BOARD OF DIRECTORS ALAMEDA-CONTRA COSTA TRANSIT …
Transcript of BOARD OF DIRECTORS ALAMEDA-CONTRA COSTA TRANSIT …
Alameda-Contra Costa Transit District April 30, 2014 Page 1 of 3
BOARD OF DIRECTORS ALAMEDA-CONTRA COSTA TRANSIT DISTRICT
AGENDA
Special Board of Directors/Board Officers Retreat AC Transit General Offices
10th Floor Conference Room 1600 Franklin Street Oakland, CA 94612
Wednesday, April 30, 2014, at 2:00 p.m.
MEMBERS OF THE BOARD OF DIRECTORS GREG HARPER, PRESIDENT (WARD 2)
JOE WALLACE, VICE PRESIDENT (WARD 1) ELSA ORTIZ (WARD 3)
MARK WILLIAMS (WARD 4) JEFF DAVIS (WARD 5)
JOEL YOUNG (AT-LARGE) H. E. CHRISTIAN PEEPLES (AT-LARGE)
BOARD OFFICERS
DAVID J. ARMIJO, GENERAL MANAGER DENISE C. STANDRIDGE, INTERIM GENERAL COUNSEL
LINDA A. NEMEROFF, DISTRICT SECRETARY
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Alameda-Contra Costa Transit District April 30, 2014 Page 2 of 3
MEETING PROCEDURES Public Comment: Members of the public wishing to present comments should complete a Speaker’s Form and submit it to the District Secretary. For subjects not listed on this agenda, the public will be invited to speak under the "PUBLIC COMMENTS" section of the agenda. For specific agenda item(s), speakers will be invited to address the Board/Standing Committee(s) at the time the item is being considered. All speakers are allowed two (2) minutes to present comments. Individuals wishing to present more detailed information are encouraged to submit comments in writing. Written comments are included in the record for meeting(s), and as such, are available for public inspection and may be posted to the District’s website. Electronic Devices: All electronic devices (cell phones, pagers and similar-sounding devices) shall be placed on mute, vibrate or silent mode during Board and Committee meetings pursuant to District Ordinance No. 12. Time of Meetings: Times included on this agenda for commencement of Standing Committee meetings are estimates only. Committee meetings will commence when the Board of Directors recesses to a Committee of the Whole. Order of Agenda Items: The Board or Standing Committee(s) may discuss any item listed on this agenda and in any order. Agenda Planning: The Agenda Planning portion of the agenda is designed to assist the Board and staff in the preparation of future Board and Committee agendas. Concurrence by at least one Director is required in order to place a proposed agenda item on a future agenda.
LIVE AUDIO STREAMING OF BOARD AND COMMITTEE MEETINGS
Live audio streaming and an archive of previously recorded meetings is available on the District’s website at www.actransit.org. For technological reasons, recordings of meetings held outside of the Board Room cannot be streamed to the web.
AVAILABILITY OF AGENDA RELATED MATERIALS
Written agenda related materials for all open session regular meetings are available to the public 72 hours prior to the meeting or at the time the materials are distributed to a majority of the Board. Written materials presented at a meeting by staff or a member of the Board will be available to the public at that time, or after the meeting if supplied by an outside party. Agenda related materials are available on the District’s website or by contacting the District Secretary’s Office.
ACCESSIBLE PUBLIC MEETINGS
Meetings of the Board of Directors are accessible to individuals in wheelchairs. The Board Room is equipped with Assistive Listening Devices for individuals with a hearing impairment. Written materials in appropriate alternative formats, disability-related modification/accommodation as well as sign language and foreign language interpreters must be made 72 hours in advance of the meeting or hearing to help ensure availability. Please direct requests for disability related modification or accommodation and/or interpreter services to Linda A. Nemeroff, District Secretary, 1600 Franklin Street, Oakland, California, 94612 or call (510) 891-7201. AC Transit’s General Offices are generally served by bus lines 1, 11, 12, 51A, 72, 72M. The nearest accessible bus service is provided at the intersection of Broadway and 17th Street in Oakland. The nearest accessible BART station is the 19th Street Station in Oakland. District Ordinance No. 13 prohibits bringing non-service animals to District facilities unless specifically authorized by federal or state law. To accommodate individuals with severe allergies and environmental illnesses, meeting participants should refrain from wearing scented products to the meeting.
