California Transit Association - 2017–2021 STRATEGIC PLAN 2017-21 Strategic Plan.pdf · public transit, with an emphasis on how funding works and transit’s sustainable funding

2017–2021 STRATEGIC PLAN

1.AboutthePlan

2.Vision,Mission,andCoreValues

3.StrategicGoalsStatements

4.StrategicGoal1—Advocacy

8.StrategicGoal2—MemberServices

12.StrategicGoal3—OrganizationalManagement andDevelopment

16.ImplementationoftheStrategicPlanandTimeline

16.ProcessforPeriodicReviewandUpdate

16.TowardsaNewPlan

17.Acknowledgements

CONTENTS

AboutthePlanTheindividualmembersoftheCaliforniaTransitAssociationfocusonmovingpeople

fromwheretheyaretowheretheyneedandchoosetobe.AndtheAssociation

focusesonthesameconceptonadifferentscale.Ourmembershavespokenloudly

fromthroughoutourranksthattheAssociationshallsupporttheirworktobringfully

funded,efficientandeffectivepublictransitsystemstoallCaliforniacitizens.

ThefollowingpagesreflecttheroleoftheAssociationtohelpproducethatvision.

Thisisthethirditerationofaplanningprocessthatbeganin2005–whichatthetime

representedanevolutionarystepintheAssociation’sworktoreflectthecollective

visionofitsmembersfromastatewideperspective.

California’seconomicvitalityandsocialstrengthdependontheabilityofallour

citizenstomovefreelyandeasilywithinandbetweenourgrowingandincreasingly

congestedcommunities.FortheAssociation’smembers,thatmeansastrategy

ensuringourtransitnetworkscanoperateinthemostbeneficiallegalandregulatory

environment.Therefore,ourStrategicPlanmakesstrategicadvocacyitstoppriority,

withanaddedemphasisonprovisionofadequatefinancialresourcesforourstate’s

publictransitservices.

Rightbehindtheprimaryfocusofadvocacy,ourmemberswantinformationand

servicestohelpimprovetheeffectivenessoftheirownorganizations.TheStrategic

PlanthereforecontinuestheAssociation’srichhistoryofmemberparticipationto

developmutuallybeneficialconferences,committees,workgroups,trainingsessions,

andotherforums.Ourmembers,ourleadership,andourAssociationstaffwillwork

togethertocommunicate,shareinformation,buildconsensus,innovate,anddevelop

Associationpolicy.

Finally,theAssociation’smanagementfunctionswillsharethehighstandards

thateachofourmemberscherishwithintheirownorganizations.Theseincludea

healthyparticipatoryconstituency,wellrepresentedgovernance,accountability,

andsustainability.

BydevelopingthisStrategicPlanfortheAssociation,allofourmembershavethus

cometogethertostrengthenpublictransitservicesforallofCalifornia’scitizens.

Theyalsosharethevisionthattheplanonthefollowingfewpagesisessentialtothe

successfuldevelopmentofahealthy,effective,andvibrantpublictransitpresence

throughoutCalifornia.

2017–2021 Strategic Plan | 1

VisionStatementThisstatementcontainsourlong-rangevisionforthetransitindustryandportrays

thedesiredfuturetheAssociationseekstoachieve.

Our Association’s vision is:

Fullyfunded,efficient,andeffectivepublictransitsystemsoperatinginabalanced

transportationnetwork.

MissionStatementThisstatementdescribeshowtheAssociationwillaccomplishitsvision.

Our Association’s mission is:

SupporttheneedsofCalifornia’spublictransitsystemsthroughadvocacy

andeducation.

CoreValuesThesedescribehowtheAssociation’smembersandstaffwillconductthemselves

andthebusinessoftheAssociation.

Our Association’s core values are:

•EthicalBehavior

•Honesty

•Integrity

•Accountability

•ServicetothePublic

•InformedParticipation

•Consensus-BasedDecisionMaking&Inclusiveness

2 | Cal ifornia Transit Association

VISION, MISSION, AND CORE VALUES

CaliforniaTransitAssociation’sStrategicGoalsStatements2017–2021


STRATEGIC GOAL 1 ADVOCACY

Influencestateandfederal

decisionmakerstoenactpolicies

andfundingsolutionssupporting,

expanding,developingand

advancingpublictransit.

