significantly. As a result, some existing polices may be constraining Wheels' capacity to provide improved services and attract new riders, even while the reasons underlying those policies may no longer apply. For this reason, reviewing JPA policies should be one of the first actions undertaken as a result of this strategic plan. Policy development should also more closely examine the potential benefits to be realized from integrating transit and land use planning, while laying out a clear path for doing so. Such integration will certainly require that Wheels form even closer working relationships with local cities and other public agencies responsible for land use decisions. Among policy issues to be considered are the criteria used for allocating transit routes and services in the Tri-Valley area. Should Wheels continue a geographic/coverage based service regardless of demand or rationalize allocation of transit services according to the need and ridership demand in each individual community? The outcome to this question may depend on the role transit is anticipated to play in the future community and economic development plans of each city, as well as which of these alternative service allocation methods, or mix of alternatives, can best meet the mobility needs of all who live and work in the Tri-Valley area. Related to this is the need for an updated service development policy. For instance, should a different fare policy apply to new premium services? Also, should funds generated by fees placed on new developments be funneled to fund transit services to these new communities, or support overall transit services to both established and new communities. The resolution of these and other critical policy choices will provide a firm foundation for implementation of the overall strategic plan, and in coming years ease the decision-making process by both the Board and staff when evaluating changes in service and other critical issues. 01 Review JPA policies to better position Wheels for current and future conditions. 02 Incorporate transit-friendly design in the site development process 03 Incorporate environmental sustainability issues in current policies Livermore Amador Valley Transit Authority Wheels Strategic Plan /10f4/ PERFORMANCE MEASURES January 2006 14 Desired Outcome Clear and effective policies that facilitate implementation of Wheels strategic directions Success Indicators Increased speed in implementation of plans, projects, and programs Increase in partnerships and collaborative planning efforts with local cities and other public agencies Increased city and agency understanding and support for Wheels policies Easily reached consensus among Wheels policy makers when evaluating changes in service. Livermore Amador Valley Transit Authority Wheels Strategic Plan :(00141 E. REGIONAL LEADERSHIP GOAL: Strengthen Wheels' leadership position within the region to enhance opportunities for customer service. Wheels provides transit services in the Tri-Valley area but also functions as an integral part of the regional transit and transportation system. The capacity of Wheels to effectively and efficiently serve its customers is dependent upon the health and effectiveness of the overall transportation system. By forming close working partnerships with municipalities and other transit agencies, Wheels can provide leadership in support of initiatives designed to improve the capacity of the transportation system to serve the commuting public. The development and management of a high-quality comprehensive transportation system throughout the region requires coordination and integration between all the agencies and organizations involved in the movement of people. Wheels is well positioned to facilitate this integration among all the regional mobility players. To effectively carryout this role, Wheels will need to anticipate future growth patterns, both within the T ri- Valley area and in the larger region. It will also need to develop an understanding of how each city in the Tri-Valley area will manage its future growth and plan transit services accordingly. By following this integrated transportation/land use planning approach within its own service area, Wheels can more effectively encourage its application by other transportation service providers. Strategies El Advocate for regional, state and federal policies that support Wheels' goals E2 Support staff initiatives that can enhance Wheels' leadership role E3 Encourage partnerships with transit and other local public agencies to advance goals and objectives of Wheels PERFORMANCE MEASURES Desired Outcome High-quality comprehensive transportation system is developed as a result of Wheels leadership initiatives Success Indicators Development of joint plans among regional and local entities involved in transportation planning and provision Increased availability of transit options across jurisdictional boundaries Increased customer understanding and use of trip connections (local to regional bus, bus to rail, etc.) January 2006 15 Livermore Amador