OCTA Strategic Planning

March 8, 2011

STRATEGIC PLANNING FOR PERFORMANCE-BASED MANAGEMENT

Strategic Planning

Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

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Trends affecting OCTA• Challenges of constrained resources• Promises to deliver transportation solutions remained

unchanged• Recent and sustained attention to government

operations (need for transparency)• Need to bring greater focus to OCTA service delivery

and performance• Transform OCTA into an outcome-oriented

organization

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Purpose/Objective of OCTA Strategic Plan

• Define future business strategies• Establish priorities on allocating resources to pursue strategy,

including its capital and people• Focus goals and strategies to:

– fulfill missions– meet governmental mandates– satisfy constituents– create public value in the future.

• Create a performance-based approach to achieving goals

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Phase One

Consultation• Opinion Leaders• Employee Survey• Employee Focus

Groups• Department SWOT

Meetings

Board Adoption

Development• Values• Vision• Mission• Goals • Objectives• Strategic

Initiatives• Balanced

Scorecard

Board Mid-

Course Review

Board Workshop

Strategic Plan

Research• Combined

Planning Document

• Best Practices

Phase Two

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• Insert actual Plan Framework diagram here

Trends• Increased use of “dashboards” or “scorecards” to

inform • Application of balanced scorecard to monitor

organizational performance from four key perspectives – customer, employee, financial and process

• Measurements to include all aspects of operation• Greater use of performance measures to secure

specific outcomes

Balanced Scorecard to Measure Performance and Progress

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Performance-Based Management • Communicate results of

programs and services • Provide better

information for effective decision-making including resource allocation

• Supply continuous feedback for performance improvement

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Performance-Based Management • Measure progress in terms meaningful to customers

and employees• Ensure programs and resources are aligned with

mission and desired results• Increase organizational accountability

– Frequent reporting and relentless follow-up– Decisions driven by timely, accurate and pertinent data– Reward and recognition for individual and

organizational results• Use a balanced scorecard “dashboard” to monitor

progress

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Strategic Initiatives from 2011 to 2016

• Deliver the Capital Action Plan

• Create and Implement a Vision for the Future Transit System

• Sunset Measure M1 and Advance Measure M2

• Strengthen Regional Connections

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Strategic Initiatives from 2011 to 2016

• Enhance Customer Satisfaction

• Ensure Fiscal Sustainability

• Promote Environmental Sustainability

• Pursue Public-Private Partnerships

• Sustain Organizational Excellence

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Questions and Answers

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