STRATEGIC GOAL 2 MEMBER SERVICES

Providememberswithtimely

services,toolsandopportunities

toenhancethestrength

andeffectivenessoftheir

organizations.

STRATEGIC GOAL 3 ORGANIZATIONAL MANAGEMENT & DEVELOPMENT

Striveforexcellence,innovation

andstability.

STRATEGIC GOAL 1 ADVOCACY

Influencestateandfederaldecisionmakerstoenactpoliciesandfundingsolutionssupporting,expanding,developingandadvancingpublictransit.

4 | CaliforniaTransitAssociation


Objectives

A. Outcome

Existing transit funds are protected.

Indicators

1. Noexistingtransitfunds,includingTDA,PTA,STA,CapandTradeorProposition1Aor1Bfunds,

areeliminated,terminated,shifted,diluted,orotherwiseusedfornon-transitpurposes,without

specificrepaymentterms.

2. Allpreviousloansorshiftsoftransitfundsarepaidbacktotheappropriateaccountfromwhich

thefundsweretaken,plusinterest.

B. Outcome

New transit funds are secured.

Indicators

1. Newsourcesofsustainabletransitfundingareidentifiedandenactedtomeettheneeds

identifiedbytheAssociation,withoutdilutingexistingrecipients.

C. Outcome

Laws and regulations supporting transit are enacted and those impeding transit’s ability to meet the public’s mobility needs are defeated.

Indicators

1. SponsoredbillsandpoliciescontainedintheAssociation’sannualStateandFederalLegislative

Programsareenacted.

2. Allhigh-prioritysupportedbillsareenactedandopposedbillsaredefeated.

3. Relevantbills,lawsandregulationsarereportedtomembers.

D. Outcome

Public and private partnerships are used to successfully influence favorable policy outcomes.

Indicators

1. MutuallybeneficialrelationshipsbetweentheAssociation,itsmembers,andpublic&private

partnersareformed.


E. Outcome

Enhanced public awareness of transit and its daily positive impact on the lives of all Californians.

Indicators

1. Availablepollingdataindicatesincreasedpublicsupportfortransitcomparedtopreviousyear.

2. ThenumberofiTransitprogramfollowersgrowsannuallyandfollowersareengaged.

MenuofTactics

1. AnnuallydevelopandadoptStateandFederallegislativeprogramsbasedontheobjectives

listedabove,thatidentifyandrespondtomid-to-long-termlegislativeorregulatorythreats

toandopportunitiesforpublictransit,andalsoincludinggeneralpoliciestobesupportedor

opposedandspecificlegislativeorregulatorygoalsforsponsorship.

2. Lobbyinsupportoforagainstlegislation,regulations,andbudget&policydevelopments

identifiedintheStateorFederallegislativeprograms,asappropriate,andenlistthesimilar

effortsofmembersoftheAssociationwherenecessary.

3. Monitor,analyzeandreporttomembersonallbills,regulationsandbudgetorpolicy

developmentsthatdoorcouldaffectpublictransit.

4. Developandimproverelationshipswithkeylegislators,staffandadministrationofficials.

5. Continuallyinformlegislators,staff,administrationandregulatoryagencyofficialsabout

publictransit,withanemphasisonhowfundingworksandtransit’ssustainablefunding

needs,including:

•membersconnectinglocallyandinSacramentotobuildrelationshipswithlegislators,

educatingthemonkeyissuesandpromotingtheAssociation’spriorities

6. Conductongoingresearchintoandassessmentoftransit’sunfundedneedsforincreasedand

sustainableoperationsandmaintenance,aswellascapitalfunding,topreservethecurrent

systemandexpandthesystemtoachievelocal,regionalandstatepolicygoals.

7. Identifyandadvocateforalternativeandincreasedtransitfundingsources,newwaysto

incentivizetransituseandbettertransitfundingdeliverysystems.

8. Developmessagingproducts,amediarelationsprogram,andresourcesforadvocatesand

membersthatpositionpublictransitasabi-partisanpolicyprioritydeservingcontinuedstate

support,andimprovethewaylegislators,administrationofficials,otherstatedecision-makers,

andtheCaliforniapublic,perceivetheAssociationandpublictransit.


