strategic plan progress report - sfmta · 3/3/2019 · jan feb mar apr may jun jul aug sep oct nov...
TRANSCRIPT
Strategic Plan Progress Report
SFMTA Board of Directors
Policy and Governance Committee Meeting
February 26, 2019
Goal 1: Create a safer transportation experience for everyone.
Objective 1.1: Achieve Vision Zero by eliminating all traffic deaths.
Objective 1.2: Improve the safety of the transit system.
Objective 1.3: Improve security for transportation system users.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0
2
4
6
8
5.2
FY19 Target: 6.4
Muni collisions per 100,000 miles
FY19FY18
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0
2
44.1FY19 Target: 4.3
SFPD-reported Muni-related crimes per 100,000miles
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0
10
20
1
23
2
Target: 0
Traffic fatalities
Calendar year cumulative total
FY19FY18
201920182017
2010 2011 2012 2014 2015 2016 2017 20180%
20%
40%
60% 57%
54%
FY19 Target (At a stop): 61%
FY19 Target (On a vehicle): 62%
Customer rating: Feeling safe and secure on Muni
On a vehicleAt a stop
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 1 Metrics
3
Objective 1.1: Achieve Vision Zero by eliminating all traffic deaths.
Action 1.1.3: Implement Safe People: Increase community awareness of Vision Zero to create more support for improved traffic safety.
• Initiated the Vision Zero Street Team’s Rapid Response Outreach -- this group works closely with the community in which there was a fatal collision to understand the community’s concerns and communicate that Vision Zero is our priority and no death is acceptable.
• 2019 Communications work plan was finalized. Safe Routes to Schools planning work continues apace. A draft implementation plan will be completed in February.
• New three-year Office of Traffic Safety (OTS) grant application to continue Motorcycle Safety campaign submitted. Year three planning underway.
4
Objective 1.2: Improve the safety of the transit system.
Action 1.2.4: Reduce right and left sideswipe collisions.
Implementation of all eleven recommendations to reduce sideswipes is complete; indications are that the solutions resulted in a 17% reduction in sideswipes.
5
New Initiative: Testing bright LED lights at the tail of the bus in addition to the bumper reflective tape.
Ongoing Work: • Monitoring the impact of these solutions
on reducing sideswipes, including tracking buses with safety decals.
• Refreshing our safety awareness posters with new timely safety messages, including rain-related information.
• Updating the digital safety messaging to our operators.
Objective 1.3: Improve security for transportation system users.
Action 1.3.1: Update employee badge system.
• The ProWatch software upgrade is complete.
• Initiated cross-divisional effort to coordinate the new badging system with email, payroll, and access control functions for more efficient reassignments and separations.
• Security team will take the lead with Communications on distribution of new badges for staff.
6
Goal 2: Make transit and other sustainable modes of transportation the most attractive and preferred means of travel.Objective 2.1: Improve transit service.
Objective 2.2: Enhance and expand use of the city’s sustainable modes of transportation.
Objective 2.3: Manage congestion and parking demand to support the Transit First Policy.
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20..
40..
60..
80..
55.3%
Target: 85%
Muni on-time performance (System-wide)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20%
40%
60%
80%
100..
74.3%
Target: 95%
Muni on-time performance (Terminal departures)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
5%
10..
15..
20%
16.8%
% of Muni trips with service gaps
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20%
40%
60%
80%
100..95.2%
Target: 98.5%
% of scheduled Muni service hours delivered
FY19FY18
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 2 Metrics
8
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
5%
10..
15.. 14.1%Target: 15%FY19 Target: 15%
% of Muni bus trips over capacity (PM Peak)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20%
40%
60%
80%
100..99.5%
Target: 98%
Operational availability of elevators at Muni stations
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
5%
10..
15..