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Alameda-Contra Costa Transit District April 30, 2014 Page 3 of 3
SPECIAL BOARD OF DIRECTORS/BOARD OFFICERS RETREAT President Greg Harper presiding Wednesday, April 30, 2014 at 2:00 p.m.
Staff Contact or Presenter
1. ROLL CALL
2. PUBLIC COMMENT Any person may directly address the Board at this time on any items of interest to the public that is within the subject matter and jurisdiction of the Board. Speakers wishing to address a specific agenda item will be invited to address the Board at the time the item is being considered. Two (2) minutes are allowed for each item.
3. PRESENTATIONS/DISCUSSION ITEMS:
3A. Mobility Task Force recommendations. [Developed with the support of Directors Davis and Williams.]
Dennis Butler 891-4798
3B. Technology Infrastructure: Interdependent Systems that Drive Performance. [Requested by President Harper – 5/22/13]
Tom O’Neill 891-7278
3C. Training Assessment Report. Kurt De Stigter/ Teri Fisher of
Insight Strategies 891-4791
3D. Agenda items for the joint meeting with the Retirement Board.
Linda Nemeroff/ Hugo Wildmann
891-7284 4. BOARD/STAFF COMMENTS
(Government Code Section 54954.2)
5. ADJOURNMENT
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Mobility Management Task Force
AC Transit Board of Directors Retreat
April 30th, 2014
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What is Mobility Management?
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Coordination and communication of multimodal transportation options, serving all of a community’s travel needs using all available travel resources
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Mobility Management Task Force
Goals: 1. Evaluate Existing
Conditions, Needs, and Opportunities
2. Identify Best Practices and Case Studies
3. Recommend Service Delivery Options and Pilot Project
• Participants – Community Development
Director, City of Newark – Paratransit Program Manager,
City of Fremont – Human Services Director, City
of Fremont – Public Works/ Transportation
Engineering Division, City of Fremont
– Business Agent, ATU Local 192
– AC Transit Board of Directors, Wards 4 and 5
– Service Development and Planning Staff 4
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Existing Conditions: Current Transit Performance
5
0
1000
2000
3000
4000
5000
97 99 210
212
215
216
217
232
239
242
251
264
275W
eekd
ay P
asse
nger
Boa
rdin
gs
Route
AC Transit Ridership
ACT Avg
D2 Avg
0.05.0
10.015.020.025.030.035.0
97 99 210
212
215
216
217
232
239
242
251
264
275
Pass
enge
rs p
er R
even
ue H
our
Route
AC Transit Productivity
ACT Avg
D2 Avg
($25.00)
($20.00)
($15.00)
($10.00)
($5.00)
$0.00
97 99 210
212
215
216
217
232
239
242
251
264
275
Subs
idy
per P
asse
nger
Route
AC Transit Passenger Subsidy
ACT Avg
D2 Avg
0%2%4%6%8%
10%12%14%16%18%
97 99 210
212
215
216
217
232
239
242
251
264
275
Fare
box
Reco
very
Route
AC Transit Farebox Recovery
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Mobility Management Best Practices
• Expanding Multimodal Options • Partnerships • Mobile Technology • Demand Responsive Transit Services
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Expanding Multimodal Options
• Rise of the Sharing Economy – Car share – Bike share – Rideshare
• Casual model: Carpool and van pool
• Taxi model: Lyft, Uber, MetroBee
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Partnerships
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Source: MTC - http://rideshare.511.org/rewards/county_benefits.aspx
• Alternative Transportation Incentive Programs: (# of Bay Area Counties Participating)
– Guaranteed Ride Home (11)*
– Van Pool (7) – Car Pool (5) – Transit (3) – Taxi (1) – Bike (3)
*Only program in which Alameda County participates
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Mobile Technology • Limited number of agencies
providing real-time information but deployment is growing (AC Transit was early adopter)
• Key motivations – Augment other means of
communication – Improve customer service – Attract choice riders
• Key considerations – Resource requirements (cost,
personnel, staff time) – Market: attracting choice vs. core
riders – Information equity
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Flexible Transit Services
• Primary Motivations – Serve areas challenged
due to demographics, street layout, or community preferences
– Serve low-demand time periods
– Provide coverage to low-density areas
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Flexible Transit Services
• Types – Request Stops – Flexible Route Segments – Route Deviation – Point Deviation – Zone Route – Demand-Responsive
Connector
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Mostly Fixed
Mostly Demand
Responsive
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Case Study: Denver Call-n-Ride • Service area characteristics: low-
density, circuitous, with low-demand time periods
• Service type: mix of scheduled points with fixed headways and demand responsive zones
• Frequency: 10-60 minute headways depending on zone
• Fare Structure: same as regular • Scheduling
– No reservation center, schedulers, or dispatchers
– Drivers schedule by cell phone or on-board using sophisticated “MobilityDR” platform
– Customer is given pick up window (on that vehicle or on another)
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EXAMPLE ZONE
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Service Delivery Options
• Planning exercise – How much high-
frequency service could we provide with current revenue hours?