9. Buildstrongerpartnershipswithlike-mindedpublicandprivateorganizations,including:

•buildingcoalitionstosupporttheAssociation’sfundingandpolicypriorities

•conveningaroundtablegroupofbusinessestosupportpublictransit

10.ContinueandstrengthentheiTransitprogram,includingby:

•evolvingthemessagesandtool-kitstoassistlocalagenciesinpromotingpublic

transportationtoindividualsandinfluentialgroupsthatcanimpactfunding,land-useand

relateddecisions

•growingthedatabaseofindividualsupportersofpublictransit

•educatingandmobilizingsupportersasappropriatebyworkingwithmemberagenciesto

activatetheirridersandlocalcommunitygroups

•membersformingrelationshipswithpartnerorganizationsandpromotingtheiTransit

programviasocialmediaandagencyadvertising

11. Increaseopportunitiesfortransittoinfluencelocalplanningefforts(i.e.,landuseand

developmentdecisions)throughthestatelegislativeandregulatoryprocess.

STRATEGIC GOAL 2 MEMBER SERVICES

Providememberswithtimelyservices,toolsandopportunitiestoenhancethestrengthandeffectivenessoftheirorganizations.



Objectives

A. Outcome

Challenges and opportunities that affect members are identified and addressed.

Indicators

1. Needsassessmentsandanalysesarecompleted.

2. Appropriateexpertsarebroughttogether.

3. Informationisdistributed.

4. Actionresultsareimplemented.

B. Outcome

Members benefit from substantive education, training and networking that include a broad range of perspectives and encourage innovation.

Indicators

1. Well-plannedandexecutedannualFederalLobbyDay,SpringLegislativeConferenceand

legislativevisits,FallConference&Expo,Transit101,andvariousinformationalwebinarsand

otheropportunitiesareprovided.

2. Attendanceatalleventsremainsstableorgrowsyear-over-year.

3. Costsaremanagedinexecutionofconferencesthroughdevelopmentandimplementationof

abalancedbudget.

4. Evaluationresultsindicatestableorgrowingsatisfactionlevelsyear-over-year.

5. Communicationmediumsareanalyzedcontinuallyandrecommendedimprovementsare

implemented.

C. Outcome

Members are supported in their efforts to increase ridership and improve the rider experience.

Indicators

1. Informationisdeliveredanddisseminatedateventsandthroughcommunications,focusedon

increasingridershipandimprovingtheriderexperience.

2. Onlineforumsandresourcesareprovidedforsharingchallengesto,andbestpracticesand

solutionsforincreasingridershipandimprovingtheriderexperience.


MenuofTactics1. Monitorpolicyandoperationaltrendsintransportationthataffecttransit,including

communicationsfrommemberorganizationsandlegislativeorregulatorydevelopments,assign

importantneworevolvingissuestostandingcommittees(orappointtaskforcesasnecessary)

foranalysisanddevelopmentofrecommendations,takepositionsasappropriate.

2. Disseminateanalysisandinformationtomembers,asrelevant,whenitbecomesavailableand

mobilizemembersasneeded.

3. Continuallyevaluateandutilizethemosteffectivecommunicationmediums.

4. Providememberswiththetools(includingdigitalmediaandtheiTransitprogram)topromote

theAssociationandpublictransit.

5. ProvideenhancedoradditionalopportunitiesforBusinessMemberstoconnectwithpublic

agencymembersandshowcasetheirinnovativeproductsandservices.


6. Developandofferdistancelearningopportunitiestoeducateandtrainpersonnelatalllevelsof

publictransitorganizations.

7. Encouragegreaterattendanceateventsbymakingthemmoreeasilyaccessibleandaffordable,

andbyimprovingmarketingofregistrationforsuchevents.

8. Developandmaintainpartnershipswithgrant-makingandotherfund-providingagenciesand

organizations,andfacilitatememberaccesstosuchfunds.

9. Offerpeer-to-peerexchange,networkingandsubstantiveeducationopportunities,including

high-qualitywebinarsandconferences,focusedonmid-levelandupper-levelmanagersand

technicalstaff,andtransitagencygoverningboardmembers,basedoninputfromabroad

numberofperspectives,wherecommonproblemsandinnovativeideascanbesharedand

solutionsdevelopedanddisseminated.