17.6%
Target: 15%FY19 Target: 15%
% of Muni bus trips over capacity (AM Peak)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20%
40%
60%
80%
100..97.8%
Target: 97%
Operational availability of escalators at Muni stations
FY19FY18
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 2 Metrics
9
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
2,000
4,000
6,000
8,0007,559
FY19 Target: 6,000
Muni mean distance between failure (Trolley Coach)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
2,000
4,000
6,000
4,962
FY19 Target: 5,300
Muni mean distance between failure (LRV)
Includes Breda car performance
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
5,000
10,0..
11,297
FY19 Target: 10,000
Muni mean distance between failure (Motor Coach)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
1,000
2,000
3,000 3,128FY19 Target: 2,700
Muni mean distance between failure (HistoricStreetcar)
FY19FY18
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 2 Metrics
10
2013 2014 2015 2016 20170%
20%
40%
60%54%
FY19 Target: 58%
Sustainable transportation mode share
2010 2011 2012 2014 2015 2016 2017 20180%
20%
40%
60%
80%
63%
FY19 Target: 72%
Customer rating: Overall customer satisfaction withMuni
% rating of good or excelent
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
200,000
400,000
600,000
800,000
671,480
FY19 Target: 729,208
Muni ridership
FY 18 Q2 FY 18 Q3 FY 18 Q4 FY 19 Q1
0%
20%
40%
60%
80%
69.6%
FY19 Target: 35%
% of metered hours that meet parking occupancytargets
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 2 Metrics
11
Goal 2 Metrics
In support of Objective 2.2:
• Average weekday bicycle trips
• Average weekday taxi trips
In support of Objective 2.3:
• Muni average travel time on key transit segments
12Note: Reported results are subject to change as data quality improves or new data become available.
Metrics under development:
Objective 2.1: Improve transit service.
Action 2.1.3: Leverage multi-departmental functions and systems within the Transportation Management Center (TMC). • Harris radio cutover is scheduled to be completed on 3 March 2019. Rail
dispatching is scheduled to transition to the TMC on 23 March 2019.
• Productivity goals have been established and have been incorporated into the Controllers annual performance plans.
• Platform Audio Video (PAV) training plan has been developed. All Public Information Officers have been trained. TMC Controllers have received initial training but will receive a refresher round.
• The TMC transition is not yet complete. All auxiliary positions are not staffed. However, those that are currently in either the Operations Control Center (OCC) or TMC have been trained in coordinating activities and response with TMC Management and Controller staff.
• All tools have been identified and most are currently being used by Controllers assigned to line management. Controllers are actively using the headway monitoring tool along with the performance queue and other support applications to manage service.
13
Objective 2.2: Enhance and expand use of the city’s sustainable modes of transportation.
Action 2.2.4: Complete bikeshare system expansion.
• GoBike station-based system (February 2019):• Average weekday daily trips in SF: nearly 7000
• Total number of stations: 152 (out of 320 stations at full build-out)
• Fleet size: 1,900 (out of 4,500 at full build-out)
• Percentage of the fleet with eBikes: 50%
• Stationless systems: • Completed the stationless shared mobility user survey.
• All stationless operators are now at 100% lock-to design for both bikes and scooters.
14
Objective 2.3: Manage congestion and parking demand to support the Transit First Policy.
Action 2.3.2: Develop a curb management strategy.
• Finalizing interim curb management guidelines for streetscape project managers to incorporate curb management outreach, data collection and implementation into their projects.
• Initial draft of curb management framework complete.
• Curb management roadshow starts with the SFMTA Executive Team and Senior Management Team in next few weeks.
• Anticipated informational item at the Policy and Governance Committee and/or the full SFMTA Board of Directors in summer 2019.
15
Goal 3: Improve the quality of life and environment in San Francisco and the region.Objective 3.1: Use Agency programs and policies to advance San Francisco's commitment to equity.Objective 3.2: Advance policies and decisions in support of sustainable transportation and land use principles.Objective 3.3: Guide emerging mobility services so that they are consistent with sustainable transportation principles.Objective 3.4: Provide environmental stewardship to improve air quality, enhance resource efficiency, and address climate change.Objective 3.5: Achieve financial stability for the agency.
