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Changes to the plan's strategies and targets that are identified Keys to Success and Lessons Learned
are brought to executive management for approval.
The agency's mission, vision, and strategic plan are clearly
understood by all levels of management and employees. The
Plan Implementation budget and the long-range business plan are linked to the strate-
gic plan. Strategies are viewed from a cross-functional team
For implementation, DART uses a "Leadership System" based basis and are measurable and driven through the organization.
on the concept of strategic alignment; a process designed to
ensure that employee jobs and performance are aligned with DART's initial effort in developing the strategic plan was
the agency's mission, direction and board goals, and policies. much more detailed--more of an action plan. It had to be
This system is illustrated in Figure 3. changed more often than desired as projects were completed.
DART therefore created a more "global," usable plan that
The annual budget and capital program are directly would serve the agency for a longer term.
linked to the strategic plan. The agency rates itself as "fairly
effective" in terms of implementation (a rating of 3 on a Originally DART's major challenge was in being able to
scale of 1 to 5). obtain all the necessary information on a timely basis from the
numerous individuals involved. Currently, deadlines are set
and individuals are designated with oversight responsibility
Significant Benefits to provide the required information within the time frame.
The strategic planning process is considered to be "very use-
ful" (a rating of 4 out of 5) as a management tool for holding LOS ANGELES COUNTY METROPOLITAN
departments accountable for results based on performance TRANSPORTATION AUTHORITY
metrics that are linked to strategies. One specific benefit cited Agency Description
was its use during a major cost-cutting effort, when staff was
able to show the board the impacts on the plan if cost-cutting LACMTA is one of the biggest transit systems in the coun-
measures the board was recommending were to be adopted. try. It serves one of the largest and most populous metropol-
More generally, the plan has provided a tool for prioritizing itan counties--9.6 million people and 1,433 square miles. It
projects and making management decisions based on their operates more than 1,900 buses and 60 miles of rail service,
impact on the plan. and employs more than 9,000 individuals.
Board Policy Management Action Plans Employee
and Direction and Performance Measurements Performance
Mission Statement Vision Statement
DART's and Values Sr. Mgt's PMP*
Purpose Vision of Success and FY Business Plan Agency/Modal Scorecards
How We Treat Each Projected Operational and Departmental Scorecoards
Board Goals Other Financial Performance Work Program Initiatives
Broad Agency-wide Competencies/KSAs**
Objectives Organizational Values
Strategic Plan
System Plan Management's FY Budget
Commitments on Strategies to Achieve Revenues & Expenses Employee PMP*
Future System Board Direction Variance Explanations Regular Assignments (Section
Build-out Scorecards)
Financial Plan
Work Program Initiatives
20-year Projections
Competencies/KSAs
Financial Standards Other Strategic Input Sources/Uses of Cash
Organizational Values
Expected Business Ext. Climate Review Affordability of Plans
Results and Surveys
Debt Limits Texas Quality Feedback
Business Results * Performance Management Plan
Benchmark Studies
Board Policies ** Knowledge, Skills and Abilities
Broad Direction on
Certain Issues
FIGURE 3 DART's leadership system and strategic alignment process (Source: DART FY 2004 business plan).
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In addition to operating an extensive transit system,
LACMTA also funds 16 municipal bus operators and a wide
Vision
array of transportation projects that include bicycle and pedes-
trian facilities, local road and highway improvements, goods Developed by
movement, and the Freeway Service Patrol and call boxes. Management, Mission
The agency is unusual in that it also serves as the federally Approved by CEO
required MPO for the region. Core Values
Strategic Plan Document
Goals
LACMTA developed its first strategic plan (called a Strate-
gic Business Plan) for the FY 0103 period. It included a
mission, vision, and goals. The goals were organized in a bal- Objectives
anced scorecard framework with each supported by more Developed by
detailed goals and objectives. Management, Strategies
Approved by CEO
The strategic plan (now called a Strategic Performance Actions
Program) was redone for FY 0307. It retained much of the
structure of the previous strategic plan; that is, a mission,
Key Performance
vision, and goals; detailed objectives; and KPIs. However, a Indicators
new element was the inclusion of agency "core values." In
addition, it began to move the organizational goals and
objectives down to the departmental and individual levels.
Service Delivery and
Evaluation
LACMTA regards its strategic plan as a "living docu-
Implementation & Managers and
ment" and "evolving plan," not as a rigid or fixed document.
Accountability Supervisors
The plan is updated on an annual basis.