– Where should it go? – What mobility
management options should fill in the gaps?
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Service Delivery Options Current vs. Proposed Network
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0%
20%
40%
60%
80%
100%
15 minuteHeadways
30 minute/Flex Service
All Service
Population within ¼-mile of Service Type
(Total Service Area Population = 328,000)
Current Proposed
• Proposed network: – Maintains existing total
revenue hours – Expands service area
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Service Delivery Options Pilot Shuttle
• Replace Line 275 (2nd lowest performing route)
• Revenue hour neutral • 2 vehicles • 2 Schedule Points: UC
BART and Lido Faire/Ardenwood PnR
• Headways: 30 min
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Next Steps and Challenges
• Present to District 2 TAC and PAC • Determine Paratransit Implications • Identify alternatives for dispatch and operations • Determine training and other logistical requirements
associated with Flex Service • Implement the pilot shortly after the arrival of the
Small Transit Vehicles
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References
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Becker, A. Jeff, Roger F. Teal, and Rebecca Mossige. 2013. “Operating Experience with General Public Demand-Responsive Transit in a Metropolitan Transit Agency’sService Portfolio.” In . http://trid.trb.org/view/1242603. Koffman, D. 2004. “TCRP Synthesis Synthesis 53: Operational Experiences with Flexible Transit Services.” Washington, DC: Transportation Research Board, National Research Council. Schweiger, Carol L. 2011. Use and Deployment of Mobile Device Technology for Real- Time Transit Information. Vol. 91. Transportation Research Board.
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Technology Infrastructure
Interdependent systems that drive performance
Tom O'Neill Chief Technology Officer
April 30, 2014
AGENDA ITEM 38
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• Every single bus is supported by a complex array of interdependent technologies
• Both ope~ations & maintenance staff and tt>Yr ritlers reJy on the fiiDW G>f in or mation
.....
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. Multiple Systems Keep Us Moving
• HASTUS schedules service
• Operators are assigned via OTS, coaches via TIS
• OrbCAD links coaches and OCC with voice and data
• NextBus predicts bus stop arrivals
• Ellipse schedules & records maintenance activity and keeps our parts inventory
• PeopleSoft manages HR and financials data
4/30/2014
• Whether onsite or hosted,
owned or SaaS, applications
allow data to be created and shared, which allows us to do
meaningful work
• Our network infrastructure is
the plumbing that keer:;>s all
data flowing
• Workstations anti mobile
devices are the network 'endpointsrJ fO>r access to
applicatit>ns anol t11ata
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• We rely on network connectivity in the same way we rely on PG&E to provide electricity
• Quality of service is measured in uninterrupted uptime
Routers and Switches: • Cisco standard
• Core, metro, distribution, & access switches • Routers and firewalls
• Fiber-optic and Cat6 cabling • Wireless access points • Secure private and guest wireless networks
AT&T Opt-E-Man, TW Telecom Ethernet, and AT&T Tl circuit's:
Connecting DivlsiQms and other remote locations(~ rnowntaintop repeaters} Roin1t rto point t"onnectivity t"o 0ur Disaster Recower¥ Sif'e
• lnclwdes rtelephr0A'e (V'OIP) traffic • lnclwttes lnt"ernet t:emnectivity
llisaster r"esllferice: • S:et"0nttary ldomain tb ntrollers antt k"ey sr s'Lem
!backups are fifo-are"d lrn Sacrament'o
4/30/2014 4
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AC Transit Facilities
Add ~ayw Saved
Facilities
Style 5 Data 'A Labels
* 1600 Franklin St
' 1 0626 International Blvd
' 1 177 47th St
' 1100 Seminary Ave
' 1758 Sabre St
' 20234 Mack St
' Mission St
' RagingWire Data Centers
San Bruno Mountain
Walpert Ridge
Black canyon
l.. T-1 02 to Black canyon repeater
l.. WAN
l.. T-1 02 to Mt San Bruno repeater
l.. WAN
l.. WAN
l.. WAN
l.. WAN
l.. T-1 02 to Walpert Ridge repeater
l.. Fiberto DR site
2016 Macdonald Ave
Base map
San
._ , .Tr.IC}'
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• In 2002 we began virtualizing and consolidating servers
• Virtualized hardware shares resources, lowering space and power requirements
• Virtualized servers are provisioned and repaired via software
4/30/2014
Virtualized Servers • 130+ servers virtualized on dual redundant
Cisco blade server chassis • Only incompatible legacy servers and _vendor