1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/.. 11/.. 12/.. 1/190%
50%
100%
62.8%
96.5%FY19 Enrollment Target: 89%
FY19 Active Use Target: 61%
% of eligible population utilizing free or discountedMuni fare programs (Seniors)
1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/.. 11/.. 12/.. 1/190%
20..
40..
28.0%
42.3%
FY19 Enrollment Target: 46%
FY19 Active Use Target: 33%
% of eligible population utilizing free or discountedMuni fare programs (People with disabilities)
1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/.. 11/.. 12/.. 1/19
0%
20%
40%
60%
80%
34.5%
76.8%FY19 Enrollment Target: 66%
FY19 Active Use Target: 40%
% of eligible population utilizing free or discountedMuni fare programs (Youth)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0
5
10
15
0Target: 0
Traffic fatalities in Communities of Concern
Calendar year cumulative total
% of eligible youth enrolled% active use among eligible youth
% of eligible people with disabilities enrolled% active use among eligible people with disabilities
% of eligible seniors enrolled% active use among eligible seniors
201920182017
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 3 Metrics
17
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20%
40%
60%
80%73.8%
FY19 Target: 86%
Paratransit on-time performance
FY 12 FY 13 FY 15 FY 17 FY 180%
20%
40%
60%
80%
100..84.0%FY19 Target: 85.0%
Customer rating: Overall customer satisfaction withparatransit services
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
5%
10..
15..
20..
16.5%
FY19 Systemwide Gaps Avg: 18%
% of Muni trips with service gaps on Equity Strategyroutes
1990 2000 2005 2010 2012 2015 20160M
1M
2M
3M
2,547,222
2018 Target: 1.83M mtCO2e
Transportation sector carbon footprint (metric tonsCO2e)
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 3 Metrics
18
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
5,000,000
10,000,0..9,816,356FY19 Target: 1000000000%FY19 Target: 10,000,000
Agency Electricity (kWh) consumption
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
500,000
1,000,0..
1,500,0..
2,000,0..
2,500,000
1,589,844
FY19 Target: 1,100,000
Agency Water (Gallons) consumption
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20..
40..
60..
32.2%
FY19 Target: 67%
Agency waste diversion rate
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
20,0..
40,0..34,646
FY19 Target: 3000000%Target: 30,000
Agency Natural Gas (Therms) consumption
FY19FY18
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 3 Metrics
19
FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17$0
$100
$200 220.39
FY19 Target: $229.21
Muni cost per revenue hour
FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17$0
$1
$2
$3
$43.54FY19 Target: $3.68
Muni cost per unlinked trip
FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 170%
20%
40%
60%
80%
100..
18.3%FY19 Target: 12.5%
2007 reserve policy: 10%
Agency fund balance ratio
FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 170%
10..
20..
30..
24.5%
FY19 Target: 26.7%
Muni farebox recovery ratio
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 3 Metrics
20
FY 15 FY 16 FY 170%
50%
100.. 101.0%
FY19 Target: 112%
Muni cost recovery ratio
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 3 Metrics
21
EXPENDITURESRevised
Budget (1)Actuals
Year to DateEncumbrances
Total Projection for the Year
Projected Saving/
(Overage)
SFMTA Agency Wide $150,306,100 $76,232,055 $8,648,373 $150,999,145 ($693,045)
Board of Directors $728,933 $326,416 ($10) $653,310 $75,623 Capital Programs and Construction $3,406,214 $2,115,985 $254,074 $3,406,214 $0
Communications $8,956,114 $3,127,677 $1,490,591 $8,322,588 $633,526
Director of Transportation $843,236 $596,020 $4,539 $853,073 ($9,837)
Finance and Information Technology $119,642,405 $49,959,090 $33,346,850 $117,671,906 $1,970,499
Government Affairs $1,317,578 $535,397 $0 $1,307,557 $10,021
Human Resources $39,845,064 $14,133,747 $5,338,757 $38,390,191 $1,454,873
Safety $5,748,217 $2,370,529 $1,983,972 $7,031,402 ($1,283,185)
Sustainable Streets $164,990,935 $63,973,737 $39,468,338 $165,457,305 ($466,370)
Transit Services $679,027,402 $306,470,535 $52,595,120 $679,586,437 ($559,035)
Taxi and Accessible Services $39,045,082 $12,842,743 $20,204,736 $38,267,137 $777,945
TOTAL $1,213,857,280 $532,683,931 $163,335,340 $1,211,946,265 $1,911,015
(1) Revised budget includes encumbrance and manual carry forward from FY18 of $73.9 million.
