realizing successful transformation within politically charged environments

Welcome Robin Cody

Chief Information OfficerSan Francisco Bay Area Rapid Transit District

(BART)

Session Title:Realizing Successful Transformation Within Politically Charged Environments: A Case

Study

2 April 21-23, 2008

Renaissance Washington, DC

Business Advancement Program

$40 Million

Obstacles

5 YearPayback

BusinessCase

New Technology

Old Culture Business Process

KeyStrategies

FinancialScorecard

ChangeExampleCultural

Change

Business Transformation

Topics / Overview

3 April 21-23, 2008


Service Map

4 April 21-23, 2008


BART’S SUCCESSBART’S SUCCESS

Established In 1957 By The California State Legislature

9-member Elected Board Of Directors

First Fully Automated Rapid Transit System In The World

Revenue Service Began In 1972

The 8th Wonder Of The World (Trans Bay Tube)

Top 10 Public Works Projects In The 20th Century

2004 Voted # 1 Transit System In North America

$1.6 Billion Original Investment Equals $15 Billion In Today’s Dollars

TRACK FACTSTRACK FACTS

$577 Million Operating Sources

$191 Million Capital Budget

66.5% Of The Operating Budget Is Labor ($323.5M)

Electric Bill = $40M / Year

60% Of Operating Expenses Comes From Farebox

3,265 Employees (90% unionized)

105 Miles Of Tracks / 43 Station

389,073 Average Daily Passenger Trips

46,392 Station Parking Spaces

1,398 Bicycle Lockers

Train Maximum Speed = 80 MPH

Maximum Train Length = 10 Cars

211 Police Officers

BART’S IMPACTBART’S IMPACT

4 Bay Area County Span

26 Cities Served

BART Carries 50% Of Peak Period, Peak Direction Transbay Traffic

Without BART, Another 75,000 Cars Would Be Added To A.M. Peak Direction Bridge Traffic

One-Third Of People Traveling Between Central Contra Costa And Oakland Use BART!

50% Of Downtown Oakland Workers Use BART

70% Of East Bay Travelers Are Destined For San Francisco And San Mateo Counties

1940’s, 1950’s, 1960’s, 1970’s, 1980’s, 1990’s, & 2000’s1940’s, 1950’s, 1960’s, 1970’s, 1980’s, 1990’s, & 2000’s1940’s, 1950’s, 1960’s, 1970’s, 1980’s, 1990’s, & 2000’s1940’s, 1950’s, 1960’s, 1970’s, 1980’s, 1990’s, & 2000’s

BART’s Evolution

5 April 21-23, 2008


Martinez

To EurekaSanta Rosaand Napa

Davis

Sacramento To Carson

City

Pittsburg/Bay

Point

To Stockton,Bakersfield

Dublin/Pleasanton

BART

Jack London Square

EmeryvilleBerkeley

Richmond

San Jose To Gilroy, Santa Cruz,

Salinas and Monterey

Santa Clara/Great America

Fremont

Warm SpringsExtension

Fremont/Centerville

Millbrae

ColmaSan Francisco

AirportExtension

OaklandAirport

Extension

Suisun/Fairfield

San Joaquin Route

Roseville

Regional Rail

6 April 21-23, 2008


ImplementOperational Standards &

Procedures

Change How We DoBusiness

Eliminate LegacyHardware & Software

EnhanceStaff Skills And Prepare

For Change

Achieve OurCommitments To Our

General Manager

“It’s Hard To Envision The FutureWhen You Haven’t Caught Up To The Past!”

BAP Objectives

7 April 21-23, 2008


Manage TransitDistrict

Manage TransitDistrict

Manage CustomerService

Manage CustomerService

Market & SellServices

Market & SellServices

Manage InformationTechnology

Manage InformationTechnology

Expand TheDistrict

Expand TheDistrict

Operate TrainsAnd Stations

Operate TrainsAnd Stations

Maintain FleetAnd FacilitiesMaintain FleetAnd Facilities

ManageHuman Resources

ManageHuman Resources

Manage Procurement

And InventoryManage Procurement

And Inventory

Manage Funding

And FinanceManage Funding

And Finance

Business Drivers

Business Drivers Old Environment

Inefficient With

Low Productivity!

Old Environment

Inefficient With

Low Productivity!