physical server defined systems remam unvirtualized (e.g., OrbCAD, Hastus Key)
• VMware is our virtualization platform • Fast deployment, movement, recovery
Storage Area Networks {SANs) • Disk arrays store most of AC Transit's
information* • 40+ terabytes of SA17A arnd Fib>er Ohannel
storage (1 TB = 1000GB) • Backups are mirrored offsite
Key functions rely on obs-olet'e tecbnotogy • G>TS-TIS~ II?AS orn the HIP 3[i)QQ • OrbCAD on WindO\W:s~er~er ~[i)~())
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• Software as a Service (SaaS) lowers capital investment for software
• Hosted systems allow us to outsource primary support and maintenance of major licensed software
• Custom built software is designed and delivered in house and tailored specifica lly to need
4/30/2014
Sa aS: NeoGov, Cornerstone On Demand (CSOD)
Hosted: PeopleSoft and Microsoft Office 365
On-Site: Ellipse, HASTUS, OTS, TIS, Timelink
Custom: Key Perf0rmance lndicatGrs (KPI), Cust~mer Relat ions Application, Road Calls Trackmg ~ystem • 17eam Foundation cotte repositrorv {check out,
chceck in) • Int ernal ShareiY0ill'ilt Sife rM}l~CT')
• ~gile, if er:ative tfe\7elopment cycle • .NET fr;amewor.k & C# language • HTM L SJ} Responsh!Ke Web J:)'esrgn
(eJg. Fe(!JE~.com)
7
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.. ...
.,.. -~ 0
&81. -w ~ a: 5811 z 0 . C) .. g
3ft,
2811 ... ...
4/30/2014
Key Performance Indicators Operator LOG-ON Rate
DAILY- 0/o LOG-ON RATE FOR DMSION System Wide
-:rtH T•.ut
8
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• Databases are the heart of every application from OrbCAD and PeopleSoft to email
• Standardizing on one database management system (DBMS) for all applications saves on training & staffing
4/30/2014
• •
• •
•
•
Microsoft's SQL Server is our standard
82 production databases on 9 SQL servers
Separate Development and Test servers
Transitioning DTS packages to modern SSIS packages to move data in and out of databases
Data Warehouse supports multiple applications & reports with validated data imported from authoritative application databases (e.g . ., Pe-oj:i>leSoft FIN & HCM, HASTUS, Ellipse)
Future: Microsoft~s Azure cl0ud-based DBMS
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• 1980s: Green-screen • 700 workstations
terminals wired to HP • 300 smartphones • <20 Tablets for Board of Directors and
3000s Executive Staff • AMDTs on coaches, non-revenue vehicles
• 1990-2000s: PCs on wired • Remote access to desktops via Terminal
networks Servers (primary and backup/OR)
Now: PCs, smartphones, • Hosted and web applications can be • accessed anywhere, on any device
& tablets on wired & (e.g., PeopleSoft via SSL)
wireless networks • Future:
• Future: More diverse • Tablets for mobile acrcess to resources;
form factors & operating auxiliary for some, primary for others (Maintenance & Materials staff)
systems, pervasive • Wearable tbmputing (e.g., GoGgle Glass)
wireless networks, and • Voice, g-esture controls
more mobile users • Heads-Up 9isplays {HUD) on coaches
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• 1980s: Wired telephone; open-channel coach radios
• 1990-2000s: Voice-only cell phones, pagers; channelized coach radios
• Now: Voice-Over-IP (VOIP) telephone service riding on our data network
• Future: VOIP, smart wireless devices; P.25 radios, cellular data networks; wireless mobility supporting the capture and distribution of real-time field data
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OrbCAD Computer-Aided Dispatch/Automatic Vehicle Location (CAD/AVL) • Multiple application, file, radio
and remote access servers, most running Windows 2000 Server
• Six Central Dispatcher consoles at ace
• Three radio repeater sites, with a T-lline to each
• AMDTs, GPS receivers and Motorola voice/data radios in every coach
4/30/2014
Challenges: • Our OrbCAD Build 5 application, circa 2003, is tied to
obsolete server hardware f rom that same era that cannot be upgraded or virtualized. Risk of failure is high and could result in 'fallback mode' or open radio channels
• Our Advanced Mobile Data Terminals (AMDTs) are failing at an increasing rare. Our maintenance contrcrct with Xerox/ACS expires in August :2014; replacements are uncertain
• Our Mot orola MCS2000 radios are no longer available new but used replacement's can be found
• Our radio repeaters anCl relatetf equipment are past end of life but are repa'irable/ r-eplaceable with used
• Our licensed radio spectrum w•ll expire in lG11 alile:J canmot be reneweCl
• Our tlilree moul'iltaintl>p 11epeater site leasres are expen~ve($l11kY,~ea~