Goal 3 FinancialsExpenditures (FY19 as of December 2018)
22
REVENUE Revised Budget Actuals
Year to Date Total Projection
for the Year Projected Surplus/
(Deficit)
TRANSIT FARESCable Car Fares $27,851,989 $14,188,372 $26,885,956 ($966,033)Cash Fares $4,638,394 $1,968,604 $4,496,849 ($141,545)Other Fares $90,054,604 $44,581,021 $92,045,019 $1,990,415 Passes $81,338,312 $38,149,729 $79,870,067 ($1,468,245)TRANSIT FARES Total $203,883,299 $98,887,726 $203,297,891 ($585,408)PARKING FEES & FINESGeneral Fund Baseline Transfer $68,430,000 $34,215,000 $66,820,000 ($1,610,000)Citations and Fines $122,924,970 $59,654,882 $119,698,998 ($3,225,972)
Garage Revenue $73,231,655 $37,269,119 $73,395,670 $164,015
Meter Revenue $69,481,987 $30,439,287 $60,878,573 ($8,603,414)Permit Revenue $22,378,320 $9,013,657 $25,518,038 $3,139,718
PARKING FEES & FINES Total $356,446,932 $170,591,945 $346,311,279 ($10,135,653)Operating Grants $161,239,588 $40,733,587 $161,239,588 $0 Taxi Service $2,399,331 $805,047 $1,635,844 ($763,487)Other Revenues $34,150,468 $17,559,944 $38,053,962 $3,903,494 General Fund Transfer $336,320,000 $168,160,000 $353,130,000 $16,810,000
Fund Balance for Current Year Budget $33,200,000 $0 $33,200,000 $0
Transfer from Non-operating Fund $15,932,616 $15,932,616 $15,932,616 $0 Fund Balance from Prior Year Encumbrance Carry Forward $73,935,046 $73,935,046 $73,935,046 $0
TOTAL $1,217,507,280 $586,605,911 $1,226,736,226 $9,228,946
Goal 3 FinancialsRevenues (FY19 as of December 2018)
23
FUND/DIVISIONAnnual Revised Budget
Actual FiscalYear to Date
(1)
Projection for Remaining
Months
End of Year Projection
Projected Surplus/(Deficit)
OPERATING FUND
TRANSIT SERVICES DIVISIONTransit Operators(2) $17,975,620 $18,254,312 $36,229,931 ($36,229,931)Transit Vehicle Maintenance $6,718,500 $8,770,617 $6,102,039 $14,872,656 ($8,154,156)
Transit – All Others $27,680,651 $6,243,061 $2,857,925 $9,100,986 $18,579,665
Subtotal Transit Services Division $34,399,151 $32,989,298 $27,214,276 $60,203,573 -25,804,422
SUSTAINABLE STREETS DIVISIONParking Control Officers $994,984 $903,609 ($1,537,194) ($633,585) $1,628,569 Sustainable Streets – All Others $629,714 $349,283 ($696,410) ($347,127) $976,841
Subtotal Sustainable Streets Division $1,624,698 $1,252,892 ($2,233,604) ($980,712) $2,605,410
SFMTA AGENCY WIDE $0 $0 $0 $0 $0
ALL OTHER DIVISIONS $838,164 $898,997 $656,242 $1,555,240 ($717,076)
TOTAL OPERATING FUND $36,862,013 $35,141,187 $25,636,914 $60,778,101 ($23,916,088)
NON-OPERATING FUNDCapital Programs & Construction $0 $2,625,522 $5,004,818 $7,630,340 ($7,630,340)
Sustainable Streets Engineering Programs $0 $903,852 $936,091 $1,839,944 ($1,839,944)
Total Non-Operating Fund $0 $3,529,374 $5,940,909 $9,470,284 ($9,470,284)TOTAL $36,862,013 $38,670,561 $31,577,823 $70,248,385 ($33,386,372)
(1) Reported overtime actuals and resulting deficit are net of cost recovery for events or services that includes reimbursements for payroll (both regular and overtime), overhead, and other non-labor costs as applicable. The total actual cost recoveries is $2.0M.(2) Transit Operators budget is included in Transit - All Others budget.