High CostOf Support

Old ManualProcesses

SystemIntegration

SystemExpansion

RemoteComputing

eBusiness

Lack OfInformation

OutdatedApplications

Lessons LearnedFrom Other’s

Couldn’tSupportDrivers

AdequateResources

CBA’s &Leadership

ProvenTechnology

NegotiatingH / S / M

DeterminingTrue Needs

Finding COTSolutions

Lack ExpertPersonnel

ChampionedFrom Top

ProcurementProcesses

Business Case (ROI)

True Costs& Benefits

Turfism-Silos Old Culture’s

NewObstacles

Facing Our Obstacles

8 April 21-23, 2008


Prepare Focus

BUSINESS ANALYSIS Current State Assessment Analysis of BAP Options Investment and Funding

Options Tactical Planning Software Select Planning 300 Employees – Readiness

Survey

Phase I 2001 - 2002

com

plet

edPhase III 2004 - 2009

Redesign

Design DeployConfigure

SYSTEMS INTEGRATION Change Management Business Process Reengineering Software Configuration And

Implementation Data Migration System Testing Technical Staff Training Post Production Support 10 Employees Helped Develop Problem

Statement 30 Employees Assisted Source

Selection Committee Union Leadership Assisted Source

Selection Committee

Business Transformation

Select /Validate

SOFTWARE SELECTION PeopleSoft – Timekeeping /

Payroll, Human Resources, General Ledger and Financials

MRO – Maintenance & Inventory Management

Optram – Linear Asset Tracking

200 Employees – 2600 Requirements Definitions

80 Employees Assisted Source Selection Committee by participating in Software Demonstrations

Phase II 2003

com

plet

ed

Phased Transformation

9 April 21-23, 2008


*Standish Group Survey - 1999

84%Fail

16%Finish

Why Implementations Fail:

42% Leadership

27% Organizational& Cultural Issues

23% People Issues

Source: Organization Dynamics, Jim Markowsky

4% Technology IssuesOther 4%

ERP / EAMImplementations

Success Rate

10 April 21-23, 2008


Risk of Failure

High

Low

Org

aniz

atio

nal

D

egre

e o

f C

han

ge

HighLow

INCREASED RISK OF FAILURE

Enterprise

Across Verticals

AcrossDepartments

Department Level

Unit Level “Sponsorship” & Good Management May Be Sufficient

Aligned Leadership & Collective Action Are

Required

Championed FromThe Top

11 April 21-23, 2008


Transit & Industry Administrative Best Practices Of“High Performance Organizations”

Reflects Those Functional Activities The Administrative Operations MustDo Well As Core Competencies

Moderate Importance -Can Be Deferred For A Brief Period.20 Criteria

Extreme Importance -Fundamental To Day To Day Administrative Operations.25 Criteria

Limited Importance -Impacts Can Be Delayed.4 Criteria

Document Control/RecordsManagementProject Management &CollaborationCentralized AccessNetwork StandardsEtc.

Marketing/Graphics

Integrated Timekeeping, PayrollAnd HR Mgmt.Integrated Maintenance,Materials, Inventory &Procurement Mgmt.Integrated Financial Mgmt.Etc.

IndustryAssessment

12 April 21-23, 2008


BART Current State Business Process And Applications

Most Of The Fundamental Day-to-day Business Processes And Corresponding Applications Do Not Meet Business Needs And Growth Expectations

Functionally Deficient,But Meets Most CurrentBusiness Needs8%

Does Not Address CurrentBusiness Practices4%

Functionally Deficient,Meets Limited BusinessNeeds88%

Integrated Timekeeping, PayrollAnd Human Resources Mgmt.Integrated Maintenance, Materials, Inventory And Procurement Mgmt.Integrated Financial Mgmt.

BART’sAssessment

13 April 21-23, 2008


INVESTMENT COSTS (out of pocket) 2003 2004 2005 2006 2007 2008 2009 Total

Hardware $2,000,000 $0 $0 $0 $0 $0 $0 $2,000,000Software $2,750,000 $0 $0 $0 $0 $0 $0 $2,750,000Implementation Costs - Includes Functional Implementation, Technical Services, Change Management And Project Management $7,186,000 $10,118,500 $608,000 $0 $0 $0 $0 $17,912,500Training $524,625 $1,704,625 $264,813 $0 $0 $0 $0 $2,494,063