Opporti!Jniti'es: • "C/AJJJ71AVL s,ysrem replcrcernent is bu(lJg'et"edanel R~s will
b'e released shortly, but it's~ multi-year proje"ct
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PeopleSoft Financials {FIN) and Human Capital Management (HCM) • Multiple application, file
and web servers, all virtualized on modern hardware
• Offsite hosting provides 24x7 primary support and protection from regional events
• Backup hosting site in place • Encrypted SSL allows secure
user access from anywhere
4/30/2014
Challenges: • Ver. 9.0 released in 2006, we went live in 2009,
Standard support ended in 2011, Extended support ends in June 2015
• Training was cut during the 9.0 rollout and no follow-on training was budgeted
Opportunities: • Upgrading from ver. 9.0 to 9.2 next FY will
improve the Uland provide an opportunity for some process re-engineering
• District-wide re-training for all users is planned for neKt FY
• Implementing addirtJicooal licensed modules and new additions would s\tr:eJi!gthem contr;ols and add capabilities
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• Reliability requires: • Hardware:
• Careful engineering & design • Storage shifting from spinning disk drives
to SSD
• Formal change control • Network switches virtualized
• Preventive maintenance • Network and storage services on demand:
Infrastructure as a Service {laaS)
• Monitoring and alerting • Software:
• New technologies require: • Integrating local with remote hosted or
SaaS applications
• Evolving jobs and skill sets • Pro~iding applications that can run on any dev1ce, anywhere, any t ime
• Specialization • Supp?rt external developers: GTFS, GTFS-
• A culture of continuous Realt1me and other public data APis
learning and training • Workplace:
• An increasingly mobile and ever-
• We must change and adapt connected workforce
while maintaining reliable • Expectations of 24x7 availability and
support
systems and services • Provide on-demand and self-service support, training
4/30/2014 14
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• Reliable I.T. systems require a commitment to regular, scheduled updates and replacements
• Deferring or skipping an investment cycle increases risk and lia bit ity
• Initial and recurring training is key
4/30/2014
Challenges:
• Short-term financial conditions can impact long-term scheduled commitments
• Risk and potential liability of project delays can be difficult to quantify
Opportunities:
• Emphasizing SaaS c:>r hosted applications in virtualized envi ronments reduces capital requirements
• Training t'owlcl tie oate'gorized as a continuing, flll m;tilame:ntal r'equirement1
like utilities or tf esel fwel
• The next 6+ years of maj0r I.T. investment needs are al liea!d\y in P~0pleSoft as Capital Project Re:q liJ e"Sits
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• Technology evolves quickly and spreads to new areas
• New technologies require increasingly specialized skills, which are scarce and expensive
• We need to keep up with new technologies to gain new efficiencies & capabilities and to stay supported
• Generalists don't maximize our use of technology, specialists do but add to headcount
• We compete with everyone else (everywhere) for experienced technical staff
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• Job class specs must be kept current
• Planned, goal-oriented training is paramount
• Capital investments in technology must be matched by operational staff investments
• Staff must understand that the organization's needs change over time, and so must they
• Software as a Service, Infrastructure as a Service and similar hosted approaches are an alternative to hiring
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• Competitive salaries & benefits are just a start
• Our benefits aren't unique, many others are richer and more flexible
• Our cachet isn't attractive ... except to a few
• Pensions don't attract younger, skilled workers
• Gen-X and Gen-Y value new technologies and interesting work, not longevity at an employer
• It's not just salary, or benefits, or the work, the office or the boss: it's everything
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• First impressions last: Retention starts with our job ads
• The online application process, our candidate communications, and the interview all set the tone of who and what we are
• Day 1, arrival, should be flawless
• The first few weeks are critical and must both
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• To attract and keep great talent, we have to look, sound and act like a great place to work
• You get what you pay for, so what do we want?