Valley Transit Authority Woeels Strategic Pion d I or 4/ F. ORGANIZATIONAL EFFECTIVENESS GOAL: Strengthen organizational capabilities and resources to improve overall performance and customer satisfaction. Creating greater cohesion within the Wheels organization will enable it to perform more effectively as a single, seamless entity. At the same time Wheels must also retain the operational flexibility and control provided by contracting out transit driver and other services. Critical to Wheels' ability to achieve an optimum balance between these two seemingly competing directives is fostering a collaborative environment throughout the organization. Success in this will be dependent upon the ability of all participants to receive and share timely, accurate and useful information. This is especially true for information regarding both organizational and individual performance. Defining clear goals and criteria for how these goals will be measured is an essential first step. STRATEGIES Fl Implement organization-wide change initiatives F2 Engage contractor staff F3 Establish metrics with action plans for improvement F4 Strengthen human and technical resources throughout the organization PERFORMANCE MEASURES Desired Outcome Employees at all levels of the organization understand and uphold Wheels goals and directions Success Indicators Percentage of employees with awareness and understanding of Wheels organizational and performance goals Alignment of organizational and individual performance indicators Number of employees trained in Wheels customer satisfaction techniques Number of employees able to access information needed to perform job duties Alignment of Wheels budget with strategic planning goals Staff perception of organizational effectiveness Public perception of organizational effectiveness January 2006 16 Livermore Amador Volley Transit Authority Wheels Strategic Pia n ,J/)of4] G. FISCAL RESPONSIBiliTY GOAL: Maintain fiscal responsibility to ensure the financial sustainability of existing and new transit services. To continue to provide high-quality affordable transit services, Wheels must maintain its financial stability. To maintain existing transit services it must operate within the limits of current funding sources. As it investigates the feasibility of offering new services such as BRT and/or expanding existing programs, it must explore new funding sources while minimizing Wheels' exposure to financial risk. For this reason, assessing the feasibility of new projects must include the proiected financial impacts on the rest of the organization. Financial sustainability also suggests the need to establish financial reserves to address different contingencies that may arise in the future. STRATEGIES G 1 Integrate fiscal review processes into all decisions G2 Establish a reserve policy G3 Establish long term facilities and capital improvement program. PERFORMANCE MEASURES Desired Outcome Continued financial viability while expanding service offerings and options Success Indicators Percentage of new or expanded services meeting productivity targets Increase in new funding support through grants and partnerships Maintenance of designated amounts in a reserve fund Percentage of facility and maintenance improvements funded through outside grants or other funding Productivity targets applied consistently by staff (e.g., cost/passengers, passengers/hour, cost/hour, etc.) January 2006 17 Livermore Amador Valley Transit Authority Wheels Strategic Plan ) 30 r 4/ 3.0 STRATEGIC P LA N IMPLEMENTATION Successful implementation of the strategic plan is dependent upon translating its various strategies into detailed programs, budgets, and actions designed to achieve the goals identified in the strategic plan. The following pages introduce the strategic plan implementation process by presenting an overview of the following topics: The relationship of the Strategic Plan, Business Plan and Budget, and Annual Work Plan. Aligning the Budget with the Strategic Plan The Strategic Planning Cycle Decision-Making Criteria Jon uory 2006 18 Livermore Amador Valley T ronsit Authority Wheels Strategic Plan J,i-f()f4} 3 . 1 RELATIONSHIP OF STRATEGIC BUSINESS PLAN AND BUDGET, ANNUAL WORKPlAN P l AN, AND All other planning processes undertaken by Wheels, and the plans generated by these processes, should draw upon, reflect and align with its Strategic Plan, including especially the business plan and annual work plan. The relationship between these different plans, as illustrated by the chart on the next page, is defined by their different roles and functions. The Strategic Plan establishes the long-term goals of the organization. It looks ahead three to five years and charts a route toward its ideal future as described by its Vision and Mission The Business Plan and Budget looks ahead 12 to 18 months. It provides a more detailed picture of the route first laid out in the Strategic Plan. It also explains how this route will be navigated by addressing in depth how the technical, financial, and human resources of the organization