TOTAL $12,460,625$11,823,125 $872,813 $25,156,563

Start Up Steady State

TOTAL COST OF OWNERSHIP

One Time:Hardware $2,000,000 $0 $0 $0 $0 $0 $0 $2,000,000Software $2,750,000 $0 $0 $0 $0 $0 $0 $2,750,000Implementation Services $7,186,000 $10,118,500 $608,000 $0 $0 $0 $0 $17,912,500Training $524,625 $1,704,625 $264,813 $0 $0 $0 $0 $2,494,063Internal Staffing (SOFT COSTS) $1,276,458 $1,629,279 $479,304 $0 $0 $0 $0 $3,385,041

Recurring: Hardware Maintenance $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000

Software Maintenance $0 $495,000 $495,000 $495,000 $495,000 $495,000 $495,000 $2,970,000

Total $13,737,083 $14,047,404 $1,947,117 $595,000 $595,000 $595,000 $595,000 $32,111,604

ConsolidatedCost Statement

14 April 21-23, 2008


FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009Integrated HR/Payroll/Timekeeping

Employee Self Service 150,280$ 150,280$ 150,280$ 150,280$ 150,280$

Improvement In Timekeeping & Payroll Payroll Run Processing -$ -$ 1,283,531$ 1,283,531$ 2,567,061$ 2,567,061$ 2,567,061$ Improvement In Check Adjustment Process & Accuracy Of Pay-Checks -$ -$ 177,837$ 177,837$ 355,674$ 355,674$ 355,674$

Integrated Financial ManagementInvoice Processing -$ -$ 234,123$ 326,967$ 458,129$ 630,312$ 646,070$

Report Writing -$ -$ 125,627$ 276,380$ 304,018$ 501,631$ 551,794$ Budget Analysis -$ -$ 133,455$ 350,320$ 514,971$ 772,456$ 811,079$

Savings In Cabinet Sq. Footage -$ -$ 57,951$ 91,454$ 128,392$ 169,115$ 214,012$

Integrated Maintenance MgtAverage Labor & Maintenance Cost Per Car Hour -$ -$ -$ 1,402,656$ 2,875,445$ 2,947,331$ 3,021,015$

Integrated Procurement & Inventory Mgt

Contract Processing -$ -$ 257,449$ 589,043$ 1,347,731$ 3,083,609$ 3,527,648$ Capital Allocation -$ -$ 2,424,000$ 2,515,000$ 2,590,000$ 2,670,000$ 2,803,000$

TOTAL BENEFIT -$ -$ 4,844,254$ 7,163,469$ 11,291,701$ 13,847,470 14,647,633$ CUMULATIVE TOTAL BENEFIT -$ -$ 4,844,254$ 12,007,723$ 23,299,424$ 37,146,894$ 51,794,527$

Start-up Steady-State

ConsolidatedBenefits Statement

15 April 21-23, 2008


Phase I

Base Agreement Option A

GL, Payroll,Timekeeping,

Enterprise PortalHuman Resources

Option B Option C

Maintenance &Materials

ManagementFinancials

Phase II

Payroll/Time & LaborTime and Labor

Payroll

Human ResourcesBase Benefits

Benefit AdministrationeProfile / ePay

Resume ProcessingeRecruit / eBenefits

e-DevelopmentPension Admin.

Financial ManagementGeneral Ledger

Enterprise Portal

BAP Program Scope

16 April 21-23, 2008


Phase 1Planning

Project Kickoff

Goals & Objectives

ManagementPlans

Team Structure

Orientation

Training Plans

Project Plan

Infrastructure Plans

Phase 2Design

BPR

Fit/GapAnalysis

Integration Interface Analysis

Functional &Technical

Specifications

PrototypeDevelopment

ChangeAssessment

Phase 3Development

Configuration

Customization

Interfaces

Security

Reports

Life-CycleDevelopment

Unit Testing

Phase 4Testing

FinalConfiguration

ProductionSetup

DataConversion

Testing

UserAcceptance

Training

Go-LiveReadiness

Phase 5Deployment

End UserTraining

MigrateProduction Data

Go-Live

PP SupportProcedures

Phase 6PP Support

ProductionSupport

SystemProcedures

SystemPerformance

PP Procedures

Acceptance Signoff

Program Management – Scope, Schedule, Budget & Quality

Change & Communications Management

WAKE-UPZONE

“Perceived”

“Influence”

Costs

Cost

“Reality”

DANGERZONE

The “Danger” Zone

17 April 21-23, 2008


Business Analysis BPR & To-Be Design Functional Specifications Testing & User Acceptance Training & Change Management Support