• Being flexible does.n't have to cost more, but it requires discipline and fairness
• Work environments need to be fresh, clean, functional, enjoyable places to be
• Eliminate bureaucracy, useless processes and forms; 'sunset' those that don't add value
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• It takes leadership
• This has to be the Board's value, and Management's value
• Keep a sharp eye on making a positive, efficient workplace for today and the future, not a critical eye on the past
• Create an environment of excellence via Performance Management
• Be Dale Carnegie, not Andrew Carnegie
Training Assessment Report Presented by: Teri Fisher —Insight Strategies Presented to: The AC Transit Executive Team
Date: April 10, 2014
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Objective
To perform an organization-wide
training needs assessment that
includes evaluating the gaps between
the District’s current performance versus its desired or
required performance and making recommendations to better
equip employees to be part of a high performing organization.
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Framework: Strategies, Processes and People
Organizational high performance
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Strategies
People Processes
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What prompted this effort?
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• Financial conditions required the District to cut both staff
and staff development activities
• The new GM’s goal – high performance organization
• Performance management and employee development
identified by Executive team as high priority goals in 2012’s
goal planning session
• Heightened employee expectations—productivity,
accountability and metrics-based
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What prompted this effort (cont’d)?
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• MTC requiring that AC become more efficient
• New Supervisors—sink or swim
• ATU has requested joint training with management.
Mediation training in last ATU contract.
• AFSCME contract language includes a commitment to
employee development
• Staff development is an imperative organizational need
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Process Research Included:
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1. Reviewed Internal documents
2. Conducted 23 AC interviews in Executive/Managerial positions
3. Conducted 16 AC focus groups by function
4. Interviewed 4 Transit Agencies for best practices
5. Interviewed 5 non-transit organizations for best practices
6. Analyzed ASTD 2013 Annual Report
7. Reviewed ISI/Eno Mid-Manager Skills Assessment
8. Researched local colleges and universities for offerings
9. Researched industry Associations, Consortiums & Institutes for
offerings
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Approach 1:1 Interviews
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1:1 Interviews Number of Interviews
General Manager 1 Chiefs 6 Directors 6 Managers 4 Superintendent 1 Other Key Staff, i.e. SME’s, AFSCME 5
Total: 23
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Approach Focus Groups: 16 Total
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• Administration • Analysts • Operations Supervisors • Maintenance Supervisors • Dispatchers • Finance • Training • Procurement
• Procurement • Information Services • Engineering • Planning & Grants • General Services • Customer Service
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Consultant Observations
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Positive: • Managers updated and revised job specifications
• AC has adopted PM system—Cornerstone
• Mr. Armijo—goal/KPI focused and communication has improved
• Employees eager to learn, develop and excel at their jobs
• Strong desire to get learning and development back in the organization.
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Limited understanding of basic organizational information
Lack of role clarity in given jobs
Lack of budget consciousness
Learning and development is not represented functionally in the Agency
Lack of organization-wide systems use and knowledge, i.e. PeopleSoft
Departmental business processes are lacking; limited knowledge outside/inside function
Learning occurs informally and is self-driven
Documentation is needed, i.e. processes, employee performance
10
Summary of Key Findings:
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No employee onboarding or orientation exists
Cornerstone underutilized and not leveraged
PM not common managerial practice
Organizational communication gaps exist—pockets of knowledge
Communication—the most highly requested professional skill needed
Leadership, Supervisory and managerial skills needed at all levels especially with heightened expectations of “high performance”
AC culture –opportunity to embrace professional growth =retention
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Summary of Key Findings (cont’d):
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Findings – Bottom Line Up Front (BLUF)
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1:1 Interviews
Professional Skills Needed to be Successful in Position
• Communication
• Creative Problem Solving
• Customer Service
• Project Management
• Time Management
• Team Skills
• Management Skills
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Findings – BLUF
13
1:1 Interviews
Technical Skills Needed to be Successful in Position
• MS Office
• Computer Skills
• PeopleSoft
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Findings – BLUF
14
1:1 Interviews
Knowledge Needed to be Successful in Position • Transit Industry Knowledge • AC Transit Knowledge • Principles, policies and practices of position • Pertinent local, state and federal laws, rules and regulations • Motivation • Business report writing • Conflict resolution • Team building • Leadership
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Findings – BLUF
15
1:1 Interviews
Management Support Needed to be Successful in Position
• Training
• Communication
• Financial support
• Embrace professional growth/development
• Support for departmental decisions
• Increased responsiveness/Timely responses
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Findings – BLUF
16
1:1 Interviews
Obstacles to Being Successful
• Short staffed
• Lack of support from management
• Resistance to change
• Lack of flexibility in workforce
• Lack of efficiency
• Lack of resources
• Purchasing and Procurement
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Findings
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1:1 Interviews: Questions 6, 7 & 8 6. Method of acquiring skills,
knowledge, behaviors? 7. How Effective Is It?
