Knowledge Management Resource to Support Strategic Workforce Development for Transit Agencies (2017)

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7-1 Chapter 7: Outcomes of Effective Knowledge Management in Transit Agencies Implementing KM in a transit agency may seem overwhelming or difficult for those who have not seen knowledge capture, retention, and transfer strategies successfully utilized. This chapter highlights success stories of KM implementation and use in various transit agencies, regardless of whether the transit agency considered their activities to be formal KM practices. This chapter consists of profiles of effective KM-related initiatives currently in practice at transit agencies of various sizes, modes, and locations. While transit agencies across the industry are experiencing a critical need for KM, these needs are often overshadowed by the day-to-day activities that must be performed to ensure that operations and maintenance are running smoothly and service demands are being met. There is also the added challenge of identifying available resources – including staff, funding, and time – to plan and implement KM initiatives. Additionally, transit agencies may face other challenges associated with the types of services they provide, size and operating characteristics, the unique demands of their service area, and other transit agency specific factors that seem to take precedence over focusing on implementing strategies related to KM. The profiles in this section demonstrate how small, midsize, and large transit agencies across rural, small urban, suburban, and urban areas overcame these challenges and focused on implementing KM-related strategies. Furthermore, these profiles provide examples of how multiple strategies can be combined to create a more cohesive KM program. Each profile includes details regarding the following: KM strategies used Why KM was implemented Key resources for KM implementation Implementation steps Challenges and successes experienced Potential enhancements to improve the strategies These profiles reveal there is no one-size-fits-all approach to KM. Instead, there are many ways transit agencies can implement and combine strategies depending on their needs and available resources. The profiles also demonstrate the variety of workforce and operational challenges that transit agencies can overcome through KM, such as lack of cross-functional communication and understanding, upcoming retirements and the resulting loss of knowledge, and inconsistencies across functional areas (e.g., finance, HR, safety, operations, maintenance). While some of the profiles depict programs that have been successfully implemented, others depict transit agencies that are currently undergoing the planning and development phases and how they are carrying out these phases. Table 7-1 provides an overview of the profiles included in this chapter. Although the profiles reflect real KM initiatives currently in use, identifying information for the individual transit agencies has been removed. Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-2 Table 7-1: Transit Agencies Highlighted in This Chapter Type of Transit Agency KM Focus KM Strategies Utilized Small Transit Agency A Knowledge Capture Knowledge Transfer Process Mapping to Facilitate KM Knowledge-Sharing Forums Cross-Agency Knowledge Sharing Small Transit Agency B Knowledge Retention Knowledge Transfer KM Culture Utilizing Knowledge Repositories Knowledge Forums Build Top-Level and Frontline Support Small Transit Agency C KM Planning Knowledge Transfer Prepare Knowledge Networks Cross-Functional Team Building Midsize Transit Agency A Knowledge Planning Knowledge Retention Knowledge Transfer Prepare Knowledge Networks Utilize Knowledge Repositories Identify Succession Planning Needs Coordinate Mentoring Opportunities Implement Cross-Functional Team Building Midsize Transit Agency B Knowledge Retention Knowledge Transfer Mentoring Opportunities Maintain Updated SOPs Cross-Agency Knowledge Sharing Midsize Transit Agency C Knowledge Planning Knowledge Retention Knowledge Transfer Identify Succession Planning Needs Mentoring Opportunities Maintain Updated SOPs Cross-Agency Knowledge Exchange Midsize Transit Agency D Knowledge Capture Knowledge Retention Conduct Knowledge Interviews Maintain Updated SOPs Large Transit Agency A Knowledge Capture Knowledge Transfer KM Culture Process Mapping Maintain Updated SOPs (Document Management) Building Top-Level Support Large Transit Agency B KM Planning Knowledge Retention Process Mapping Whiteboarding Large Transit Agency C Knowledge Transfer Career Pathways Training Mentoring Opportunities Large Transit Agency D KM Planning Knowledge Retention Knowledge Transfer Utilizing Knowledge Repositories Identifying Succession Planning Needs Mentoring Opportunities Workforce Meetings Large Transit Agency E KM Planning Knowledge Retention Knowledge Transfer Identify Succession Planning Needs Develop Internship Program Develop Tools Maintain Updated SOPs Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-3 KM Prepares the Organization for Employee Departures Small Transit Agency A Small Transit Agency A is a county-wide transit agency that is overseen by an elected Board of Directors. Due to turnover and the resulting knowledge loss, the transit agency realized the need to begin using KM strategies to ensure that new employees would be able to carry out their job responsibilities effectively. Currently, KM in this transit agency focuses on the following activities: Process mapping Internal knowledge-sharing forums Cross-agency knowledge sharing Small Transit Agency A is in the initial phase of process mapping. The starting point for this strategy is to break each of the processes that occur within the transit agency down into subcomponents that employees can easily understand. When working through the processes and their components, transit agency leadership believes it is important for mistakes to be tolerated because they can serve as learning experiences. This requires patience with new employees who are being introduced to unfamiliar processes. To support the mapping effort, the transit agency is committed to updating the process maps quarterly to ensure accuracy. To facilitate knowledge-sharing forums among its employees, Small Transit Agency A utilizes an IT platform. This platform allows employees to access information and learn about each other’s jobs. This knowledge-sharing platform is not designed for employees to learn detailed job processes and gain job- relevant knowledge to replace other employees, but rather to provide an idea of how each job functions, thus stimulating collaboration and understanding across the transit agency. Finally, Small Transit Agency A participates in knowledge-sharing activities with other local transit agencies to jointly build on employees’ knowledge while learning what other transit agencies are doing to carry out their mission. This collaboration also allows for the pooling of resources, which can be highly beneficial in a small transit agency. With the cross-agency collaborations, Small Transit Agency A participates in face-to-face meetings every other month, using teleconference meetings during the months when face-to-face meetings are not held. Interactions are also facilitated through online tools, such as Basecamp, that allow for collaboration and sharing of information regardless of a transit agency’s location. Through these interactions, transit agencies learn from one another and become more successful in delivering their services. Together, these KM strategies help Small Transit Agency A retain important organizational knowledge, share information and build collaboration among employees, and work together with other transit agencies to overcome challenges. Knowledge Capture Small Transit Agency A: KM Prepares the Organization for Employee Departures Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-4 KM Strategy Overview Small Transit Agency A Transit Agency Demographics Overview of KM Strategy Use Bus Services (including deviated fixed route, Dial-a- Ride) KM Strategies Utilized Process Mapping Knowledge-Sharing Forums Cross-Agency Knowledge Sharing 42 employees Focus of This KM Effort Knowledge capture Knowledge transfer Serves rural and some suburban areas of a county Type(s) of Knowledge Explicit Why did this transit agency determine that these KM practices were needed? Experienced issues with employees not knowing and understanding others’ positions and job functions Time consuming to bring new employees up to speed Unsuccessful knowledge transfer between departing employees and successors Implementation Information Key Players General Manager Consultants Employees Peers from Other Transit Agencies Key Resources for Successful Implementation Create an understanding of the key components of processes Learn from mistakes when completing processes and use those mistakes as a teaching experience Be patient with new employees and break processes down further, if needed Regular updating of processes Utilize a transit agency peer network for support and information Implementation Steps Utilize Process Mapping 1. Identify processes that occur within the transit agency. 2. Break down the processes into smaller pieces. 3. Share information about processes across employees. 4. Identify mistakes made in implementing processes to create learning experiences. 5. Determine where there are breakdowns in the process or communications about it to clarify communications. 6. Update processes quarterly to ensure accuracy. “Using KM allows people to learn what others do and forces people to not hoard knowledge.” Knowledge Capture Small Transit Agency A: KM Prepares the Organization for Employee Departures Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-5 2. Select technology solutions that meet transit agency knowledge-sharing needs. 3. Train employees to use software to share necessary knowledge. Greatest Challenges KM Successes Lack of time to implement the strategy; challenge overcome through executive commitment to the strategy’s outcome Employees have little understanding of technology platform and how to use it effectively; challenge overcome by hiring consultants that provide training and guidance on the technology Employees have an understanding of how other job functions are carried out Another employee can successfully step in and take over for an absent employee Knowledge hoarding has been minimized Multi-agency problem solving facilitated action and understanding for the transit agency Potential Future KM Enhancements Training resources for onboarding employees that are new to transit Strategies to help retain current employees Knowledge-sharing forums in smaller transit agencies have a high probability of being a success because these transit agencies have a relatively low number of employees, often resulting in a need for increased communication, collaboration, and trust among employees and some level of job skill redundancy, particularly among supervisors, dispatchers, and drivers. One element impacting smaller transit agency operations is whether or not vehicle maintenance is performed in-house or outsourced. In-house maintenance provides knowledge-sharing forum opportunities for supervisors, bus drivers, and mechanics. Outsourced vehicle maintenance requires transit agency staff to conduct quality control on the maintenance activities performed by the outsourced entity and creates the opportunity for productive knowledge-sharing forums involving outsourced vehicle maintenance staff and internal transit staff. Knowledge Capture Small Transit Agency A: KM Prepares the Organization for Employee Departures Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implement Knowledge-Sharing Forums 1. Identify contractor to support IT-based, knowledge-sharing platform and oversee implementation of knowledge sharing.