Individual
Performance
Plan Development
Development of the most recent plan began in January 2002
FIGURE 4 LACMTA strategic planning process (Source: MTA
when the CEO initiated an internal process that involved a Strategic Performance Program, FY 20032007).
cross section of 70 team leaders. This group met on six dif-
ferent occasions to discuss the agency's services, programs,
possible strategic approaches, and how the success of the
agency's efforts could be measured. The following seven Plan Implementation
organization-wide strategic goals were developed:
To help move from planning into implementation, the agency
1. Create a "safety" conscious culture throughout the MTA used several noteworthy strategies:
and its customers and business partners.
2. Improve transit systems. · The CEO held an all-hands meeting of key management
and staff to communicate the details and importance of
3. Attract, develop, and retain employees.
the strategic plan. Television monitors were used for
4. Create a positive image of the MTA.
staff who could not physically attend.
5. Deliver quality capital projects on time and within
· Each business unit was also asked to hold an all-hands
budget.
meeting to communicate the strategic plan. Each unit
6. Provide leadership for the region's mobility agenda was given a video presentation in which the CEO empha-
through responsive planning and resource allocation. sized the importance of achieving the strategic business
7. Improve the efficiency and effectiveness of the agency. goals of the agency.
· The strategic goal teams met monthly or bi-monthly
Specific objectives were identified for each goal, and with facilitators from the Organizational Development
implementation strategies, action plans, and KPIs were then and Training Department, who coached them in regard
developed that assigned responsibility to key "management to goal attainment.
owners" and "team support partners." A consultant was used · Executive management held quarterly review sessions
during the planning process to help facilitate the strategic plan- where goal team members were recognized for their
ning meetings. The process is shown graphically in Figure 4. accomplishments and for meeting their milestones.
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· The KPIs are reported to the chief financial officer on a · Provision of a foundation for how the agency will meet
quarterly basis as part of the operating management and Los Angeles County's transportation needs.
budget process. · Identification of the goals, objectives, strategies, and
action steps required for the agency to be successful.
This process is depicted by the Leadership Model that · A description of where the agency wishes to be, what it
LACMTA uses to "cascade and communicate" the strategic does, and how it will conduct day-to-day business.
plan agency-wide (see Figure 5). Its purpose is to help ensure
that the strategic plan is understood at every level and across More specific benefits described were:
all transit modes, and to encourage the commitment, energy,
and hard work of all agency employees. It shows how the · Introduction of "Safety First" as a new program initia-
agency-wide vision, mission, and values are used to provide tive to reduce accidents and injuries by 51% (an out-
a framework for strategic goals and objectives, and these are growth of Strategic Goal 1).
in turn integrated with the budget and performance manage- · Development of a Return-to-Work Program for former
ment processes. This includes a linkage to each employee's LACMTA employees (an outgrowth of Strategic Goal 3).
role and responsibilities and to his or her compensation. · Creation of a more positive image for the agency, includ-
ing a Metro logo and a new brand marketing approach
The agency has recently developed performance appraisal to improve the public's perception of the agency (an
forms that are directly tied to the strategic plan goals. Each outgrowth of Strategic Goal 4).
year the agency reassesses its performance, goals, and objec- · Improvement in the efficiency and effectiveness of
tives in view of its budget appropriations. The respondent the agency including streamlining of the top internal
rated the agency as "very effective" in terms of implement- processes (e.g., payment of bills, procurement, and
ing the strategic plan (a rating of 4 on a scale of 1 to 5). employee recruitment and selection) (an outgrowth of
Strategic Goal 7).
Significant Benefits
Keys to Success and Lessons Learned
The survey respondent believes that strategic planning has
been "extremely useful" at the agency (a rating of 5 on a Part of the success of the agency's strategic planning process
scale of 1 to 5). Key benefits cited included: is attributed to its collaborative and cross-functional nature.
Communicate Agency-wide Vision, Mission & Values
Cascade to Middle Management &
Frontline Supervisors
Integrate Strategic Goals and Objectives into
Communication and Teamwork
Budget and Performance Management Process
Reinforcemen t
Produce an Integrated Strategic Plan for Agency
Linkage to Performance-based Compensation
Oversight & Monitoring--Develop and Coordinate
Action Plans to Support Goals & Objectives
Employees--First Point of Contact with Clients and Customers
Goal Achievements
Identification of Every Employee's Individual Roles &
Responsibilities
Teamwork and Responsible for Implementing Goals Teamwork
Accountability Responsibilities
Performance-based Compensation
Assessment of Individual Contributions and Attainment
towards Supporting Agency Goals and Objectives
Planning Oversight and Monitoring
FIGURE 5 LACMTA leadership model (Source: MTA Strategic Performance Program, FY 20032007).