will be allocated to achieve the goals identified in the Strategic Plan. The Annual Work Plan encompasses all the tasks drawn from the Strategic Plan which can be achieved within the forthcoming 12 months. and which are funded in the Business Plan and Budget. It also includes more detailed action plans for each department within the organization, and shows how results from these individual departmental/staff plans collectively contribute to achieving the overall organizational goals identified in the Strategic Plan. Janua ry 2006 19 Livermore Amador Valley Transit Authority Wheels Strotegic Plan ~. January 2006 20 )~of-41 LIVERMORE AMADOR VALLEY TRANSIT AUTHORITY RelationshiP of Wheels Strategic Plan, Bus;ness Plan and Annual Work Plan Strategic Plan Business Plan Annual Work Plan Livermore Amador Valley Transit Authoritf Wheels Strotegic Pion ,)b 0+ 4/ 3.2 ALIGNING THE BUDGET WITH THE STRATEGIC PLAN The specific goals identified with the fiscal year budget for Wheels should correspond with the goals of the Strategic Plan. Following the adoption of a new strategic plan, a transition period may be necessary during which goals or the terms used to define goals are not fully equivalent. To ensure, however, that the Strategic Plan becomes an operational reality for Wheels, planning for the next fiscal year should be organized around the goals of the new Strategic Plan. Doing so will mean there is a clear connection between the goals of the Strategic Plan and the resources allocated by Wheels for the achievement of those goals. January 2006 21 Livermore Amador Valley Transit Authority Wheels Strategic Plan ..?7tlF4J 3 . 3 WHEELS STRATEGIC PLANNING CYCLE The relationship between the Strategic Plan, Business and Budget Plan, and Annual Work Plan suggests a top- down approach moving from large general goals at the top to more specific actions at the bottom. This relationship is part of a larger ongoing and iterative planning cycle, in which results from implementation of the strategic plan will inform future updates of the Strategic Plan. The chart on the following page identifies the key steps in this ongoing Strategic Planning Cycle. The first two steps in the planning cycle - confirm agency values, visions, and goals; and identify strategic issues/priorities - layout the milestones in the development of the strategic plan. Implementation of the strategic plan begins with an assessment of fiscal capacity and available resources, as required to develop the business plan and budget. This allocation of technical, financial and human resources is required in order to establish the strategic objectives necessary for implementation of the strategic plan in the upcoming 12 to 18 months. Completion of the business plan and budget sets the stage for work program development, as defined by the resulting annual work plan. In turn, the annual work plan enables the respective departments and staff to translate the strategic plan into actions for the coming year. Action undertaken by the individual departments and staffers will generate results that need to be evaluated and monitored, determining the extent to which the organization is successfully following the direction established during strategic planning. Results generated by completion of these actions will impact both the external and internal environment of the organization, setting the stage for an environmental scan and the updating of the strategic plan. January 2006 22 Livermore Amador Valley Transit Authority Wheels Strategic Plan v1<gt':lf4/ LIVERMORE AMADOR VALLEY TRANSIT AUTHORITY Strategic Plan Cycle /,/.---.~\ (.-/ 1 i \, / I ~-_/ I Confirm Agency I. Values, Visions and Goals i Develop I Pre/ormance I Measures I "Where We Want To Be" cur "How We Measure Our Performance" ,r---, ( 2 \ ( \ I I \ / ,---_.- ~se~entafF~cal Capacily & Available Resaurces Environmenlol Scan Identify Strateg i~ I ss u es/Pr i 0 r iti es ~._--_._------_.- Evaluate Performance Review results and accamplishments Establish Strateg ic Objective Determine what to odd, shift, reduce or eliminate; distinguish "strategic obiectives~ from on-going objectives / Work Program Development rra nslate Strategic Objectives into Actionl Coordinote Stafl work plans January 2006 23 Livermore Amador Volley Transit Authority Wheels Strategic Plan cJ1/}{4/ 3.4 DECISION MAKING CRITERIA The Strategic Plan is designed as a tool to facilitate decision-making. It provides a framework for analysis of new opportunities, proposals, or issues. Thinking strategically means that no programmatic choice or problem resolution should be made in isolation but considered in light of the overall strategic direction of the Wheels organization. To facilitate a strategic decision-making process, the following criteria should be kept in mind. When considering proposed programs, projects or initiatives ask if they consistent with or aligned with the following criteria: - The mission, values, and vision of Wheels as expressed in the Strategic Plan The overall purpose of Wheels and its ideal future as described