7-6 KM Promotes Knowledge Sharing Across a Community Small Transit Agency B Small Transit Agency B, which operates through a private non- profit organization, provides various transportation services using a broad network across a three-county region. Specifically, this network consists of Over 100 community partners 97 internal employees Over 400 volunteer bus drivers To facilitate knowledge sharing and retention across this network, Small Transit Agency B implemented knowledge repositories, as well as knowledge forums. It also developed strategies to build top-level and frontline support for the various KM initiatives. Planning for and implementing these initiatives required a significant time investment, but as a result, Small Transit Agency B has been able to build a knowledge-sharing culture throughout its network. It houses all operational manuals in an online electronic repository that can be accessed by all internal staff and volunteers and easily shared with community partners. Not only are users given access to view all manuals, they also have access to revise manuals as processes and technology change. This system helps all employees, volunteers, and partners share and retain knowledge. To ensure all knowledge documented is accurate, Small Transit Agency B conducts quarterly quality control meetings. It also hosts annual meetings with community partners, providing a medium for in-person knowledge exchange to take place. KM Strategy Overview Small Transit Agency B Transit Agency Demographics Overview of KM Strategy Use Bus Services (Including deviated fixed route, rural general public, and human service transportation) KM Strategies Utilized Utilizing Knowledge Repositories Knowledge Forums Build Top-Level and Frontline Support 97 employees, over 400 volunteers Focus of This KM Effort KM culture Knowledge retention Knowledge transfer Serves a three-county region Type(s) of Knowledge Explicit Tacit Knowledge Capture Small Transit Agency B: KM Promotes Knowledge Sharing Across a Community Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-7 Why did this transit agency determine that these KM practices were needed? Increase and promote knowledge- sharing both internally and externally with community partners Ensure adaptability in a dynamic environment Implementation Information Key Players Board of Directors Internal Staff Community Partners Key Resources for Successful Implementation Establish electronic tools for effective knowledge sharing Review and update manuals on periodic basis to ensure accuracy and relevance of materials Implementation Steps Utilize Knowledge Repositories 1. Gather input from employees and community partners regarding formatting and content of online materials that would be useful to them. 2. Compile all manuals in an electronic platform accessible to internal staff and external community partners. 3. Provide all individuals who could be users of these manuals access to view and edit all manuals and related documentation. 4. Conduct quality control meetings on a quarterly basis to review manuals for accuracy. When designing and delivering transit service, transit agencies often work closely with a transportation network that includes human service entities or advocates who support the transportation requirements of the elderly and those with functional needs. In addition, some smaller transit agencies use volunteer bus drivers for these services. When the network is spread over a large geographical area, it is difficult to bring people together for regular training events or safety meetings, thus presenting safety and training challenges. Operational manuals are an effective tool to support transit service delivery and provide consistent operating procedures to guide all transportation-related activities throughout the network. These manuals need to be disseminated to the appropriate individuals. An electronic platform can be the most logical method for providing access to drivers, supervisors, dispatchers, and managers. However, the inherent downfall of an electronic knowledge repository platform is that some who need to access the information may have limited technological skills, become frustrated, and not use the manuals. Therefore, knowledge repository platforms must be simple to navigate, and users must be provided with written instructions that they are trained on and can then refer to as needed. “We are as successful as we are because we value every single person’s knowledge base.” Knowledge Capture Small Transit Agency B: KM Promotes Knowledge Sharing Across a Community Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-8 Implement Knowledge-Sharing Forums 1. Plan annual knowledge-sharing meetings for all community partners. 2. Identify relevant individuals to attend forum. 3. Coordinate meeting logistics to ensure meetings are effective. 4. Develop a culture of participating in meetings and sharing knowledge; have executives lead by example and participate. Build Top-Level Support for KM 1. Communicate KM benefits and obtain support from Board of Directors. 2. Offer the board opportunities to gain knowledge relevant to the transit agency or its practices. Build Frontline Support for KM 1. Create a culture that allows people to experiment with new ideas about how to get things done by encouraging employees to provide new strategies to accomplish the transit agency’s mission. 2. Encourage openness between employees and leadership as a means to facilitate knowledge sharing and retention. 3. Ask employees for their input into work processes and KM strategy implementation. Greatest Challenges KM Successes Strategies require extensive time, effort, and commitment from those involved; challenge overcome by illuminating the benefits the strategies would bring to the transit agency, employees, volunteers, and customers Sharing, utilizing, and valuing every employee’s knowledge and skills Sharing and exchanging knowledge with community partners across a large region Knowledge Capture Small Transit Agency B: KM Promotes Knowledge Sharing Across a Community Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-9 KM Promotes Employee Awareness of Transit Agency Work Small Transit Agency C Small Transit Agency C, a small urban transit agency, was encouraged to begin implementing KM strategies when it realized the negative impact the departure of a key employee, who was preparing for retirement, would have on the transit agency. Prior to this realization, the transit agency relied heavily on the specialized knowledge and skills of individual employees to ensure effective operations. However, having highly specialized employees made those employees very difficult to replace in the event of turnover. Furthermore, due to other pending retirements, the transit agency was at additional future risk of losing critical institutional knowledge. To reduce this risk and increase redundancy in each employee’s breadth of knowledge and skills, the transit agency began practicing knowledge mapping and cross training. While the transit agency is currently in the process of implementing these strategies, it is already seeing positive results. For example, an employee preparing for retirement cross trained a maintenance employee in programming duties that only the retiring employee had the knowledge to perform. The maintenance employee then passed down this specialized technical knowledge by training another employee, so now there is more than one individual with the knowledge to perform the job. Additionally, the agency was able to leverage existing resources, including activity logs and manuals, to help prepare knowledge networks. These resources are used to identify critical tacit knowledge that must be shared with others to reduce risk. KM Strategy Overview Small Transit Agency C Transit Agency Demographics Overview of KM Strategy Use Bus Services (Including fixed routes, inner city services, and paratransit) KM Strategies Utilized Prepare Knowledge Networks Cross-Functional Team Building 20 employees Focus of This KM Effort KM planning Knowledge transfer Serves a three-county region Type(s) of Knowledge Tacit Knowledge Capture Small Transit Agency C: KM Promotes Employee Awareness of Transit Agency Work Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-10 “I’m trying to make sure people are aware of what I do, how to do it, and how to do it without me.” Why did this transit agency determine that these KM practices were needed? Ensure continuity during employee turnover Reduce risks associated with vacant positions by increasing employees’ breadth of knowledge and skills Implementation Information Key Players Senior Management Employees Key Resources for Successful Implementation Leverage existing processes Utilize manuals containing written documentation and instructions Implementation Steps Prepare Knowledge Networks 1. Identify existing documents or resources that can provide information regarding organizational processes and how they work. 2. Use existing timekeeping system to determine who does what work and with whom (or where in the organizational structure) information resides. 3. Review activity logs used by accounting staff for tracking activities performed under various funding sources. 4. Develop training framework based on activity log entries. Utilize Cross-Functional Team Building 1. Identify areas of risk (e.g., where organization is only one employee deep and there is no skill redundancy) as a means to prioritize cross-training activities. 2. Create a sense of urgency so that employees are motivated to share and learn necessary knowledge. 3. Provide training for individuals identified as successors to departing employees, as well as for employees from other functions, to build skill redundancy. 4. Assign the trained individuals to teach others, thus continuing the knowledge transfer process across the transit agency; having employees teach others the knowledge and skills they learned retains that knowledge within the transit agency. Knowledge Capture Small Transit Agency C: KM Promotes Employee Awareness of Transit Agency Work Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-11 Integrate knowledge interviews into annual personnel evaluation; use the knowledge captured for cross training. Conduct annual evaluations to determine training benchmarks and needs. Greatest Challenges KM Successes Timing of KM strategy implementation at the same time as employees are departing; challenge overcome by initiating KM activities well before projected employee turnover Employee resistance to change and lack of adaptability to new environment; challenge overcome by providing employees information on the benefits of change to create a culture in which change is accepted Remaining current with all policies, procedures, and regulations; challenge overcome by making sure that an employee(s) is responsible for tracking changes and updates and ensuring that there is a mechanism for sharing this information Deepened bench of employees with cross-functional knowledge reduces risk caused by employees leaving the transit agency Created redundancy of employee skills and ability to support continuity of work in many different circumstances Potential Future KM Enhancements Knowledge Capture Small Transit Agency C: KM Promotes Employee Awareness of Transit Agency Work Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM In smaller transit agencies, cross-functional team building can be a positive force in developing agency efficiency and effectiveness. Because of the limited budgets and resources of smaller agencies, employees with high levels of skill in specific technical areas, such as scheduling and dispatching, vehicle maintenance, operations supervision, or finance and grants management, do not have the luxury of back-up employees to ensure skill redundancy. An organizational crisis is possible if a highly skilled employee leaves the organization or is out for an extended period of time. Cross-functional team building ensures some level of cross training and creates redundancy so that vacancies can be filled successfully, either on a temporary or permanent basis. When cross-functional team building is paired with mentoring, smaller transit agencies have a much better chance of functioning consistently, even when experiencing employee absences or turnover.