Customizations Interfaces / Integration Conversions Infrastructure Design & Development (desktops, applications, OS’, networks, security, etc.) Technical Cut-Over

Communications Change Management Organizational Impact Training Design & Development Training Rollout Labor Relations Strategies

Functional Teams Organizational ReadinessTechnology & Testing

Business ProcessReengineering and

CustomizationSubcommittee

Business ProcessReengineering and

CustomizationSubcommittee

JV / BART TeamsJV / BART TeamsBPRC Subcommittee

BPRC SubcommitteeExecutives

Executives

LegendSystem Integrator

System Integrator

GM / BAP Program ExecutiveDorothy Dugger

GM / BAP Program ExecutiveDorothy Dugger

Executive ManagersExecutive Managers

Program DirectorBeth Tripp

Program DirectorBeth Tripp

Deputy Program DirectorRobin Cody

Deputy Program DirectorRobin Cody

Program Management Team (PMT)Program Manager – Sreeni Malireddy

Program Management Team (PMT)Program Manager – Sreeni Malireddy

MAXIMUS Project ManagerPat Brown

MAXIMUS Project ManagerPat Brown

Nazgol Khamneipur /Bill Carrick / Scot t Wates

Maximus

Amit Kedia

Maximus

Kevin Scott

Maximus

Jane Wong / Michael Kilpatrick /

Ed Dutkowski

BART

Ravi Misra

BART

Randy Franklin

BART

Program Organization

18 April 21-23, 2008


ResultsResultsStrategicQuestionsStrategic

QuestionsElements

Of Change

BusinessProcess

Reengineer’g

What Processes Will Change?How Will They Change?Who’s Impacted?How Will The Transition Be

Accomplished?CommunicationManagement

What Are The Key Messages?When Should They Be

Communicated?What Are The Appropriate

Channels Of Communication?

ChangeManagement

Who’s Impacted By The Technology?

What’s Driving The Change?What’s The Extent Of The

Change?How Do We Change Behaviors?

WorkforcePlanning

How Will The Positions Change (Number, Type & Description)?

What Capabilities Are Required?

How Will The Workforce Be Re-Tasked?

Training

Who Should Be Trained?What’s The Content?

How Will Effectiveness Be Measured?What Are The Delivery Methods?

StakeholderManagement

How Will The Relationships Be Managed?When Should They Be Engaged?

Who Are The Stakeholders?How Do We Communicate With Them?

OrganizationalReadiness

19 April 21-23, 2008


What

As Is’As Is’

BPRBPR

Fit / GapFit / Gap

To Be’sTo Be’s

ContractRequirements

ContractRequirements

UpdateRequirements

UpdateRequirements

UpdateRequirements

UpdateRequirements

GapBPRC

Approved

Declined

Fit

1

2-1

2

4

4-1

5

UpdateRequirements

UpdateRequirements

How

6Change Impact

Assessment

Change ImpactAssessment Org Impact

Assessment

Org ImpactAssessment

Update JobDescriptions

Update JobDescriptions

Develop DeskProcedures

Develop DeskProcedures

Training MaterialDevelopment

Training MaterialDevelopment

7

8

9

8-1

Labor RelationsStrategy

Labor RelationsStrategy

7-1

ROIAnalysis

ROIAnalysis

Enterprise Perf.Metrics (EPM)

Enterprise Perf.Metrics (EPM)Performance

Metrics

PerformanceMetrics3

3-1

3-2

BPR & CMFramework

20 April 21-23, 2008


Technology

Strong Technical ArchitectureIntegrated SolutionOpen Source Standards

People

Change Management Organizational ReadinessTraining

Process

Business Process Re-engineeringLeverage Industry Best PracticesLeverage Software Best Practices

Structure

Improves Process / ConsistencyPromotes AccountabilityEliminates Duplication

Metrics

Qualitative Not SubjectivePlatform For CollaborationDescribes The “Cultures” Values

Programs

Explains The “What” and “Why”Not A “Spectator” SportAllow For Grieving

Process And TechnologyProcess And TechnologyEnable Capabilities!Enable Capabilities!

Technology And PeopleTechnology And PeopleImprove Effectiveness!Improve Effectiveness!

People And ProcessPeople And ProcessUnleash ROI!Unleash ROI!