Goal 3 FinancialsOvertime Report (FY19 as of PPE 12.28.18)
24
Goal 3 Metrics
In support of Objective 3.3:
• Number of trips using Emerging Mobility Services (EMS)
• EMS collisions per 100,000 miles
• Percent of EMS trips provided to and from Communities of Concern
• Number of EMS trips provided to people with disabilities
In support of Objective 3.5:
• Year-end investment toward State of Good Repair
25Note: Reported results are subject to change as data quality improves or new data become available.
Metrics under development:
Objective 3.1: Use Agency programs and policies to advance San Francisco’s commitment to equity.
Action 3.1.6: Increase enrollment in Lifeline and Free Muni Program.
• Working with SFUSD staff to identify opportunities to incorporate Free Muni for Youth application into Free/Reduced Lunch application process in order to improve participation rates.
• Coordinating with Transit Services Division to add “Don’t forget to tag your Clipper card” to on-board vehicle messages in order to improve data collection efforts for Free Muni programs.
• Participating in weekly project management meetings for the implementation of the regional low-income adult single fare discount program on Clipper – estimated implementation November 2019.
26
Objective 3.2: Advance policies and decisions in support of sustainable transportation and land use principles.
Action 3.2.3: Optimize the agency’s role in ongoing and emerging regional planning initiatives to support the key transit improvement efforts.
• Held brainstorming session among senior managers to identify key programs and initiatives in the region for our agency to track, both now and in the near future.
• Coordinating with partners at SFCTA and SF Planning to engage in MTC’s Horizon effort, taking part in March workshop.
27
• Developing a Policy Framework that will assess the implications of autonomous vehicles in the city.
• Using the Emerging Mobility Guiding Principles approved by SFMTA Board and the SF County Transportation Authority as a guide for this work.
• Meeting with city and community stakeholders to better understand these potential impacts.
Objective 3.3: Guide emerging mobility services so that they are consistent with sustainable transportation principles.
Action 3.3.4: Develop the AV Policy Framework
28
Safety
Transit
Equitable Access
Disabled Access
Congestion
Sustainability
Financial Impact
Accountability
Labor
Collaboration
Objective 3.4: Provide environmental stewardship to improve air quality, enhance resource efficiency, and address climate change.
Action 3.4.2: Increase the climate resiliency of San Francisco's multimodal transportation system. SFMTA Transit and Planning teams are working with three citywide planning projects to evaluate the risk of flooding to the transit system, coordinate research methodologies, share data, and leverage staff resources:
1. SF Sea Level Rise Vulnerability Assessment: draft assessment highlighting the vulnerability of the multimodal transportation system to flood risk will be shared in March.
2. Army Corps of Engineers General Investigation and Southeast Mobility Adaptation Study: kick-off workshop in March in the Bayview to engage the community on developing strategies to build more resilient communities, shorelines and transportation infrastructure (led by the Planning Department and the Army Corps of Engineers).