7-12 KM Provides Developmental Opportunities and Employee Growth Midsize Transit Agency A Midsize Transit Agency A implemented KM strategies to retain institutional knowledge, increase efficiency across the transit agency, and improve consistency of individual performance. After conducting an agency-wide analysis to identify positions with pending retirements and advancement opportunities for remaining staff, HR staff discovered that many employees were already or soon would be eligible for retirement. To mitigate the risk associated with turnover and improve consistency and efficiency agency-wide, the transit agency implemented the following KM strategies: Preparing knowledge networks Utilizing knowledge repositories Succession planning Mentoring Cross training Planning and implementing these strategies required time and commitment from individuals across various levels of the organization, including executives, managers, supervisors, and frontline employees; however, the payoff for this extensive effort has been rewarding. Knowledge mapping is providing a way for Midsize Transit Agency A to ensure knowledge is captured before employees retire. Utilizing SharePoint as a knowledge repository requires dedicated staff to maintain and organize information, but allows employees across the transit agency to efficiently view, share, and update knowledge related to processes and procedures, thus ensuring consistent application of knowledge. Succession planning, mentoring, and cross-training efforts were also met with great interest and ultimately supported throughout the transit agency. These KM strategies were put into place to improve knowledge sharing across the transit agency and provide internal opportunities for staff growth. By providing staff with necessary knowledge through these different activities, they will be prepared to assume future leadership positions at the transit agency. These initiatives are helping mitigate senior management’s concerns regarding pending retirements while supporting diversity inclusion. These initiatives are also providing developmental and growth opportunities for employees who do not have college degrees or significant formal leadership training. The five KM strategies that were implemented at Midsize Transit Agency A work together to retain institutional knowledge, while developing employees and reducing the risk caused by vacancies across the transit agency. Knowledge Capture Midsize Transit Agency A: KM Provides Developmental Opportunities and Employee Growth Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-13 KM Strategy Overview Midsize Transit Agency A Transit Agency Demographics Overview of KM Strategy Use Bus and Rail Services KM Strategies Utilized Prepare Knowledge Networks Utilize Knowledge Repositories Identify Succession Planning Needs Coordinate Mentoring Opportunities Implement Cross- Functional Team Building Knowledge planning Knowledge retention Serves a large city and surrounding suburbs Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Capture and retain knowedge of retiring employees Increase efficiency across the agency Improve consistency of individual performance through use of KM tools and templates Provide opportunities for qualified employees to advance within the transit agency Implementation Information Key Resources for Successful Implementation Periodically conduct analysis of positions at high risk for vacancy. Develop consistent KM tools, templates, and documentation to be used agency-wide. Hold ongoing discussions with managers to identify positions at risk of becoming vacant and prepare potential successors for assuming vacant positions. Implementation Steps Prepare Knowledge Networks 1. Create heat maps (color-coded organization charts) to indicate retirement risk areas. 2. Communicate current risks to senior management and then explain benefits of KM in reducing risk caused by vacancies. Over 2,000 employees Focus of This KM Effort “…we are doing a much better job of making knowledge much more available, visible, and standardized for everybody.” Knowledge Capture Midsize Transit Agency A: KM Provides Developmental Opportunities and Employee Growth Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Key Players Executives Managers Supervisors Frontline Employees planning, mentoring, and cross training to provide coverage for identified risk areas. 3. Collaborate with managers to identify high-performing employees to participate in succession Knowledge transfer

7-14 Utilize Knowledge Repositories 1. Establish knowledge repository (e.g., SharePoint) to store knowledge as well as to be a place to gather KM tools and templates. 2. Utilize knowledge repositories to share critical information throughout the transit agency, as needed. 3. Periodically review all documentation on SharePoint and conduct ongoing analysis to update heat maps to reflect retirement risk. Identify Succession Planning Needs, Coordinate Mentoring Opportunities, and Implement Cross- Functional Team Building 1. Review organizational structure and agency needs to determine the type of developmental opportunities that are best suited for the transit agency as a means to transfer knowledge. 2. Develop communication materials for frontline employees to raise awareness of programs. 3. Develop and train employees through each program: Succession planning: Classroom work, small group work, one-on-one coaching, job performance observations, and rotational stretch assignments. Mentoring: Mentee self-study program and mentor-mentee meetings. Cross training: Rotation assignments for succession planning program participants; on- the-job learning and training for employees based on managerial discretion. 4. Update succession planning, mentoring, and cross-training programs as needed, based on feedback about the programs and/or changes to the organization. Transit agencies will often implement succession planning, mentoring, or cross- functional team-building activities, but agencies do not often integrate the three initiatives into one overall strategic effort. These three KM strategies are symbiotic in that they support and build on each other and, under ideal circumstances, will occur simultaneously at a transit agency. Cross-functional team building gives transit employees a broader vision of organizational responsibilities and activities and enhances overall agency collaboration, understanding of challenges, and respect for the activities carried out by those working in other functions. Combining mentoring with cross-functional training is a long-range strategy for building employee knowledge and skills and moving them into a succession planning program. Succession planning identifies candidates for positions soon to be vacated and attempts to give these candidates an understanding of the skills needed to fill certain job positions, allowing for a smooth transition and consistency in the way the agency carries out its mission as retirees leave. Implementing these three KM strategies that support workforce development in an integrated fashion requires extensive transit agency time and resources, but the return on investment may be substantial. Knowledge Capture Midsize Transit Agency A: KM Provides Developmental Opportunities and Employee Growth Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-15 Greatest Challenges KM Successes Requires additional time and commitment to maintain KM tools and programs; challenge overcome by convincing senior management of the KM benefits for the transit agency and its employees Employees need to devote additional time, effort, and commitment to participate in succession planning and mentoring programs; challenge overcome by explaining to employees how they will benefit from the programs and allowing employees sufficient time to participate Overcoming the belief that knowledge cannot be shared across functional areas because the knowledge or “language” is too different; challenge overcome by promoting collaboration between and education of employees about other transit agency functional areas, focusing on the similarities, not just on the differences Providing a medium for experienced employees to pass down tacit knowledge to high- potential employees who can fill at- risk positions Providing growth and development opportunities for employees who do not have college degrees or significant formal leadership training Potential Future KM Enhancements Allocating resources to ensure the SharePoint site is maintained and updated regularly Knowledge Capture Midsize Transit Agency A: KM Provides Developmental Opportunities and Employee Growth Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-16 KM Helps Improve Quality of Services Provided Midsize Transit Agency B Midsize Transit Agency B implemented knowledge retention and transfer strategies to ensure that employees across the transit agency have the knowledge needed to effectively carry out the transit agency’s mission while serving the local community. Specifically, Midsize Transit Agency B aimed to use KM to overcome the following challenges that it was experiencing: Newly hired bus operators lacked necessary knowledge regarding the region served and the local neighborhoods Lack of clear, consistent, and up-to-date documentation for new employees, or employees in new roles, that provided information on how and why to carry out various job responsibilities Time and resources wasted on solving problems or issues that other transit agencies in the state may have already addressed. To overcome these challenges, this transit agency implemented a mentoring program; focused on developing, updating, and maintaining SOPs; and joined a network of transit agencies across the state to facilitate transfer of knowledge. Midsize Transit Agency B is experiencing positive outcomes as a result of using KM. The mentoring program introduces new-hire bus operators to the transit agency and region by partnering them with high-performing, seasoned bus operators. The program also helps new administrative employees who lack prior transit industry experience gain a transit perspective. Additionally, the mentoring program promotes a culture where employees feel comfortable asking questions of mentors, supervisors, and managers. This practice of open communication helps improve service delivery and reduce mistakes or errors. Another KM effort, updating and documenting SOPs, helped the transit agency become more productive. For example, during natural disasters, administrative employees may have to serve on the frontline to assist local emergency management in providing transit-related emergency response. By having formal and detailed SOPs to refer to, employees are equipped with the knowledge needed to fill various roles. This ultimately enables Midsize Transit Agency B to effectively serve the community and successfully carry out its transit mission. Finally, by joining a statewide network of transit agencies created and funded by the state department of transportation, Midsize Transit Agency B now has the opportunity to exchange knowledge regarding challenges and best practices. Not only does this help all involved transit agencies improve their service delivery capabilities, it also saves transit agencies time and resources by not having to “reinvent the wheel” when addressing similar challenges. Knowledge Capture Midsize Transit Agency B: KM Helps Improve Quality of Services Provided Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-17 KM Strategy Overview Midsize Transit Agency B Transit Agency Demographics Overview of KM Strategy Use Bus, Rail, and Van Services KM Strategies Utilized Mentoring Opportunities Maintain Updated SOPs Cross-Agency Knowledge Sharing Over 1,000 employees Focus of This KM Effort Knowledge retention Knowledge transfer Serves five counties consisting of nearly 2 million people Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Ensure new-hire bus operators from out-of- state or other non-local locations are knowledgeable about the community served. Create a culture of open communication. Reduce duplication of efforts and the waste of resources in overcoming challenges already experienced by other agencies or elsewhere. Implementation Information Key Players New Frontline and Administrative Employees Supervisors and Managers Other Transit Agencies Statewide Key Resources for Successful Implementation Ensure KM is aligned with the transit agency’s strategic goals Obtain buy-in from various levels and groups of employees (e.g., managers, supervisors, unionized frontline employees) Implementation Steps Coordinate Mentoring a Program 1. Establish criteria for selecting mentors, such as customer service skills, strong financial or HR skills, operations or maintenance skills, safety or training skills, knowledge of community served, or years of experience. 2. Partner seasoned vehicle operators and administrative employees with new vehicle operators and administrative employees, respectively, to develop mentoring relationships. 3. Engage supervisors and managers in mentoring, as needed, to promote an open dialogue and ensure that new employees are comfortable asking questions. 4. Ensure that mentors and mentees initially meet weekly to facilitate relationship building; the meetings can become less frequent when new employees are better oriented to their job in the transit agency. “Statewide, we work together [with other transit agencies] to work out challenges…It helps create an additional network for us. All of us aren’t reinventing the wheel.” Knowledge Capture Midsize Transit Agency B: KM Helps Improve Quality of Services Provided Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-18 Maintain SOPs 1. Meet with the leads of each transit agency function to initiate the development, updating, and documentation of SOPs. 2. Assign SOP development, updating, and documentation to managers and supervisors with input, as appropriate, from frontline staff to increase engagement and obtain buy-in. 3. Update SOPs periodically and on a regular basis (e.g., annually, biannually) to ensure SOPs reflect newly created policies and procedures. Develop Cross-Agency Partnerships 1. Regularly participate in in-person meetings with management of other transit agencies across the state or region to share and exchange knowledge regarding mutual transit challenges and issues and federal and statewide initiatives. 