Politics

Understanding Your BoardUnderstanding Your LeadershipUnderstanding Your Labor

People

Change Management Organizational ReadinessTraining

Policies

Strategic PlansManagement ProceduresOperating Rules

Cultural Change

21 April 21-23, 2008


Keep Bargaining Units Separate

Negotiate

Make Everything Transparent

Include Unions In Decision Making

Don’t Let The Unions Divide Your Board

Inform Your Board Often And Fully

Beneficial Practice

Establish Your End-Game

Involve Labor Relations Early & Fully

Identify Your Biggest Impacts

Mutual Consent Clause

Know When And What To Communicate

UnionUnionLeadershipLeadership

UnionUnionLeadershipLeadership

Don’t Play New Game By Old Rules

Beware Of Bureaucracy

Don’t Try To Control The Uncontrollable

Don’t Pick The Wrong Battles

Don’t Choose Your Own Pace Of Change

Don’t Expect Someone Else To Reduce Your Stress

Spend Your Energy On Solutions

Embrace The Future / Promote The Vision!

Understand The Rationale For Change

Try To Eliminate Uncertainty

Decide To Change / Commit

Expect Stress To Rise

ManagementManagementManagementManagement

The Sides OfResistance

22 April 21-23, 2008


100’s OfSpecial Pay

Rules

100’s OfSpecial Pay

Rules Paper TimeSheets

Paper TimeSheets

5 CollectiveBargaining

Agreements

5 CollectiveBargaining

Agreements

No ControlsNo Controls

ClericalData Entry

ClericalData Entry

No ManagementResponsibility /

Visibility

No ManagementResponsibility /

Visibility

Example: AutomatingTime & Labor Rules

23 April 21-23, 2008


Management Makes Big Ass Problems (BAP) for All

Several of the proposals that BART Management wants to implement through BAP, willresult in greater inefficiencies. In response, we have proposed several common sensesolutions to BART Management regarding such issues as pay stubs, job duties, timeclocks, etc.

Each time we present a possible solution to these issues, BART Managementsystematically ignores or minimizes our concerns. These continuous refusalsby BART Management to find common sense solutions will force us to takewhatever actions are necessary to resolve our concerns.

We, the undersigned SEIU 790 BART Chapter workers, demandthat BART Management agree to the following:1. No transfer of duties to inappropriate classifications2. Maintain paper paycheck stubs for all employees3. Do not expand use of time clock

AutomatingTime & Labor Rules

24 April 21-23, 2008


Payroll Reviews AndBatches For Data Entry

Payroll Reviews AndBatches For Data Entry

Supervisor VerifiesCard For Correctness

Supervisor VerifiesCard For Correctness

Tries To Resolve WithEmployee (Vacation, SickHoliday, OT, etc.)

Employee ReviewsCheck For Accuracy


If Over – Keeps; UnderRequests AdjustmentAnd Manual Check98% Underpaid

Timekeeper AddsTime Reporting Codes

Timekeeper AddsTime Reporting Codes

Prepares Total HoursBy Earning Code AndWrites On Back Of Card

Payroll Is Run,Direct Deposits / Checks


Direct Deposits Sent,Checks PrintedAnd Distributed

Supervisor VerifiesTime Card

Supervisor VerifiesTime Card

Approves OrReturns To TimekeeperFor Correction

Timekeeper Signs-OffOn Timecard

Timekeeper Signs-OffOn Timecard

RLDS ChargesEntered Manually.Cards Batched, HeadersCreated

Data Entry ServiceCreates Tapes For Input

Data Entry ServiceCreates Tapes For Input

Cards CourieredTo / From IT For PayrollProcessing

EmployeePunches Manual

Time Clock

EmployeePunches Manual

Time ClockPayroll Adjusts

Checks (800 / month)

Payroll AdjustsChecks (800 / month)

If Manual CheckCreated, Start TheProcess Over Again

Original T&L / PayrollProcess Steps

25 April 21-23, 2008


Supervisor ApprovesPayable Hours

Supervisor ApprovesPayable Hours





Direct Deposits Sent,Checks PrintedAnd Distributed

Time AdministrationIs Processed

Time AdministrationIs Processed

System Check Exceptions;Wage / Time Types, RatesShift Differentials, etc

EmployeeSwipes Time Clock

EmployeeSwipes Time Clock



New T&L / PayrollProcess Steps

26 April 21-23, 2008


Better Accountability Of Absences And Reported Time

Better Data Going In / Out Of System

Integrated Time & Labor And Payroll System

Less Time Errors And Less Time Abuse

90% Less Payroll Errors And Adjustments

26 Payrolls Instead Of 54

Trained 3200 People Eliminated 52 Jobs with “No Layoffs” 50+ Grievances & No Lost Arbitrations