by the vision laid out in the Strategic Plan can help clarify critical choices facing the organization. Which choice is more likely to help make that vision a reality? - The goals and objectives defined by the Strategic Plan Can the opportunity or proposal under consideration be directly linked to a goal or objective in the Strategic Plan? If not, will the pursuit of this new initiative require that resources be taken away from other initiatives that more directly serve strategic goals and objectives? - Current priorities and commitments Does the proposed initiative reflect a continuation of existing priorities and commitments, or does it represent a new agenda for the organization? Are past investments by Wheels in technology and other assets compatible with this new commitment? - Board adopted policies Does the opportunity under consideration follow from past Board adopted policies or does it represent the potential for setting a new organizational precedent? If it is the latter, is the Board willing to re-visit its current policy? - Cost effectiveness From the perspective of ensuring the financial sustainability of Wheels which choice is the most prudent in terms of costs, revenue generation, and funding potential? Keeping these criteria in mind will help ensure a greater degree of congruence and consistency between critical decision-opportunities and the long-term direction of Wheels as established in its Strategic Plan. January 2006 24 Livermore Amador Valley Transit Authority Wheels Strategic Plan 30 0 ~ 4/ 4.0 STRATEGIC PLAN OBJECTIVES The tables on the following pages document the range of strategies and objectives developed through the strategic planning process for each of the seven goals. The results can be used to help guide implementation of the Wheels Strategic Plan. The Strategic Plan Objectives are organized according to the seven goal areas: A. Ridership Development B. Marketing and Public Awareness C. Community and Economic Development D. Policy Development E. Regional Leadership F. Organizational Effectiveness G. Fiscal Responsibility January 2006 25 Livermore Amador Valley Transit Authority Wheels Strategic Plan A RIDERSHIP DEVELOPMENT ~I of4J GOAL: Increase ridership to fully attain community benefits achieved through optimum utilization of the transit system Strategy and Objectives Time Frame. AI. Expand rautes and services to provide timely, seamless service deliverabiliiy a. Identify opportunities in terms of new planned developments, including locations of future transit hubs, and by anticipating future growth patterns. b. Survey the public, including new residents, to determine how and where to improve transit services. c. Explore the feasibility of providing new innovative services, such as Bus Rapid Transit. d. Ask each city how transit fits their future vision of their city; then tailor routes and services accordingly, rather than provide one standard solution for all cities. e. Re-configure routes & services in response to current densities & ridership demand rather than provide geographic area wide coverage regardless of need. I. Use AVL technology to determine who is getting on where, and revise the route system accordingly. g. Support regional efforts to expand the HOV lane network in the Tri-Valley area. h. Expand Route 10 services in conjunction with BRT study, including implementation of a 24-Hour Route 10 service (Regional "Owl Service"). I. Improve connections with BART by enhancing and emphasizing the BART/Bus Feeder system, as well as planning and implementing new services such as the Dublin/Pleasanton BART station. j. Work with County Connections to serve San Ramon. Kl.. Increase Accessibility a. Implement Rider Boords to let riders know the omount of wait time before the orrival of the next bus. b. Provide improved route information assistance through cutting edge technology ond quolity customer service. c. Target non-riders through trip planning for major employers and other destinations. d. Provide transit stops near shopping center parking lots and other major destinations to entice shoppers and other non- riders. January 2006 26 Ongoing Ongoing Short Term Short Term Ongoing Ongoing Ongoing Short Term Medium Term Medium Term Short Term Ongoing Medium Term Ongoing lead Responsibility/ Principal Partners Planning Planning Planning Planning Planning Planning Planning Same as A 1 c Planning Planning Capital & Grants/IT/Marketing Marketing/IT Marketing Planning Livermore Amador Valley Transit Authority Wheels Strategic Plan A2. Increase Accessibility (continued) e. Expand the park and ride program where feasible. f. Minimize the time to transfer to BART and other transit systems. g. Ensure that fares remain affordable for transit-dependent populations. h. Explore ways to improve paratransit services, including more cost-effective alternatives that satisfy ADA requirements. i. Provide bike riders with bike lockers at the transit center and along the BRT line when implemented. A3. Optimize existing routes and services to increase productivity a. Expand the park and ride program where feasible. A4. Improve connectivity with regional transit systems a. Coordinate Wheel' schedules with regional transit agencies. AS. Explore innovative fare policies and pricing options a. Consider special promotions in concert with local events. Ongoing Ongoing Ongoing Short Term To Medium Term Medium Term Ongoing Ongoing Ongoing . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS January 2006 27 J;( Of 41 Planning Planning Planning Capital & Grants/ Planning/Marketing Capital & Grants Planning Planning Planning/Marketing Livermore Amador Volley Transit Authority Wheels Strategic Plan :33~f4J B MARKETING AND PUBLIC AWARENESS GOAL: Improve visibility, image and awareness of Wheels. Strategy and Objedives Time Frame. Lead Responsibilityl Principal Partners B 1. Continue to build the Wheels brand image, identity, and value for customers a. Create a memorable brand that creates a positive image for Wheels, one that conveys Wheels as an important solution for people living and working in the region. b. Establish a brand identity that reflects the values of the Wheels organization. c. Keep the Wheels brand fresh, personal, and strong in the minds of residents and businesses in the LACTA service area. d. Evaluate the suitability of the Wheels brand and determine if a new name should be created. e. Design a logo that is the sum total of the Wheels image, including what it stands for and the convictions and feelings of its staff and riders. 1. Design driver uniforms that are consistent with the image Wheels wants to convey. g. Ensure the message conveyed by the brand is consistent with the vision and mission of Wheels and that it permeates throughout the organization. B2. Improve the public image and awareness af Wheels a. Survey residents to confirm what they know about Wheels and their current perception of the organization and its se rvi ces. b. Piggyback on APT A regional marketing but be selective and tailor it to fit the needs and characteristics of the Wheels service area. c. Implement a "approachable" program. d. Engage operator staff to convey positive messages to the riding public. January 2006 28 Ongoing Marketing Ongoing Marketing Ongoing Marketing Medium Term Marketing Medium Term Marketing Short Term Marketing/ MV Management Ongoing Marketing Short Term Marketing Ongoing Marketing Medium Term Marketing Short Term Marketing/ MV Management Livermore Amador Valley Transit Authority Wheels Strategic Plan 340f4/ B3. Increase two-way communication between Wheels and its customers. a. Increase the number and variety of channels for receiving Ongoing Marketing public feedback. b. Provide quality customer service training to all staff. Short Term Marketing/ MV Management c. Utilize feedback provided by transit drivers as an important Ongoing Marketing means for determining how to improve customer service. d. Develop effective ways to respond to public feedback; letting them know they have been heard and how their feedback is Short Term Marketing being used to improve service. B3. Improve public's awareness and understanding of available transit services. a. Ensure that residents and business owners of the Tri-Valley are aware of services currently provided by Wheels. Ongoing Marketing . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS January 2006 29 Livermore Amador Valley Transit Authority Wheels Strategic Plan 350 f 41 C COMMUNITY AND ECONOMIC DEVELOPMENT GOAL: Utilize transit as an essential community and economic development tool for local communities. Strategy and Objectives Cl. Pramote Wheels to new businesses and residents a. Survey local business leaders and other stakeholders to identify how transit can better serve their needs and that of their employees. b. Develop and implement outreach program to promote the many ways transit benefits local businesses. c. Establish a speakers bureau. d. Work closely with local chambers of commerce. C2. Integrate transit into local economic development plans a. Work with local cities to determine how transit can best contribute to their economic development plans and future economic growth. b. Identify examples of transit's role in economic development for possible application in the Tri-Valley. Time Frame* Lead Responsibility/ Principal Partners Sh art Term Marketing Ongoing Marketing Medium Term Ma rketi n g Short Term Marketing Ongoing Planning Ongoing Planning . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS January 2006 30 Livermore Amador Valley Transit Authority Wheels Strategic Plan D POLICY DEVELOPMENT 30 of. 4 I GOAL: Provide staff and partner agencies with clear policies on how to effectively address the challenges and opportunities facing Wheels. Strategy and Objectives Time Frame. 01. Review JPA policies to better position Wheels for current and future conditions a. Determine whether to continue a geographic/coverage based service regardless of demand or to rationalize allocation of transit services according to need and ridership demand. b. Assess whether funds generated by fees placed on new developments should only fund transit services to these new communities or support overall transit services to both established and new communities. 