3. Ocean Beach Master Plan: in implementation phase and project aims to improve the resiliency of the multimodal transportation system at the southern extent of the Great Highway, near Sloat Blvd.
29
Objective 3.4: Provide environmental stewardship to improve air quality, enhance resource efficiency, and address climate change.
Action 3.4.4: Implement the Battery Electric Bus Pilot and establish support infrastructure for electric non-revenue sedans.• December 2018 – Advertised RFP for procurement of 9 40-foot
Battery-Electric buses from at least 3 different manufacturers. Bids due in mid-March 2019.
• February 2019 – Advertised RFP for procurement of the Woods Division Battery-Electric Bus Charging Solution. Bids due end of March 2019.
• CP&C continues to coordinate with PG&E through SFPUC to upgrade the Woods Division Yard utility power to accommodate the eBus Charging Solution infrastructure.
• PG&E’s draft System Impact Study (SIS) report detailing the available utility input power capacity to the site is expected to be issued this month, February 2019.
30
Objective 3.5: Achieve financial stability for the agency.
Action 3.5.6: Implement an SFMTA Asset Management Program.
Completed:• Development an Agency-wide Asset Management Program
• MTC Regional Transit Capital Inventory Update completed in the summer.
• FTA Transit Asset Management Plan completed in the fall including new Asset Management Policies, State of Good Repair Policies, Asset Hierarchy and update Capital Asset Inventory
In Process: • 2018 State of Good Repair Report
• 10-Year SFMTA Asset Management Strategy.
• Going forward will include a 3% escalation factor for year of replacement to better accurately reflect the SFMTA's State of Good Repair needs.
31
Goal 4: Create a workplace that delivers outstanding service.
Objective 4.1: Strengthen morale and wellness through enhanced employee engagement, support, and development.
Objective 4.2: Improve the safety, security, and functionality of SFMTA work environments.
Objective 4.3: Enhance customer service, public outreach, and engagement.
Objective 4.4: Create a more diverse and inclusive workforce.
Objective 4.5: Increase the efficiency and effectiveness of business processes and project delivery through the implementation of best practices.
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
5
10
15
10.1
FY19 Target: 12.2
Workplace injuries per 200,000 hours
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
50
100
150
200
111
FY19 Target: 201
Muni employee commendations to 311
2014 2015 2016 2017 20180%
20%
40%
60%
50%
FY19 Target: 57%
Employee rating: Overall employee satisfaction
% rating of somewhat or very satisfied
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0
20
40
60
80
61.7FY19 Target: 68.5
Muni customer complaints per 100,000 miles
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 4 Metrics
33
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
20%
40%
60%
80%80.5%
FY19 Target: 80%
% of Muni Passenger Service Reports addressedwithin timeliness standards
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
50%
100..
74.0%
FY19 Target: 90%
% of Color Curb Requests addressed withintimeliness standards
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
50%
100%
32.0%
FY19 Target: 90%
% of Muni Passenger Service Reports responded towithin timeliness standards
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
50%
100..100.0%
FY19 Target: 100%
% of Hazardous Traffic Sign Reports addressedwithin timeliness standards
FY19FY18
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 4 Metrics
34
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
50%
100..
81.5%
FY19 Target: 90%
% of Parking Meter Malfunction Reports addressedwithin timeliness standards
Q1 Q2 Q3 Q40%
20%
40%
60%
80%90.3%
FY19 Target: 80%
% of Traffic and Parking Control Requestsaddressed within timeliness standards
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun0%
50%
100..98.6%
FY19 Target: 92%
% of Hazardous Traffic Signal Reports addressedwithin timeliness standards
2010 2011 2012 2014 2015 2016 2017 20180%
20%
40%
60% 55%FY19 Target: 57%
Customer rating: Muni communication with riders
% rating of good or excelent
FY19FY18
FY19FY18
FY19FY18
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 4 Metrics
35
2013 2014 2015 2016 2017 20180%
20%
40%
60%
38%
FY19 Target: 57%
Employee rating: My concerns, questions, andsuggestions are welcomed and acted upon quicklyand appropriately
2017 20180%
20%
40%
60%53%
FY19 Target: 57%
Employee rating: I feel that the Agency valuesworkplace diversity
Note: Reported results are subject to change as data quality improves or new data become available.