2. Revise policies and requirements as needed as a result of in-person meetings (e.g., FTA and State department of transportation requirements). 3. Participate in conference calls with leaders of other transit agencies to share and exchange knowledge regarding challenges experienced and overcome. Greatest Challenges KM Successes Employees who want to serve as mentors may be too new to the transit agency or their role to serve as a mentor; challenge overcome by establishing strict criteria for selecting mentors Finding employees interested in mentoring who also meet selection criteria; challenge overcome by personally encouraging and empowering employees who meet mentor characteristics to consider serving in this role Reduced number of accidents, incidents, and customer complaints Increased reliability and quality of service delivery Employees better prepared to effectively serve local emergency management and the community during emergency response activities Informal mentoring programs have often been used by transit agencies to assist the agency in ensuring that junior employees have the opportunity to learn from senior employees. For example, it is common practice in the transit industry to assign new- hire vehicle operators to experienced vehicle operators for coaching in revenue service. However, this type of mentoring effort is very dependent on the experienced operator’s coaching skills and commitment to mentoring. Some employees are great mentors and coaches, but others, although they may be high-performing employees, are not effective in the mentoring/coaching role. Creating a formalized mentoring program that provides resources to support mentors can help to ensure that mentoring is effective. Further, the formalized program creates a means by which mentors can be carefully selected and trained on their mentoring responsibilities. It also creates accountability for both the mentor and the mentee, further promoting successful interactions and knowledge sharing. Knowledge Capture Midsize Transit Agency B: KM Helps Improve Quality of Services Provided Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-19 KM Improves Organizational Culture and Employee Development Midsize Transit Agency C Midsize Transit Agency C implemented a KM program to overcome challenges associated with pending retirements. Given that 60% of Midsize Transit Agency C’s workforce is eligible to retire within the next seven years, the transit agency is at risk of losing a significant level of institutional knowledge. Many of the retirements would create vacancies at the management and executive leadership levels. To mitigate these concerns, Midsize Transit Agency C implemented the following KM initiatives: A succession planning initiative consisting of a leadership development program and a more general employee development program Career path and mentoring initiatives to prepare employees to fill vacancies and present opportunities for career growth at the transit agency Development and updating of procedural manuals that can be referenced by current employees and used to train new employees To ensure that executive leaders were on board with the development and implementation of these KM initiatives, Midsize Transit Agency C’s HR leaders included the initiatives in the transit agency’s five-year strategic plan. This helped not only to obtain buy-in, but also to obtain the funding and resources necessary to implement the initiatives. The strategic plan included specific tasks for carrying out development and implementation and assigned the transit agency’s HR leaders as action leads. These elements ensured that someone was accountable for advancement of the KM efforts. Midsize Transit Agency C also hired external consultants to assist with developing and implementing the KM initiatives, as there were not enough internal HR staff to fully take on the projects. This helped the transit agency maintain progress and meet the tasks and goals outlined in the strategic plan. Midsize Transit Agency C experienced great success through implementing these KM initiatives. Employees provided positive feedback on both the leadership development and employee development components of the succession planning initiative. Requiring employees at various levels of the transit agency to attend the same training classes ensures that employees are speaking the same language and have the same basic soft skills, regardless of function or position. Additionally, mixing employees from different functions or departments into the same training class is helping to break down silos, increasing cross-functional communication, and improving the supportive nature of the organizational culture. While Midsize Transit Agency C is in the early development phases of the career path and mentoring programs, it anticipates positive outcomes as a result of these programs. Not only will the career path effort provide opportunities for employees to move up in the organization, reducing the impact of vacancies, but it will also create opportunities for employees to move laterally across the organization. It is anticipated that both new employees and experienced employees will benefit from the mentoring effort, with the experienced employees sharing their knowledge of the transit agency and industry and new employees providing experienced employees with a fresh perspective. Knowledge Capture Midsize Transit Agency C: KM Improves Organizational Culture and Employee Development Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-20 Similarly, Midsize Transit Agency C is in the process of developing more comprehensive procedural manuals. Employees are reviewing manuals periodically to ensure they are up-to-date. The manuals will help current employees perform their duties effectively and new employees better understand their roles and responsibilities. Lastly, Midsize Transit Agency C is a member of a group previously initiated by APTA that is supported by an email distribution list to facilitate communication among industry peers. The group consists of transit agency leaders from across the country, and, even though the participants have changed over the years, communication among the group members has remained constant. While the group was initially formed to conduct a salary survey, members now share and exchange resources on a variety of subjects, such as policies they have implemented at their transit agencies and job descriptions they have developed. In addition, the group actively shares documents of all types. The emails exchanged are a form of cross- agency knowledge exchange that has allowed Midsize Transit Agency C, as well as other participating members, to learn about effective practices at transit agencies across the country. KM Strategy Overview Midsize Transit Agency C Transit Agency Demographics Overview of KM Strategy Use Bus, Train, and Shuttle Services KM Strategies Utilized  Identify Succession Planning Needs  Mentoring Opportunities  Maintain Updated SOPs  Cross-Agency Knowledge Exchange 330 agency employees, plus some work is outsourced Focus of This KM Effort  KM planning  Knowledge retention  Knowledge transfer Serves a large city and surrounding metropolitan area Type(s) of Knowledge  Explicit  Tacit Why did this transit agency determine that these KM practices were needed? Mitigate risks associated with upcoming retirements Provide career growth opportunities and prepare existing employees to fill vacancies created by retiring employees Develop comprehensive procedural manuals to ensure employees understand how to carry out their job roles Share and exchange information and resources with peer transit professionals “Now someone from Department A can see that Department B is having the same challenge. They can talk through it…and share ideas.” Knowledge Capture Midsize Transit Agency C: KM Improves Organizational Culture and Employee Development Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-21 Key Players HR Staff Executive Leadership Consultants Key Resources for Successful Implementation Include KM and human capital initiatives in the strategic plan Dedicated staff for developing, implementing, and sustaining programs Implementation Steps Implement Succession Planning – Leadership Development and General Employee Development Programs 1. Incorporate the succession planning program within transit agency strategic or business plans; develop and assign tasks that must be carried out during a given timeframe to meet succession planning goals consistent with strategic or business plans. 2. Assign action leads who will be held accountable for carrying out succession planning tasks. 3. Assign other dedicated transit agency staff or consultants to support program development and implementation, as needed. 4. Conduct small focus groups with employees at all levels, including executive leadership, to discuss what the succession planning program should look like, what is needed, and other program details. 5. Based on collected focus group data, identify training module topics relevant for transit agency employees at different levels and develop training modules that support those topics. 6. Pilot the succession planning program at the senior management level and gather feedback throughout the pilot to improve program strategies prior to full transit agency rollout. 7. Modify the succession planning program as needed and rollout to all transit agency employees as is reasonable and practical. 8. Track employee attendance with a performance tracking system to ensure all employees complete the program. 9. Track overall succession planning program progress on a quarterly basis to determine whether that progress is consistent with strategic or business plans and adjust as necessary. Coordinate Career Paths and Mentoring 1. Incorporate career path and mentoring programs within transit agency strategic or business plans, and develop and assign tasks that must be carried out during a given timeframe to meet program goals consistent with strategic or business plans. 2. Assign action leads who will be held accountable for carrying out the tasks for the career path and mentoring programs. 3. Assign other dedicated transit agency staff or consultants to support program development and implementation, as needed. 4. Meet one-on-one with executive leadership to discuss deficiencies regarding the transit agency’s career development opportunities, why personnel turnover is occurring and at what levels, and what the career path and mentoring programs should look like. 5. Facilitate similar meetings with transit agency department or functional leadership to discuss career development opportunities, turnover, and the design of the career path and mentoring programs. Implementation Information Knowledge Capture Midsize Transit Agency C: KM Improves Organizational Culture and Employee Development Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-22 7. Partner experienced employees with less experienced employees and encourage two-way mentoring. 8. Implement the career path program consistent with the design, and ensure that it provides the necessary information to employees on what they need to know to advance within the transit agency. 9. Document the progress of career path and mentoring program development and implementation. Maintain Updated Procedural Manuals/SOPs 1. Under the guidance of functional management experts and with input from supervisors and frontline employees, develop procedural manuals covering all functional duties, responsibilities, and tasks, including the processes involved in carrying them out. 2. Ensure that appropriate employees are held accountable for revising and updating manuals on a periodic basis to keep them current. 3. Assign the task of reviewing manuals, either annually or biannually, and directing changes in manual content, as may be required, to functional management staff who have the required expertise. Develop Cross-Agency Partnerships 1. Participate in external groups established and facilitated by transit industry organizations, such as APTA, CTAA, and state transit associations, to develop and maintain relationships with peers at other transit agencies. 2. Use in-person meetings, conference calls, and emails to share and exchange knowledge with other transit agencies on best practices and strategies to overcome challenges. While each transit agency is unique, many of the challenges one agency encounters are also faced by peer agencies, either regionally or nationally. Cross-agency partnerships are a growing trend in the transit industry, and transit agencies are well- served by making every effort to build these partnerships either on their own or with assistance from external stakeholders. There are many approaches to facilitate cross- agency partnerships, including platforms established by national and state transit associations and state oversight entities. Additionally, transit agencies may want to consider contacting State departments of transportation, their FTA region, or a transit insurance pool to help make cross-agency partnerships a reality. If external entities are not facilitating such partnerships, another option for transit agencies is to develop their own partnerships by reaching out to peers. Knowledge Capture Midsize Transit Agency C: KM Improves Organizational Culture and Employee Development Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM 6. Design career path and mentoring programs based on need expressed by transit agency employees at different levels of the transit agency.