10.Provideopportunitiesforsmallorganizationstolearnfromthelargeorganizationsandthe

largetolearnfromthesmall,includingthroughthedevelopmentanddisseminationof:

•bestpractices

•onlineforums

•areferencelibrary

•comparativeanalysis

•technologysolutions

•aclearinghouseofandlinkstoexistingresearch,messagingandtrainingopportunities

11. Continuallyassesstheeffectivenessofoureducationalopportunities.

STRATEGIC GOAL 3 ORGANIZATIONAL MANAGEMENT & DEVELOPMENT

Striveforexcellence,innovationandstability.



Objectives

A. Outcome

Increased overall membership.

Indicators

1. Ahigh-rateofmemberretentionandanetincreaseinnewmembersoverthepreviousyearis

annuallyachieved.

2. Outreacheffortstoallsegmentsoftheindustryareconducted.

B. Outcome

Members in every legislative district in the state join the Association.

Indicators

1. Atleastonememberhasjoinedfromeverystatelegislativeandcongressionaldistrict.

C. Outcome

Continued financial stability and accountability.

Indicators

1. Annualoperatingbudgetandyear-endreconciliationarebalanced.

2. Financialpolicies,includingmanagementofreserves,areadheredto.

3. Auditopinionsareunqualified.

4. Duesrevenueannuallymeetsorexceedspreviousyear.

D. Outcome

Increased member satisfaction.

Indicators

1. Associationproductsandservicesareincreasinglyutilizedbymembers.

2. Annualsatisfactionsurveyisconducted,showingpositiveresultsandimprovementsinall

advocacy,memberserviceandorganizationalmanagementareas.

E. Outcome

Contracted staff and vendors are skilled and experienced to meet the organization’s needs.

Indicators

1. Performanceevaluationofmanagementfirmoccursannually.

2. Processisinplacetoensureknowledgetransferbetweenexistingandanynew

contractedstaff.


F. Outcome

Communication and information analysis capabilities are consistently reviewed and enhanced by appropriately incorporating new and innovative technology.

Indicators

1. Communicationisenhancedandinformationsharingandanalysiscapabilitiesareimproved.

2. Leadershipandskillsininformationtechnologyarestrengthened.

G. Outcome

Increased inclusiveness and participation by all facets of Association’s diverse membership in conferences, committees, policy development and organizational leadership.

Indicators

1. Demographicsofattendancereflectbroaderparticipation.

2. Reviewofcommitteerosters,appointments,chairsanddecision-makingprocessesoccurs

formallyeverytwoyears.

MenuofTactics1. DevelopandsubmittotheExecutiveCommitteeannuallyastaffandcommitteeWorkProgram

designedtoachievetheobjectivesoftheStrategicPlanasmuchaspossiblegivencurrent

resourcesandeffort,basedonthetacticslistedintheplan,concurrentwithabudgetand

forecastbasedonavailableresourcesandcurrenteffort,andidentifyingadditionalresources

and/oreffortrequiredtoachievemoreoftheStrategicPlan’sobjectives.

2. Continuallyreviewandadjustthereservepolicy,asneeded.

3. Continuallyreviewandadjust,asnecessary,theAssociation’sorganizationalandgovernance

structureandresourceallocationtoensureaccomplishmentoftheadvocacyandmember

servicesstrategicgoals.

4. ApproachthebusinessoftheAssociationmethodicallyanddeliberately,usinginternalquality

controlmeasuresandeffectivemanagementtechniques,learningfromotherorganizations

(likestatetransitassociations,academia,thoughtleaders),andensuringadequatecontracted

staffandconsultantcapacitiestomeetAssociationneeds.

5. Conductannualmembersatisfactionsurveys.

6. Conductannualmanagementfirmperformanceevaluations.

7. Ensurecommitteeortaskforcemembersareinclusiveofabroadrangeofperspectivesand

serveasadvisorsondevelopmentofconferenceprogramsandothermemberservices,to

ensureofferingsarecutting-edge,timelyandprovideusableinformationandservicesthat

retainexistingandattractnewmembers.


8. Increasenumberofnewmembersthroughthedevelopmentoftargetedcampaignstoidentify

andrecruitviableprospectcandidates,includingfromeverycongressionalandlegislative

districtinthestate.