Avg. Rating 8. How efficient is it?
Avg. Rating # of
mentions/ 23 total
(Method) (You see the skills/ behaviors back OTJ)
(Occurs when needed and value for the money)
Conferences, i.e., APTA, Eno, Trade related
4.1 3.7 9
OTJ Exposure 3.7 2.9 7
Go outside company as needed--training
4 4.2 5
Reading and Research on own 4 3.4 4
Certifications and Colleges 4.8 4.4 4
Networking 3.3 2.7 3
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Findings
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1:1 Interviews: Questions 6, 7 & 8 (Cont’d.) Volunteer on Task Force, Teams 4 3.5 2
Go to SME’s for help 4.5 3 2
State, County, Federal Regulatory Training--webinars
2.8 3.5 2
Formal Education 3 3.5 2
Cornerstone OnDemand training--internal
4 4.5 2
Self-taught 4 4 1
Webinars, i.e., APTA 3 3 1
YouTube Video Tutorials 2.5 3.25 1
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Findings
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Focus Groups: Skills, Behavior & Knowledge
Knowledge of AC Transit
Professional/Managerial Skills
Managing Up
Supervisory/ Management Skills
Performance
Management
Goal
Setting
Accountability
Leadership
Coaching
Motiv-ating Other
Individual Skills
Time Manage-
ment
Project Manage-
ment
Critical Thinking
Creativity
Systems and Computer Skills
Prima-vera
PeopleSoft and
Office
Share Point
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Findings – BLUF
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Focus Groups
Training Needs • Computer Skills • Cross Departmental Training • Job Specific Training • Management Training • Training at industry conferences – to stay current on trends and for
networking purposes • Customer service – internal and external
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Focus Groups Focus Groups: BLUF
Management Support • More communication from management • Acknowledgement/Appreciation/Recognition • More inter-departmental communication • Performance reviews/Feedback • Technical support • Direction on prioritization • Provide consistent opportunity for education and training
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Best Practices & Offerings
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• Public Transit
• Non-Transit
• APTA
• American Society of Training & Development Annual Report
• Transit GM/CEO Mid-Level Manager Survey Findings
• Colleges and University Offerings
• Associations, Consortiums, Institute Offerings
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Kirkpatrick’s 4 Levels of Evaluation
Level 1: Reaction
Level 2: Learning
Level 3: Behavior
Level 4: Results
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Findings:
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Public Transit - Summary:
Consistent: Each agency was fully committed to employee development strategically
and financially.
• Each agency desired to provide a “blended” learning approach but none had truly embarked on it as of yet.
• Most programs’ success was based on “smile sheets” (Level 1).
Exception—OCTA: use 360 feedback pre/post to gauge behavior change back on the job, retention, internal promotions (Levels 3 & 4)
Inconsistent: Approach to employee learning and development.
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Transit Practices Highlights: OCTA: Succession Planning—LDA & MDA
UTA: Decentralized, ADDIE Framework (Analyze, Design,
Develop, Implement, Evaluate) LACMTA: Customized/Intact Team Support; Multi-Agency
Exchange Program (MAP) WMATA: Comprehensive Leadership Program—top to bottom
(2014 start)
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ASTD State of the Industry Report
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Data Reflects ASTD’s Best Award Winners: • Organizations with 500 to 9,999 employees invest on average $964/employee
annually. • Percentage of payroll is 3.6% • Annual average number of training hours per employee is 30.3. • Employees per Learning and Development staff member= 299:1
Expenditure Distribution (Consolidated)
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Overarching Recommendations:
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• Create and fund a staff development unit at AC Transit • Address pressing needs immediately • Continue to evaluate needs, revise and expand staff development capabilities • Institutionalize learning and development (DNA) versus “check the box” • Create an on-boarding process for new employees
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Recommendations AC Transit Training and Development Needs
Year 1 •Addressing pain points and
creating the foundation.