7-23 tracks when courses and events for various initiatives occur Difficulty ensuring at least 80% employee participation required for strategic plan completion; challenge overcome by making participation mandatory and tracking attendance Employees who are uninterested in management positions do not want to participate; challenge overcome by communicating benefits to all employees and their managers Group activities mix employees from various departments and functions, providing those employees opportunities to have open dialogue with others they normally would not communicate with, thus improving trust and collaboration across the transit agency as a whole. Initiatives produced overall improvement in the transit agency’s organizational culture by breaking down silos and stimulating information sharing, joint problem solving, and collaboration. Greatest Challenges KM Successes Employees may have limited time to participate in multiple initiatives; challenge overcome by developing a calendar that The transit agency generated high levels of support from executive leadership by including the initiatives in its strategic plan. Knowledge Capture Midsize Transit Agency C: KM Improves Organizational Culture and Employee Development Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-24 KM Mitigates Risk and Improves Service Delivery Midsize Transit Agency D Midsize Transit Agency D implemented KM strategies to mitigate risk associated with employee turnover. Prior to implementing KM, employees typically shared knowledge verbally. The lack of documentation put Midsize Transit Agency D at risk for losing institutional knowledge at a time when it was experiencing high turnover. In less than two years, all but one senior manager left the transit agency. Because the departing employees’ knowledge had not been captured, remaining employees did not have the knowledge needed to step in and fulfill the job duties. This was particularly challenging given the hierarchical organizational structure of the transit agency. To prevent this from happening again, Midsize Transit Agency D implemented two KM initiatives: Maintaining updated SOPs Conducting knowledge interviews with managerial and supervisory employees To gain buy-in for developing more comprehensive SOPs, Midsize Transit Agency D communicated how the SOPs can be used to not only document employees’ knowledge, but also identify and mitigate risk associated with procedures supporting service delivery. For example, if the same type of accident or incident is occurring repeatedly, documenting and analyzing employees’ activities prior to the accident or incident can help identify possible causes of the accidents. The SOPs can then incorporate procedures that, if followed by employees, can help prevent the occurrence of accidents and incidents. This will aid employees in better understanding that they are documenting activities to improve safe service delivery and organizational performance, not simply to evaluate individual performance or support disciplinary actions when procedures are not followed. Conducting knowledge interviews enables Midsize Transit Agency D to capture knowledge regarding service delivery and emergency response procedures that managers and supervisors regularly carry out. This supports the transit agency in developing comprehensive standard and emergency operating procedures and job descriptions for managerial and supervisory positions to more accurately reflect job responsibilities. These activities better prepare Midsize Transit Agency D for upcoming retirements and turnover. Additionally, they help Midsize Transit Agency D to maintain continuity when turnover occurs, as incoming employees will have a better understanding of the duties performed by their predecessors. Knowledge Capture Midsize Transit Agency D: KM Mitigates Risk and Improves Service Delivery Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-25 KM Strategy Overview Midsize Transit Agency D Transit Agency Demographics Overview of KM Strategy Use Bus Services KM Strategies Utilized Conduct Knowledge Interviews Maintain Updated SOPs Under 200 employees Focus of This KM Effort Knowledge capture Knowledge retention Serves a large city and surrounding metropolitan area Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Prevent loss of institutional knowledge due to high turnover Use causal analysis of accidents and incidents to identify and mitigate safety risk and modify SOPs as necessary based on this analysis Implementation Information Key Players Managers and Supervisors Frontline Employees Key Resources for Successful Implementation Align SOPs with desired service delivery outcomes Ensure managers and supervisors are held accountable for developing SOPs with input from frontline employees Implementation Steps Develop and Maintain SOPs 1. Gain executive support for developing comprehensive SOPs by communicating the importance of the initiative; align the purpose of developing comprehensive SOPs with safe service delivery and overall organizational performance, rather than individual employee performance. 2. Require managers to prioritize the SOPs to be developed each month. 3. Ensure frontline employees in each functional area have input into SOPs by documenting all their work activities, including how they overcome issues and challenges they encounter. 4. Review documented SOPs to identify gaps and areas in need of improvement to ensure SOPs are accurate and comprehensive. 5. Obtain progress updates throughout the month on SOP development from assigned managers. 6. Issue SOPs to employees, as appropriate, and incorporate SOPs into training. “You have to come together to look at the big picture – determine the problem, look at the root cause – connecting what you’re doing with why you’re doing it.” Knowledge Capture Midsize Transit Agency D: KM Mitigates Risk and Improves Service Delivery Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-26 Conduct Knowledge Interviews 1. Conduct interviews with managerial and supervisory staff to capture knowledge regarding their job activities and duties. 2. Use gathered information to help develop comprehensive standard and emergency operating procedures. 3. Update job descriptions based on knowledge captured to support employee transitions during turnover. Greatest Challenges KM Successes Employees perceive they are being required to document activities so that they can be evaluated on whether they follow them; challenge overcome by communicating the importance of developing comprehensive SOPs to improve safety, efficiency, and overall transit agency performance Documentation is time consuming and may interfere with performing regular job duties; challenge overcome by communicating the purpose and important benefits of documentation activities Knowledge is now captured and documented in SOPs that are readily available for employee reference when they are carrying out work assignments and are also used to support the training curriculum. Transit agencies of all sizes face challenges in comprehensively developing and keeping standard and emergency operating procedures updated. When these procedures are documented, employees often carry out their job responsibilities differently than directed in the procedures. This deviation from what is planned to take place to what is actually done on the job is sometimes called “practical drift” and is a phenomenon that almost every transit agency experiences. Sometimes the written procedures are impractical or out of date, so not following procedures to the letter may be justified. However, there is the potential for employees to create organizational inefficiencies or safety risk when they choose to ignore documented procedures. In either case, management needs to know the “real-world” operating procedures at the transit agency. The only way to ensure the documented procedures follow real-world practices is to involve frontline employees in developing and updating SOPs and then for management to verify the procedures by conducting actual field observations of employees performing their job responsibilities. Knowledge Capture Midsize Transit Agency D: KM Mitigates Risk and Improves Service Delivery Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-27 KM Maintains Consistency and Continuity Large Transit Agency A Large Transit Agency A began initiating knowledge capture, transfer, and culture-support activities to improve consistency and continuity of knowledge. Previously, this transit agency was facing the following challenges due to a lack of KM: Multiple, uncontrolled versions of documents Inconsistencies and confusion in employees’ understanding and application of knowledge and information Loss of institutional knowledge due to turnover Lack of knowledge retention and sharing by experienced employees To overcome these challenges, Large Transit Agency A implemented process mapping and document management. Additionally, the transit agency focused on building executive-level support for organization-wide KM practices. The planning, development, and overall implementation process for these initiatives required an extensive commitment of employee time and effort. However, because of significant employee involvement, the transit agency experienced positive outcomes. Since implementing these KM practices, Large Transit Agency A has been able to ensure proper written documentation of all SOPs to guide knowledge sharing. Preparing process maps has allowed for continuity within the transit agency as employees move into and out of positions, ensuring that employees understand the flow of knowledge and the various skills and abilities required of their positions. Additionally, this transit agency maintains its KM practices through committees of dedicated employees who meet regularly to ensure all SOPs remain accurate and up-to-date. Employees can now refer to the same version of an SOP, leading to consistent application of knowledge. Furthermore, Large Transit Agency A used these SOPs to develop a training curriculum to ensure that all employees are aware of and knowledgeable about relevant policies, procedures, skills, and abilities required of their positions. This led to noticeably higher levels of employee performance. Finally, Large Transit Agency A found that the most important factor in implementing new initiatives is to make sure that top-level executives and managers support the effort and promote it. The transit agency discovered that it was not enough to tell employees that leaders support an effort; instead, success was gained in implementing KM strategies by showing formal documentation, or “proof,” of leadership support. Taking the extra step to document leadership support for new initiatives resulted in successful KM implementation. Knowledge Capture Large Transit Agency A: KM Maintains Consistency and Continuity Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-28 KM Strategy Overview Large Transit Agency A Transit Agency Demographics Overview of KM Strategy Use Bus and Rail Services KM Strategies Utilized Process Mapping Maintain Updated SOPs (Document Management) Building Top-Level Support Over 11,000 employees Focus of This KM Effort KM culture Knowledge capture Knowledge transfer Serves a major city and its 40 surrounding suburbs Type(s) of Knowledge Explicit Embedded Why did this transit agency determine that these KM practices were needed? Manage uncontrolled versions of documents Leverage current leadership knowledge to develop employees Ensure consistency of information and knowledge application Have continuity during employee turnover Implementation Information Key Players Employee Training Team Committee Representatives Executive Leadership Key Resources for Successful Implementation Obtain formal written leadership support for strategy Create a committee for implementing strategy Develop written documentation for strategy implementation and communication protocols Review and update SOPs on periodic basis Implementation Steps Utilize Process Mapping and Document Management 1. Create charter document signed by leadership to demonstrate importance of the effort to all employees. 