02. Incorporate transit-friendly design in the site development process a. Support transit-oriented development by providing cities information on what land use designs work best, rather than issuing policy directives. b. Work with cities, local developers, and other public agencies to incorporate transit planning into the early design stages of a project, rather than the later CEQA stages. c. Confirm whether more densely developed communities are providing a greater number of transit riders; identify other factors such as demographics, culture, or other land use elements that also influence ridership levels. d. Create a site plan review checklist based on transit-friendly design and development criteria. e. Provide input on transit-friendly development to local cities development review processes. 03. Incorporate environmental sustainability issues in current policies o. Utilize sustainable practices and materials where feasible. Short Term Medium Term Short Term Medium Term Medium Term Medium Term Medium Term Ongoing . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS January 2006 31 Lead Responsibility/ Principal Partners General Manager! Planning! Capital & Grants General Manager Planning! General Manager Planning! General Manager Planning! General Manager Planning! General Manager Planning! General Manager Planning! Genial Manager Livermore Amador Valley Transit Authority Wheels Strategic Plan E REGIONAL lEADERSHIP 3?~f4J GOAL: Strengthen Wheels' leadership position within the region to enhance opportunities for customer service. Strategy and Objectives Time Frame. Lead Respansibility/ Principal Partners El. Advocate for regional, state and federal policies that support Wheel's goals a. Anticipate regional growth patterns, which will help Wheels to more accurately determine its most effective role among other regional players. b. Develop an understanding of how each city will manage its future growth and plan transit services accordingly. c. Participate and implement Trans Link. d. Improve inter-operator coordination and scheduling. e. Upgrade vehicle fleet for improved air quality. f. Share equipment and resources by initiating joint vendor procurement with other nearby operators. g. Work with other transit provider organizations and/or private sector to provide shuttle services where feasible. h. Support the planning and development of HOV/Rapid Bus Lanes in the Tri-Valley area. E2. Support staff initiatives that can enhance Wheels' leadership role a. Solicit ideas and proposals from staff. b. Grant key staff the authority to represent Wheels in its interactions with cities and other public agencies. Medium Term Planning Short Term Planning Medium Term Capital & Grants/ IT/Marketing Ongoing Planning Short/Medium Capital & Grants/ Term Maintenance Ongoing Capital & Grants/Finance Medium Term Planning On-going Plann ing Ongoing General Manager/All staff Ongoing General Manager E3. Encourage partnerships with transit and other local public agencies to advance goals and objectives of Wheels a. Solicit ideas and proposals from staff. Ongoing General Manager/ All staff . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS January 2006 32 Livermore Amador Valley Transit Authority Wheels Strategic Pion F ORGANIZATIONAL EFFECTIVENESS 3?; I? f 4 f GOAL: Strengthen organizational capabilities and resources to improve overall performance and customer satisfaction. Strategy and Objectives Fl. Implement organization-wide change initiatives a. Clarify the organizational values, vision, mission, goals, and priorities of Wheels. b. Establish a master plan that clarifies the future direction of Wheels, including 5 to 10 year objectives. c. Develop an organizational culture that is consistent with and reinforces the message Wheels wants to convey to the public. F2. Engage contractor staff a. Increase meaningful interactions with drivers, among other steps, to minimize the we/they divide between contractor staff and controctee. b. Involve contractor staff in development of the strategic plan; solicit ideas through a driver's workshop. c. Re-structure the contract with drivers to create a more cohesive organizational environment between contractor staff and Wheels employees. d. Provide drivers with a regular channel to offer both positive and negative feedback, which can be used to quickly respond to problems. e. Provide transit passes to Board members so they can see what it is like on the buses for both drivers and riders. F3. Establish metrics with action plans for impravement a. Define clear goals/criteria for how contractor staff performance will be measured. b. Select key performance measures to monitor overall organizational effectiveness in serving the public and meeting long-term goals. . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS January 2006 33 Time Frame. This Process This Process Ongoing Sh ort Term Short Term Short Term Short Term Done This Process Lead Responsibilityl Principal Partners Board of Directors Board of Directors Board of Directors/ General Manager General Manager/ MV Managment General Manager ? General Manager/MV Management Board of Directors Capital & Grants Board of Directors/ General Manager Livermore Amador Valley Transit Authority W~eels Strategic Pion F4. Strengthen human and technical resources throughout the organization a. Continue to maintain and upgrade IT to keep pace with new development and service changes. b. Maintain a staff/employee recognition program. c. Establish a recognition program for contract drivers. e. Invest in staff professional development, including training in customer service and AVL. f. Keep staff lean by using consultants and contractors to maintain flexibility while continuing to maintain sufficient professional staff to manage contracts successfully. g. Improve internal communications by implementing an email newsletter. Ongoing Medium Term Done Ongoing Ongoing Short Term . SHORT~ <2 YRS. MED~ 2-5 YRS. lONG~ >5 YRS January 2006 34 3q ~ {4/ IT/Capital & Grants Board of Directors/General Manager MV Management/ .Board of Directors Boa rd of Directors/General Manager General Manager Marketing Livermore Amador Valley Transit Authority Wheels Strategic Plan G FISCAL RESPONSIBILITY 40014/ GOAL: Maintain fiscal responsibility to ensure the financial sustainability of existing and new transit services. Strategy a nd Objectives G 1. Integrate fiscal review pracesses into all decisions a. Redesign routes as needed to ensure the greatest return on investment using densities of both source areas and destinations. b. Ensure that transit services remain affordable for customers. c. Stay within available funding limits to support existing transit services, while pursuing funding grants to finance new potential services such as BRT. G2. Establish reserves policy a. Establish financial reserves for different contingencies. G3. Establish long term facilities and capital impravement pragram a. Conduct analysis of service area growth and build-out, including determining whether one or two facilities will be needed in the future. b. Forecast service areas, proiected ridership, etc. to project future facility needs. c. Identify and acquire available land for future transit needs before it disa ppears. . SHORT= <2 YRS. MED= 2-5 YRS. LONG= >5 YRS Jonuory 2006 35 Time Frame* Ongoing Ongoing Ongoing Short Term Short Term Done Done Lead Responsibility/ Principal Partners Planning Board of Directors/Finance Finance/Capital Grants Finance Finance Planning General Manager Livermore Amador Valley Transit Authority Wheels Strategic Plan ./~ Strategic Plan Framework Mission LIVERMORE AMADOR VALLEY TRANSIT AUTHORITY JANUARY 2006 The mission of the Uvermore Amador Valley Transit Authority is to provide equoJ access to 0 varlety of safe, affordable and reliable public transponotion choices, increasing the mobility and improving the quality of life of those who live or work in and visk the T ri-Valley area. Vision An essential/ink in the regional uansponation system, LAVTA srrives to be a well-recognized, highly respeaed, imegrmed public agency utilizing appropriate tools and technologies to provide cost-effective, exceptional transport service In response to the needs and priorities of those who 6ve or work in ond visit the Tri-Valley areo. Values Goals and Strategies Primary Strategies: Primary SIt""'gies: Primary Strategies: Primary SltalOgies: Al Expand routes and 81 Continue to build the Wheels C1 Promote Wheels to new 01 Review JPA policies to better services 10 provide timely, brand imoge, idenlily and value businesses and residenl$ position Wheels for current and seamless service deJiverobillty forcuslomers fulure conditions C2 Integrate transil into local A2 Increoseoccessibllity 82 Improve the public image and community and economic 02 Incorporate transit.friendly awareness of Wheels developmenl plans design in the site development A3 Oplimize existing routes and process services to increase productivity 83 Increose two-way communication between Wheels 03 Incorporate environmental A. Improve connectivity with ond its customers sustoinability Issues in current regional tronsitsystems policies U Improve public's owareness and AS Explore innovalive fore policies underslanding of available and pricing options Ironsilservices Primary Sltalegies: Primary Strategies: Primary Strategies: F1 Implement organization-wide change initiotives G 1 Inlegrate fiseol review processes into all decisions El Advocate for regional, state and federal policies that support Wheels' goals f2 Engage contract sloH G2 Establish a reserve policy E2 Support staH initiatives that con enhance Wheels' leadership role F3 Estoblish metrics with action plans G3 for improvement Establish long term facilities and copitol improvement program E3 Encourage partnerships with transit ond other locol public agencies 10 advance goals and objectives of Wheels f4 Slrengthen human ond technical resources throughout the organizalion -h '- <:3 1: -