Goal 4 Metrics
36
Goal 4 Metrics
In support of Objective 4.1:• Employee unscheduled absence rate• Employee wellness program utilization rate
In support of Objective 4.2:• Security incidents involving SFMTA employees
In support of Objective 4.3:• Community rating: Feeling of being informed about SFMTA projects
In support of Objective 4.5:• Percentage of capital projects initiated/completed on time • Percentage of capital projects completed within budget• Service critical operations and maintenance staff vacancy rate • Percentage of sign and meter work orders completed within timeliness
standards
37
Metrics under development:
Objective 4.1: Strengthen morale and wellness through enhanced employee engagement, support, and development.
Action 4.1.2: Develop and implement training services.
In implementation:
• Respect in the Workplace
• Building and Leading Effective Teams
• Effective Meeting Facilitation
• Emotional Intelligence
Programs in development:
• How to have Difficult Conversations
• Effective decision-making process
• How to provide meaningful and helpful feedback
38
Objective 4.2: Improve the safety, security, and functionality of SFMTA work environments.
Action 4.2.4: Develop an SFMTA Campus Master Plan.
39
Potrero Yard Modernization Project
Objective 4.2: Improve the safety, security, and functionality of SFMTA work environments.
Action 4.2.4: Develop an SFMTA Campus Master Plan.
40
Potrero Yard Modernization Project
Objective 4.3: Enhance customer service, public outreach, and engagement.
Action 4.3.4: Develop and implement the Customer Service Strategy.
• Working with Transit Managers to coordinate commendation promotions.
• Drafting a questionnaire for Passenger Service Report (PSR) investigators to identify process challenges and improvements.
• Muni Customer Service Team added to agencywide Salesforce Customer Relationship Management (CRM) system for improved customer communication and research.
• Awarded As-Needed Specialized Training Services for specialized training in customer service, incident de-escalation and management of implicit bias, as well as coaching for supervisors and managers.
41
Objective 4.4: Create a more diverse and inclusive workforce.
Action 4.4.5: Establish guidelines for the SFMTA Internship Program recruitment process.
• The citywide internship program is a critical entry point to joining the SFMTA, as many interns later find full-time employment with the agency.
• Interns are hired into more than 10 different groups across the agency’s divisions.
• Opportunities include: summer placements in planning, engineering and project management; automotive programs with the Transit facilities; and placements at the Sustainable Streets’ Meter, Sign, and Paint Shops.
• Outreach is tailored to the program, including (but not limited to):• Communications and job postings to colleges and universities nationwide;
including 20+ local community colleges and smaller universities• College Interactive Career Workshops• Participation with Washington High’s Automotive Pathway Program• SFMTA site visits for local high school students
42
Objective 4.5: Increase the efficiency and effectiveness of business processes and project delivery through the implementation of best practices.
Action 4.5.3: Implement the Project Delivery Framework.
Seven of the 14 recommendations in the 2016 Project Delivery Framework have been completed, including:
• Most recently, a new Project Management Training Program (Recommendation 7) has been created
• All active Transit Division Projects are being added to the centralized PM system (Recommendation 5) for the Agency's new Quarterly Capital Report
• New KPIs have been developed for project delivery, and technical requirements have been developed for updates to the budget revision electronic system.
• A Project Management Office (PMO) General Notice was approved setting new standards on cost estimating with the development of a new cost estimating tool and to fully operationalize the Agency's Public Outreach and Engagement Requirements.
43
Next Strategic Plan Progress Update in May 2019.