2. Form a committee with representation from all transit agency functions to support transparency and communication. 3. Develop a best practices document outlining creation/modification of SOPs and communication efforts for strategy. 4. Establish/select electronic tools or a library to house SOPs. 5. Meet with committee once a month to ensure SOPs are current, accurate, and relevant. 6. Periodically review and update all SOPs. 7. Communicate updated SOPs to all employees to ensure awareness and compliance. “We have a unified approach for how we execute things. We have consistency and control.” Knowledge Capture Large Transit Agency A: KM Maintains Consistency and Continuity Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-29 1. Create a charter document related to the initiative being implemented. 2. Have the appropriate executive(s) sign it – this should be the executive(s) most closely related to the transit agency function or initiative being implemented so that it is relevant to them. 3. Include the charter with any communication to employees regarding the initiative. Greatest Challenges KM Successes Obtaining employee buy-in when there is change to existing processes and procedures; challenge overcome by providing employees opportunities for input into changes, when possible, and explaining the benefits of the more effective processes and procedures Allocating resources because KM efforts are an added responsibility to employees’ normal job duties; challenge overcome by making sure employees understand the importance of the effort and see support from executive leadership Clarity for employees regarding the correct processes to follow due to meticulous document management and version control Up-to-date SOPs guide the development of relevant training curriculums Transit agency maintains a high level of employee performance due to effective training development Potential KM Enhancements Utilize easily accessible but secure learning management system to catalog current versions of SOPs and training materials Identify high-performing transit leaders to develop mentoring program or training initiatives to replicate those competencies in the younger generation of employees Most transit managers, supervisors, and other employees look to executive leadership for evidence of commitment to new initiatives. When that visible, verbal, and written demonstration of commitment from executive leadership is missing, there is a likelihood that some transit agency staff, given their full workload, will not be dedicated to performing the responsibilities required of a new initiative. This is a critical reason to ensure that existing executive leadership supports KM initiatives from their development onward. Obtaining top-level support is equally important when there is a change of executive leadership at a transit agency. KM stakeholders will need to convince the new leadership of the benefits of the KM programs already in place within the transit agency by providing proof that the programs are helping to safely and successfully carry out its mission. Knowledge Capture Large Transit Agency A: KM Maintains Consistency and Continuity Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Build Top-Level Support for KM

7-30 KM Ensures Process Documentation and Establishes Accountability Large Transit Agency B Large Transit Agency B implemented a KM program to formally track and document information regarding processes. Previously, Large Transit Agency B performed KM informally, creating binders and how-to guides of basic information for various HR processes. To capture greater detail regarding processes being used across the transit agency, Large Transit Agency B implemented process mapping and whiteboarding. This is a system used to collaborate with coworkers and share knowledge by detailing information and knowledge that others within a workgroup need to be aware of in a place that employees can all see it, such as on a whiteboard. Specifically, these initiatives involved the following: Formal electronic tracking system Written reports capturing specific knowledge and information regarding processes Whiteboarding system for reviewing and distributing workload evenly Much of the work supporting KM at Large Transit Agency B initially focused on confirming that the transit agency was documenting the “whys” of established processes, ensuring the documentation was compliant with the processes, and tracking related activities. As a part of process mapping, Large Transit Agency B highlighted the importance of examining a complete process to better understand the transit agency’s knowledge flow and internal processes. Since different employees within the transit agency each own a piece of one process, the transit agency required a system to track and understand all the steps required to complete that process. Another step the transit agency took to make the process mapping successful was to test all processes for effectiveness. It was important to make sure that misinformation was not being perpetuated; thus, employees were asked to demonstrate how processes work. It was then possible for the transit agency to ensure that mapping was correct, while focusing on identifying inefficiencies in the processes. The whiteboarding system used by Large Transit Agency B is a large part of their KM process. The transit agency established a set time in which employees can share knowledge with one another and managers can touch base with their subordinates about work activities and challenges that have been encountered. During these meetings, tasks are listed on a whiteboard and processes and progress are discussed. Using this approach, the transit agency has successfully been able to share or disseminate knowledge across the workforce in a manageable way. While employees were initially resistant to a formal tracking system that increased accountability, the system has proven beneficial in retaining knowledge and improving workload transparency. Both the tracking system and whiteboarding activities help facilitate weekly workload discussions between managers and employees. Additionally, managers are able to use these meetings to review written process documentation for accuracy and ease of comprehension. Knowledge Capture Large Transit Agency B: KM Ensures Process Documentation and Establishes Accountability Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-31 KM Strategy Overview Large Transit Agency B Transit Agency Demographics Overview of KM Strategy Use Bus, Rail, and Ferry Services KM Strategies Utilized Process Mapping Whiteboarding Over 6,000 employees Focus of This KM Effort KM planning Knowledge retention Serves a major metropolitan area Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Need to formally capture knowledge regarding processes and establish accountability Assess and ensure compliance with processes Ability to track and distribute workload evenly Implementation Information Key Players Managers Employees Responsible for Processes Key Resources for Successful Implementation Establish formal electronic system to track work processes Develop checklists for tracking and assessing processes and ensuring their completion Implementation Steps Utilize Process Mapping 1. Implement a formal electronic system that allows employees to track processes step-by-step. 2. Obtain and review written documentation of processes from employees responsible for processes. 3. Review each process being mapped to ensure that the entire process is incorporated, especially if multiple employees each own part of the process. 4. Observe employees completing processes to ensure accuracy of written documentation. 5. Update processes as necessary to ensure accuracy and compliance. “We are successful when we provide real-time information and focus on communication.” Knowledge Capture Large Transit Agency B: KM Ensures Process Documentation and Establishes Accountability Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-32 Conduct Whiteboarding 1. Utilize whiteboards to document employees’ current workload. 2. Develop weekly reports from the tracking system to review workload progress. 3. Conduct weekly meetings across groups to review processes and discuss workload. 4. Meet with employees to reallocate work as needed, facilitating knowledge sharing as necessary when redistributing work. Greatest Challenges KM Successes Ongoing time commitment for implementing and maintaining the tracking system; challenge overcome by identifying ROI Employees’ resistance to change; challenge overcome by demonstrating the benefits to employees and involving them in the change process Greater communication across functional areas and organizational levels Sharing and exchanging real-time knowledge and information Better compliance with established processes Ability to balance workload effectively Potential Future KM Enhancements Implement a consistent nomenclature for naming shared files. Determine how to handle confidential information. Tailor KM strategies to the target audience by involving specific and appropriate employees rather than an entire department or function. Transit agencies of every size have some level of experience with building and managing a committee process. Committees will serve an agency well in KM process mapping by helping to obtain input from subject matter experts and creating organization-wide buy-in. However, simply forming a KM committee based on the individual members’ job titles will not be sufficient to ensure that the committee succeeds. Membership representation should be cross functional and include individuals from all levels of the agency. Each job level brings unique and important transit agency perspectives on how KM process mapping will work, the barriers to the effectiveness of process mapping, and the possible benefits to employees and the agency. Committee members should also be well respected within the transit agency and able to influence other employees’ thinking and decision making. Knowledge Capture Large Transit Agency B: KM Ensures Process Documentation and Establishes Accountability Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-33 KM Provides Broad Transit Perspective and Career Growth Large Transit Agency C Large Transit Agency C is in the process of implementing KM initiatives that will allow it to adjust its training and development strategies to meet the needs of today’s workforce. In the past, the transit agency assigned individuals at all levels of the organization to activities that helped ensure that they gained knowledge on all aspects of transit agency job responsibilities, including those carried out by frontline employees. However, the transit agency’s current employees typically do not have knowledge about transit agency job responsibilities beyond their own positions. To help both new and experienced employees gain a full perspective of all the activities required to achieve the agency’s mission, Large Transit Agency C is implementing career pathways, introductory orientations, and mentoring opportunities. Large Transit Agency C is currently in the process of gaining executive leadership support and adequate resources for its projected KM initiatives, as significant funding and staff time are necessary for successful implementation of these initiatives. Those involved in the planning process intend to develop a business plan to communicate the need for and potential benefits of KM. The KM initiatives are intended to benefit the transit agency as follows: Career pathways will provide employees with a structured track for development and training that will support career advancement. Introductory