9. Provideaffordableandrelevantconferencesbyemphasizinginvestmentinqualityspeakersand

presentationsrepresentinginnovativeandrelevantideas,andincreasingvalueforparticipating

BusinessMembers,exhibitorsandsponsors,whileobtaininganetprofit.

10.Promoteconferences,committeeactivities,products,servicesandleadershipopportunities,to

increaseparticipationoftheAssociation’sdiversemembership.

11. Offerinnovativeandnewproductsandservicestobetterserveourmembers.

12.Strengthenleadershipininformationtechnologyfunctions,including:

•improvingthemembershipdatabasetobettertrackmemberneedsandactivities

•attaininghigherlevelsofwebsitefunctionalitytobetterservememberneeds

13.Lookforopportunitiestogenerateadditionalrevenueconsistentwithadoptedpolicy.

14.Identifyandutilizeweb-basedtechnologiesforwebinars,blogs,committeework,e-learning

andothermembersupportservices.

15.Developaproactive,positivemediarelationscampaigntosupportthemediaandmessage

developmenttacticsinStrategicGoal1,Advocacy.


ImplementationoftheStrategicPlanandTimelineTheAssociationactivelyusestheStrategicPlantoguideitsactivitiesandassessits

performance.ThisincludestheeffortsoftheAssociation’sleadership,staff,andcommittees;

thewaysinwhichtime,moneyandotherresourcesareprogrammed;theconsiderations

thatgointodecisionmaking;and,howprogressandresultsaretrackedandreportedtothe

Association’sleadersandthemembershipatlarge.

AsourtacticalimplementationoftheStrategicPlan,staffpreparesanannualWorkProgram,

whichcontainsspecificactivitiesbywhicheachofthestrategicgoalswillbeimplemented

inagivenyear,includingperformancemeasures.Staffalsopreparesanannualbudgetand

forecast,whichdetailhowrevenuesmatchexpenditurestosupportthestrategicgoals

andproducetheresultscalledforintheWorkProgram.TheWorkProgramandbudgetare

submittedtotheExecutiveCommitteeeachNovemberforadoptionandimplementationin

eachupcomingcalendaryear.

ProgressreportsaremaderegularlyatmeetingsoftheAssociation’sExecutiveCommittee

andtothefullmembershipviapublicationsandthewebsite.

TheStrategicPlanisoccasionallyrevisedandfine-tunedduringitsfive-yearlifetorespond

tochangingconditionsthatimpacttheorganizationandtokeeptheplanrelevantinguiding

theAssociationtofulfillitsmissionandbestserveitsmembers.

TowardsaNewPlanIn2015,theAssociation’sExecutiveCommitteedeterminedapathtowardsaStrategicPlan

for2017to2021thatupdateditsthenextant2012to2016StrategicPlanthroughtheuse

ofaprofessionalfacilitator.AStrategicPlanningTaskForcewasformedtorecommend

ascope,scheduleandlistofvendorsforconsiderationbytheAssociation’sFinance&

ManagementCommittee.AfteracompetitivebidprocessoverseenbytheTaskForce,the

ExecutiveCommitteesubsequentlyapprovedtheFinance&ManagementCommittee’s

recommendationtoengageastrategicplanningfacilitator—ACSQuantumStrategies.

AfterreviewingbackgroundmaterialsandinterviewingAssociationstaff,theplanning

vendorparticipatedinakick-offmeetingwiththeTaskForcetooutlinetheproject’sscope.

Partoftheplan,asdirectedbytheTaskForce,wastoconductinterviewswithselect

ExecutiveCommitteemembersandstakeholders.Informedbythebackgroundinformation

andinterviews,ACSQuantumStrategiesthenonJuly29,2016conductedafacilitated

meetingwiththeentireExecutiveCommitteetoconfirmand/ormodifyexistingstrategic

goalsandobjectives,andtoidentifynewgoalsandobjectives.

Thisfacilitatedmeetingproducedanediteddraftstrategicplan,whichwasdistributedto

theAssociationmembershipandstakeholdersforreviewandcommentviaonlinesurvey.