Checklist Of NewProcess Results

27 April 21-23, 2008


Phase IIPhase II

Finance / Supply ChainProjections

Phase IPhase I

Time & LaborPayroll / HRIS

ROIROI

Business Case$51,794,527

Projected CostProjected Cost

Business Case$25,156,563

Added CostsTo Improve

Success Rate

Added CostsTo Improve

Success Rate

Total ExpectedCost

$40 Million

District Added: $5M for PM

$5M for Training$5M Backfills

Goal: RealisticAnd Achievable

Goal: RealisticAnd Achievable

7 Year ROI2 Year Steady

5 Years OfImprovements

Conservative

Exec Workshop

GM Buy-In

Reduce LaborBy 1% ($3.2M)Equals: $8.1M

Reduce LaborBy 1% ($3.2M)Equals: $8.1M

Projected: 70%Received: 67%Equals: $4.9M

47 Positions

Ops: OT (18%)

Ops: (3%)

In Sum:Potential Of$12.4M/yr.

In Sum:Potential Of$12.4M/yr.

Inv. Turns: 30%AP: 25%

IT Budget: 25%

Inv: $2.8M

AP: $.7M

IT: $.8M

IntermediateFinancial Scorecard

28 April 21-23, 2008


Leadership Creates The VisionLeadership Aligns OrganizationLeadership Minimizes The Risk

Better Resource UtilizationAnticipates Risks & MitigationHigher Quality Product

Know Your End GameUnderstand the ROIEstablish Expectations

Inclusion Brings “Buy-In”Provides Needed ExpertiseGet Your Enemy In The Tent

Negotiated SW AgreementsDrafted SI RFPNegotiated SW Agreements

Defines The Playing FieldFreeze Vacant PositionsKeep Information Transparent

It Is NOT A Technology ProblemMust Change People’s BehaviorEstablish Accountability

The Steps Of Our“Key” Strategies

LeadershipLeadership

Business CaseBusiness Case

StakeholdersStakeholders

Get HelpGet Help

Understand LaborUnderstand Labor

Project ManagementProject Management

Change ManagementChange Management

29 April 21-23, 2008


Phase I

Base Agreement Option A

GL, Payroll,Timekeeping,

Enterprise PortalHuman Resources

Option B Option C

Maintenance &Materials

ManagementFinancials

Phase II

FinancialsReceivables / Payables

Asset ManagementPS EPM Analytics

BudgetingGrants / Projects

Purchasing eProcurement

MaintenanceWork Orders / RequestsPreventive Maintenance

Job Plans / LaborEquipment Tracking Project

ManagerMobile MAXIMO

Optram – Linear Assets

MaterialsPurchase Requisition’s

Purchase Order’sReceiving / Invoicing

Inventory ControlStorerooms / Items

IssuesTransfers

BAP Phase IIProgram Scope

30 April 21-23, 2008


Communications

Training

Change Management

Organizational Readiness

Better Project Outreach

Dedicated Labor Relations

Managers Involvement

Phase II Improvements

People – BART & SI

Heavy Staff Turnover

Contract Resources

Project Team Quality

Screened Leads

Minimize Turnover

SI Employees (Quality)


Implementation Methodology

Project Plan Ownership

Late Deliverables

Implementation

Project Management Plan (PMP) Implementation


Lessons LearnedTo Date

31 April 21-23, 2008


More Efficient Business Processes More Productive Workforce Integrated, Flexible and Expandable Systems Technology Investment Aligned With Business Objectives, Such

As: Labor Improvements Inventory Reductions Increased Fleet Availability Material Cost Reductions Purchasing Cost Reductions

Strategy

Process Organization

Exec

utio

n &

Perfo

rman

ce Metrics & G

oals

Rolls & AccountabilitySkills & Capability

ResultsResults

Leaner, Meaner Organization Work Smarter, Not Harder

What The Phase IIFuture Holds

32 April 21-23, 2008


“BAPtized” Union’s

33 April 21-23, 2008


Thank You!Robin CodyChief Information OfficerSan Francisco Bay Area Rapid Transit District (BART)

Contact Information:[email protected]

realizing successful transformation within politically charged environments

Economy & Finance