orientations will provide new employees with a basic understanding of the transit agency’s mission and the organizational components required to carry out that mission, while serving as a prerequisite for subsequent and more focused and detailed training courses. Mentoring will help deepen junior employees’ understanding of both the transit agency and the transit industry as a whole. Career pathways are part of the transit agency’s KM initiative because they support the succession planning effort that Large Transit Agency C intends to implement. The pathways will provide employees at entry-level positions with opportunities for career progression, both up the ladder and laterally across the transit agency. Part of the focus of the transit agency’s career pathways effort will be to ensure that knowledge transfer happens throughout the transit agency and that it includes the type of knowledge that will be important to the agency in the future. Large Transit Agency C’s introductory orientation initiative will educate new employees about the different roles and responsibilities in the transit agency, as well as help them better understand the transit industry as a whole. It is anticipated that this design will allow the agency to ensure that valuable knowledge is transferred and can be used by employees across the transit agency. Knowledge transfer is also the focus of the mentoring opportunities, which involve pairing senior employees, who have made a career in transit, with more junior-level employees, who are likely to move up in the transit agency. Large Transit Agency C anticipates using these initiatives to attract new talent and promote a culture of knowledge sharing within the transit agency rather than knowledge hoarding. Large Transit Agency C: KM Provides Broad Transit Perspective and Career Growth Knowledge Capture Knowledge Retention KM Planning KM Culture Intro to KM Knowledge Transfer

7-34 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM KM Strategy Overview Large Transit Agency C Transit Agency Demographics Overview of KM Strategy Use Bus and Rail Services KM Strategies Utilized Career Pathways Training Mentoring Opportunities Over 9,000 employees Focus of This KM Effort Knowledge transfer Serves a major metropolitan area Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Efficiently and effectively familiarize new employees with the transit agency’s mission and function Deepen employees’ understanding of the overall transit industry perspective Provide career opportunities for employees both up and across the transit agency’s organizational structure Implementation Information Key Players Department/ Functional Leadership Recruitment Staff Executive Leadership Key Resources for Successful Implementation Recruit executive-level champions to promote initiatives and obtain agency-wide buy-in Ensure adequate resources (e.g., staff, funding) through executive leadership support Identify what will be important for employees to know in the future so knowledge transfer efforts can focus on that type of knowledge Implementation Steps Develop Career Pathways 1. Build a business case for career pathways based on the positive impact of the transfer of knowledge to a wide range of employees who could serve as future leaders in the transit agency. 2. Communicate KM needs and benefits related to the career pathways to executive leadership. 3. Communicate with leaders from all transit agency functions to brainstorm and identify what future career pathways will look like, both vertically and laterally across the organizational structure. 4. Communicate with leaders from all transit agency functions to identify candidate positions for the career pathways initiative and map out how individuals will potentially progress up and across the organizational structure. “We’re making a culture where knowledge transfer, not knowledge hoarding, is encouraged.” Large Transit Agency C: KM Provides Broad Transit Perspective and Career Growth

7-35 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM career path. 6. Collaborate with recruitment staff in identifying minimum qualifications of specified positions, which will assist in fully developing and focusing the career pathways initiative. Conduct Introductory Orientations 1. Collaborate with transit agency leadership to identify requisite information to be included in orientations for different job functions and organizational levels. 2. Create orientation materials that focus on relevant subjects, such as the responsibilities within each transit agency function, building a culture of knowledge sharing, or other KM- related topics. 3. Develop and implement mandatory, introductory, function-specific orientations for new employees. 4. Develop and implement higher level, more detailed, and focused training offerings, such as leadership development and team-building training courses. Coordinate Mentoring Opportunities 1. Identify the resources needed to effectively implement a mentoring program. 2. Present the mentoring program plan to executive leadership to gain support and the promise of resources for the program. 3. Identify passionate, experienced leaders within the transit agency who are familiar with the agency’s roles and responsibilities and the transit industry to serve as mentors. If the transit industry is going to attract skilled people with career aspirations, it needs to market itself as fertile ground for career opportunity. A cornerstone in creating a career opportunity environment in a transit agency is to structure multiple tracks that allow an individual coming into the agency a vision of how they can move up the organizational ladder. This effort should include opportunities for individuals in frontline positions, such as vehicle operator or vehicle mechanic, as well as management, administrative, and technical positions. Additionally, training and development initiatives need to be developed to support movement along career pathways. These training and development opportunities can be a combination of internal offerings and encouragement to pursue external learning experiences such as online courses, technical schools, community colleges, or universities. Due to a lack of career pathway planning, individuals with great potential may feel trapped in their transit agency jobs and move on to other organizations and industries that offer more potential for growth and advancement. Career pathways support KM succession planning initiatives and can help mitigate the risk of anticipated upcoming transit employee retirements. 5. Document how employee knowledge should transfer across different functions and levels and the types of knowledge that are relevant for success at each stage of an employee’s Large Transit Agency C: KM Provides Broad Transit Perspective and Career Growth

7-36 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM knowledge gained. 7. Roll out the mentoring program throughout the transit agency. Greatest Challenges KM Successes Initiatives require significant resources and time to plan for and implement; challenge overcome by developing detailed business plans to obtain executive leadership buy-in and support Identifying critical knowledge for transfer; challenge overcome by projecting the future needs of the transit industry and the types of knowledge that will be important for continuity of operations at the transit agency Knowledge hoarding; challenge overcome by explaining the benefits of KM to individual employees who share the knowledge, as well as those who receive the knowledge Promoting cross-functional understanding of agency roles and responsibilities Preparing junior transit agency employees to fill future senior- level jobs Leveraging career pathways as a marketing tool to attract new talent Promoting a culture of knowledge sharing rather than knowledge hoarding Potential Future KM Enhancements Identify eligibility for and likelihood of retirement of existing senior-level employees, project the cost of turnover and the cost of poor hiring decisions, and develop a business case that supports career pathways as a means of gaining necessary ongoing support and resources from transit agency executive leadership. 4. Partner these experienced leaders with employees who have completed a basic leadership training program. 5. Conduct a pilot mentoring program for six months and measure the results of the program. 6. Redesign the mentoring program based on the results of knowledge transfer and mentee Large Transit Agency C: KM Provides Broad Transit Perspective and Career Growth

7-37 KM Helps Prepare for Upcoming Retirements Large Transit Agency D Large Transit Agency D is implementing KM to better retain and transfer knowledge, particularly in light of upcoming retirements. Specifically, Large Transit Agency D faced the following challenges prior to implementation of KM strategies: Low turnover, resulting in many senior leaders approaching retirement without younger employees in place to take over their jobs Departments working in silos and associated segmentation of knowledge Inconsistent methods of retaining and sharing maintenance-related knowledge To overcome these issues and prepare for the upcoming retirements, Large Transit Agency D implemented succession planning, mentoring, knowledge repositories, and workforce meetings. The succession planning effort that Large Transit Agency D implemented focuses on preparing more junior-level employees for senior leadership positions across the transit agency. It involves a rotation program where the participating employees work in different departments as a way for them to gather relevant explicit and tacit knowledge from across the organization. This helps to ensure that there will be at least one person ready to take over when senior leadership positions are vacated because various employees are given the opportunity to learn from incumbent senior leaders. Knowledge retention is facilitated through the use of SharePoint, which is hosted by the transit agency’s IT department, and serves as a central place for transit agency and team documents. One person on each team is identified as the SharePoint point of contact and is responsible for making sure that all relevant knowledge is captured and then stored within SharePoint. Although Large Transit Agency D experienced some initial challenges obtaining the needed financial resources, it was able to gain buy-in and has experienced positive outcomes as a result of KM. The succession planning program has prompted middle managers to identify critical roles in their departments and provide their employees with the necessary training. Not only does the program offer high-performing employees a career ladder, it also reduces the risks associated with retirements, such as a loss of institutional knowledge. While the mentoring program is currently informal, it helps to build relationships between senior leaders and junior-level staff to further transfer tacit knowledge that may not be covered in training. Meanwhile, knowledge repositories and workforce meetings have helped to Knowledge Capture Large Transit Agency D: KM Helps Prepare for Upcoming Retirements Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM bring employees across the transit agency closer together by breaking down silos and providing forums for employees to share both explicit and tacit knowledge in a consistent manner. Large Transit Agency D also utilizes informal mentoring relationships within departments as a means to share information among employees. In fact, making sure that transit agency employees share information with their team members is quite important within this transit agency and is also supported by monthly meetings where teams discuss what has been happening in the past month and share details regarding the work that needs to be accomplished in case one employee needs to provide back-up for another.