Resultsfromthesurveywerefine-tunedandincorporatedintoanupdatedversionofa

finaldraftplan.TherevisedfinaldraftplanwasreviewedandapprovedbytheExecutive

CommitteeonSeptember23,2016,andthefinalplanwasdistributedtotheAssociation

membershipduringitsAnnualFallConferenceandExpoonNovember16,2016.


ProcessforPeriodicReviewandUpdateThisStrategicPlanisa“living”document,andshallbeusedcontinuallytoguideour

Association’sstaffandExecutiveCommitteeactions,notonlyoverthefive-yearhorizonof

thedocument,butwithineachyearitself.Assuch,theExecutiveCommitteeiscommitted

toaformal,annualassessmentoftheplan’sgoals,objectivesandtactics,informedinpart

byyearlymembershipsatisfactionsurveys,andwillmakechangesfromyear-to-yearas

necessarytoensurethattheAssociationismeetingtheneedsofitsmembersgoingforward.

TheannualreviewtakesplacebyeachJulytoinformstaff’sdevelopmentoftheannual

WorkProgramandbudget,submittedtotheExecutiveCommitteeeachNovember.

Inadditiontotheseannualreviews,theExecutiveCommitteewillalsoconducta

comprehensiveanalysisandupdateofthewholeStrategicPlanonceeveryfiveyears.This

assessmentwouldtakeintoaccount,amongstotherfactors,fundamentalshiftsintheneeds

ofthepublictransitindustry,aswellasanymajorchangesinthepoliticaloreconomic

environmentinwhichtheAssociationanditsmembersoperate.

Thus,themembershipshouldexpecttoseeannualupdatestothisplan,andtoparticipatein

amajorreassessmenteveryfiveyears.

Acknowledgements

Executive Committee

Chair—MikeR.Wiley,Sacramento Regional Transit District

ViceChair—CarlSedoryk,Monterey-Salinas Transit

MonaBabauta,SolTrans (Solano County Transit)

KateBreen,San Francisco Municipal Transportation Agency

AlexClifford,Santa Cruz Metropolitan Transit District

DonnaDeMartino,San Joaquin Regional Transit District

LenEngel,Antelope Valley Transit Authority

NuriaFernandez,Santa Clara Valley Transportation Authority

RoddrickLee,San Francisco Bay Area Rapid Transit District

JimHartnett,San Mateo County Transit District

MichaelHursh,Alameda-Contra Costa Transit District

PaulJablonski,San Diego Metropolitan Transit System

DebraJohnson,Long Beach Transit

KevinKane,Victor Valley Transit Authority

KarenKing,Golden Empire Transit District

JeanneKrieg,Eastern Contra Costa Transit Authority

DavidB.Kutrosky,Capitol Corridor Joint Powers Authority/CCJPA

TeriMantony,Golden Gate Bridge, Highway & Transportation District

JimMastin,Mendocino Transit Authority

BethMcCormick,Orange County Transportation Authority

MacyNeshati,BYD

PamO’Connor,Santa Monica’s Big Blue Bus

JoePolicarpio,Gillig LLC

VictoriaStackwick,San Diego Association of Governments

MichaelTurner,Los Angeles County Metropolitan Transportation Authority

Strategic Planning Task Force

Chair—CarlSedoryk,Monterey-Salinas Transit

AngelaAitken,Santa Cruz Metropolitan Transit District

SharonGreene,HDR | Sharon Greene + Associates

HunterHarvath,Monterey-Salinas Transit

Strategic Plan Facilitator

LisaYates,ACS Quantum Strategies

Association Staff

JoshuaW.Shaw,Executive Director

RobFinley,Deputy Executive Director

AndrewAntwih,Legislative Advocate

MattRobinson,Legislative Advocate

MichaelPimentel,Legislative & Regulatory Advocate

AmyJ.Lai,CMP,Association Services Director

MandyPuliz,Association Services Coordinator

ErinMeyer,Special Projects Coordinator

KimRothschild,Senior Director, Marketing & Business Development

JeffWagner,Communications Director

AlisonTurner,Certified Public Accountant

DodieWishek,Bookkeeper

RebeccaEvans,Database & Technologies Consultant

caltransit.org

Documents

California Transit Association - 2017–2021 STRATEGIC PLAN 2017-21 Strategic Plan.pdf · public transit, with an emphasis on how funding works and transit’s sustainable funding