Years 2 and 3 •Crafting professional
development for long-term success. Current job
focused.
Year 4 + •Ensuring employees have
the skills to be successful today and into the future.
Future job focused.
Institutionalizing Employee Development
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Recommendations Year 1
Systems and Software;
PeopleSoft • Define business
processes, streamline and improve
• Maximize People Soft potential to analyze and run the organization
• Core training • Select
departmental subject matter experts
Onboarding/ Orientation
• Initial integration of new employees
• Identify tasks that must be done prior to new employee's first day and first 30 days
• Discern what new employees need to know in order to be successful
• This also pertains to all AC Transit employees
Managerial/
Supervisory Skills • Executive leaders
take the lead on skills development
• Provide consistent supervisory experience for employees
• PM: Cornerstone; writing/delivering performance reviews; developing employees
• Focus on addressing quality of work, productivity, and the attitude of the employees they direct
Professional Development Staff
• Training and Development Manager to oversee programs and requests
• Administrative person to handle registrations and tracking (possible later phase)
• Oversees Professional Development Advisory Committee
Internal Communication
System and Structure • Process-map how
information flows in the organization
• Implement structured systems to ensure consistency and timeliness of information
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Recommendations Year 2-3
Curriculum Development
•Compliance • Individual
professional skills • Functional
professional skills • Internal and external
offerings
Continuous Improvement
•Organized and structured
• Increasing quality and productivity
•By department, process mapping key activities to identify ways to improve and become consistent
Institutionalize Leadership
Competencies
• Implement Leadership Program built around the competencies
Employee Development as a Strategic Initiative
• Incorporated into strategic plan
• Level 4 measures (bottom-line) identified and tracked
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Recommendations Year 4+
Succession Planning
• Identify bench strength to three levels down in the organization
• Implement succession planning process
• Formalize development for key talent
• Access industry development sources
Learning Management System
• Implement tracking and functionality of system
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Process Connection Optimizing Cornerstone OnDemand Performance Management System
2014 Continue using Goal
Setting and Performance Review
system
Align individual goals to business strategies
Train Managers on using KPI Dashboards during performance
discussions
Institutionalize performance
discussions by tracking them
2015-2016 Create customized
Leadership Competency 360
assessment - roll out with all executives
Implement Competency-based
Development Planning
2017-2018 Roll out Leadership
Competency 360 assessment down to
managers and supervisors
Implement Succession
Planning system to track talent and maximize development opportunities
Begin implementing Compensation Modeling and
Budgeting Modules
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Costs/Budget Estimations for Year One: $260K: Two Staff Development employees (duties combine high level and
administrative responsibilities) $10K: Training software implementation costs – one time $10K: On-going training software license fees $20K: Supervisory performance management skills training programs $15K: Miscellaneous materials, etc. $25K: On-line $15K: Off-site computer skills training $20K: Consultant for joint ATU/Management training on mediation and conflict
management $35K: Purchase of continuous improvement related training materials and tools
including train the trainer for delivery. TBD: Consultation to develop Onboarding process, Orientation program, Internal
Communication process mapping, Executive leadership 360 process and coaching, Assisting HR with Staff Development integration and roll-out (roles, responsibilities, success metrics, etc.)
Total: $410K +
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Benefits: Creates a workforce that has the skills, knowledge, and abilities to
execute and achieve.
Engages employees and holds them accountable to measurable performance goals.
Raises the bar in terms of expectations.
Drives performance in the organization.
Retains the best and brightest.
Secures long-term viability and success of AC Transit.
Instills a sense of pride and motivation. Sends the message that continuous improvement is expected at all levels
and in every job.
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Final Thoughts—From the GM
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“As leaders of AC, here are what I ask of you…insist that you and your teams take a higher view of what’s possible and be accountable for all of your decisions. Be adaptable and not stuck in old ways of thinking. Encourage people to think critically and debate all sides of an issue. Insist on cross-functional decision making versus silo’d. No fence sitting allowed. CHOOSE, COMMIT and ACT with URGENCY. Do more than what’s asked of you, even if it means extra hours. Recognize and appreciate daily those employees who make us great at what we do. Grow and develop your people. Take on your role as a people manager first and foremost. People don’t leave organizations, they leave bosses.”
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