7-38 KM Strategy Overview Large Transit Agency D Transit Agency Demographics Overview of KM Strategy Use Bus, Rail, and Streetcar Services KM Strategies Utilized Utilizing Knowledge Repositories Identifying Succession Planning Needs Mentoring Opportunities Workforce Meetings Over 14,000 employees Focus of This KM Effort KM planning Knowledge retention Knowledge transfer Serves a major city and surrounding suburbs Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Prepare for upcoming retirements Break down silos and promote knowledge sharing across departments Provide employees a consistent way to share explicit knowledge and information Implementation Information Key Players Middle managers HR Consultants IT Staff Key Resources for Successful Implementation Establish an electronic repository Obtain adequate funding Implementation Steps Coordinate Succession Planning 1. Meet with middle managers to identify key critical roles for succession planning. 2. Encourage employees to participate in leadership program and behavioral interview training to begin learning about leadership skills. 3. Identify employees with high performance in training and assign to rotational training for previously identified critical roles. 4. Encourage senior management to build relationships with and mentor potential emerging leaders. share knowledge regarding service delivery. 5. Conduct monthly workforce meetings with representatives from across the transit agency to “We are working on key leadership positions to make sure there is back filling with someone ready to step in…” Knowledge Capture Large Transit Agency D: KM Helps Prepare for Upcoming Retirements Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-39 Utilize a Knowledge Repository 1. Establish document management system for all maintenance-related documents (e.g., SharePoint). 2. Identify points of contact to maintain sections of document management system. 3. Assign IT staff to send monthly reports regarding usage. 4. Provide training on how to effectively navigate and use document management system. Greatest Challenges KM Successes Transitioning from being paper based to electronically based; challenge can be overcome by providing training to employees regarding the technology tools selected Obtaining financial resources to support KM strategies; challenge can be overcome by developing a strong relationship with governing bodies and sharing the value of KM strategies that are planned Greater knowledge sharing across the transit agency Identifying successors to fulfill senior leadership positions Potential KM Enhancements Conduct meetings with individuals outside of the transit agency via video chat (e.g., WebEx) to more effectively share knowledge and information. When planning for knowledge sharing through succession planning, mentoring, or meetings, it can be easy to ignore these activities or reschedule events given the many priorities that transit agencies must attend to, such as safety and vehicle operations. However, to make sure that KM is successful, it is necessary to be consistent with the meetings and always share knowledge as planned. Having a set schedule for knowledge-sharing efforts will help to keep it a top priority for employees across the transit agency. With scheduled interactions, employees will also be able to prepare to share their knowledge and highlight the most vital pieces of information for others. Knowledge Capture Large Transit Agency D: KM Helps Prepare for Upcoming Retirements Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-40 KM Helps Improve Efficiency Large Transit Agency E Prior to implementing KM, Large Transit Agency E employees were having trouble completing their heavy workloads. Employees were unable to share work assignments with others to more evenly distribute the workload because other employees often did not have the knowledge needed to help on the work assignment. Additionally, the transit agency had serious concerns that retirements would potentially lead to a significant loss of institutional knowledge if that knowledge was not effectively transferred to other employees or documented before retirees departed. To address these challenges, Large Transit Agency E decided to employ the following KM-related initiatives: Deferred Retirement Option Program (DROP) Internship program Tool development Detailed SOPs development or upgrade As a result of these KM-related initiatives, Large Transit Agency E has been able to function with greater efficiency. Although the DROP program is a federal program, rather than one developed by Large Transit Agency E, the program has encouraged succession planning and helped the transit agency ensure that retirees have the opportunity to transfer knowledge to new hires or apprentices. Through this program, employees are able to continue working after their retirement, giving the transit agency time to prepare to fully replace retirees. The program is not widely used at Large Transit Agency E, but has been successful when it was used. New hires and apprentices are able to shadow retirees to learn how and why various processes take place. Through the internship program, Large Transit Agency E has been able to efficiently complete a greater number of projects as a result of having more people to support work assignments. Full-time employees are able to pass assignments to interns to ease their workload, while providing interns with real-world learning opportunities. The program also provides Large Transit Agency E with a potential new talent pool of individuals to recruit from who already have knowledge of the transit agency and industry. Similarly, the development of tools has helped Large Transit Agency E to become more efficient by automating processes whenever possible. A specific type of tool that has been developed is macros. A macro is a way to save a set of commands or tasks in Microsoft Excel so that those tasks can be completed again with a single command. Employees are able to use the macros and tools to complete tasks they may not have had the knowledge to do manually; however, in terms of KM, employees are also able to see how processes occur and learn about the work to be done. The macros and tools also serve as a means to retain employee knowledge about how processes are completed. Additionally, employees can refer to tutorials and written instructions to develop and fix macros and tools. This ultimately helps employees improve their knowledge and understanding. Finally, the development and upgrading of SOPs is providing employees with the knowledge needed to carry out the responsibilities within their job function. These SOPs are also reviewed by employees Knowledge Capture Large Transit Agency E: KM Helps Improve Efficiency Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-41 departing the transit agency to ensure that they are accurate and up-to-date to prevent knowledge loss. While the current SOPs only cover “how” to carry out processes, procedures, and protocols, Large Transit Agency E is developing more high-level SOPs that will be accessible agency-wide and cover the “why” behind processes, procedures, and protocols. This will help employees across the transit agency understand why processes are performed in a specific way, particularly those employees in upper management, who are not on the frontlines. KM Strategy Overview Large Transit Agency E Transit Agency Demographics Overview of KM Strategy Use Bus and Rail Services KM Strategies Utilized Identify Succession Planning Needs Develop Internship Program Develop Tools Maintain Updated SOPs Over 4,500 employees Focus of This KM Effort KM planning Knowledge retention Knowledge transfer Serves a large city and surrounding metropolitan area Type(s) of Knowledge Explicit Tacit Why did this transit agency determine that these KM practices were needed? Improve organizational efficiency Prevent loss of institutional knowledge Enhance individual and agency-wide understanding of the “whys” and “hows” of processes, procedures, and protocols Shortage of transit agency staff that could be augmented by interns Implementation Information Key Players Department and Functional Managers Frontline Staff Retirees HR Staff Interns Key Resources for Successful Implementation Develop communication materials, such as program guides, to obtain leadership support and funding Dedicated staff for sustaining programs DROP program and interns “[KM has] allowed us to concentrate our efforts on things that we have needed to do for a while. We now have time to work on things that were important but not urgent.” Knowledge Capture Large Transit Agency E: KM Helps Improve Efficiency Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM

7-42 1. Encourage upcoming retirees to participate in DROP to mitigate the risk of losing institutional knowledge and inform upcoming retirees of the program’s federal payments as incentive. 2. Require retirees to develop succession plans, which span a reasonable and realistic amount of time, for the candidates who will replace the retirees. 3. Facilitate a relationship between the replacement candidate and retiree to ensure successful knowledge transfer. 4. Require the replacement candidate to shadow the retiree to learn the “how” and “why” of all the retiree’s job responsibilities before the retiree officially departs the transit agency. Develop Knowledge Tools 1. Develop tools (e.g., macros) to automate processes, when possible, to reduce time needed to perform a task. 2. Develop written instructions so employees are able to use the macros and tools. Develop SOPs 1. Assign transit agency staff who carry out functional processes, procedures, and protocols to develop or upgrade SOPs. 2. Review and update SOPs periodically to ensure they remain current. 3. Review SOPs with employees who are retiring to ensure that the SOPs are accurate and all retiree expertise is captured. 4. Develop high-level SOPs and guidelines and make them accessible agency-wide to assist management and key stakeholders in understanding the "why" behind processes, procedures, and protocols. Develop Internship Program 1. Engage senior management and HR staff in discussions regarding why interns are needed and the overall process and scope of the program. 2. Develop a plan for an unpaid internship in one functional area, as a pilot program, to determine whether the program is worth investing in. 3. Develop a program guide covering the program details, how to manage interns, the application process, and other relevant program details and present it to senior management and HR staff to gain approval. 4. Implement the pilot program; if it is successful, transition the program to HR to administer agency-wide and attempt to obtain funding to pay interns. 5. Provide department/functional managers the opportunity to request interns. 6. Assign appropriate staff members in departments/functional areas to supervise interns. 7. Encourage these supervisors to conduct evaluations of interns to improve intern performance and provide information to help modify the program, as needed. Facilitate DROP Program (Succession Planning) Knowledge Capture Large Transit Agency E: KM Helps Improve Efficiency Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementation Steps

7-43 Greatest Challenges KM Successes Significant time and resources are required to develop and implement an effective internship program; challenge overcome by scaling back transit-agency-wide internship program and implementing it only within selected departments or functional areas Difficult to obtain buy-in for developing internship program; challenge overcome by developing program guide covering full scope of program administration, as well as benefits for the transit agency Retirees do not always take advantage of the DROP program due to lack of policy on how to use it effectively; challenge overcome by illuminating the benefits of participating in DROP and planning for the use of DROP well in advance of expected retiree departure date Tools may be too advanced or difficult for employees to use; challenge overcome by developing written documentation and tutorials on how to use them SOPs are often not consistent with how processes, procedures, and protocols are carried out in day-to-day transit activities; challenge overcome by verifying the validity of SOPs through periodic field observations of Many more projects can be successfully completed as a result of assistance from interns Macros and tools save a substantial amount of time in completing tasks while allowing other employees to see how processes are conducted and learn about the work DROP allowed for smooth and successful knowledge transfer and transition from a retiree to a potential replacement candidate Fully documented and validated SOPs provide for job performance consistency and successful outcomes Knowledge Capture Large Transit Agency E: KM Helps Improve Efficiency Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM tasks performed To facilitate an internship program’s success, a transit agency must effectively structure it and maximize the use of the intern’s time and skills. A transit agency that is committed to having a successful intern program needs to identify appropriate staff member(s) to coordinate the program and build a strong partnership between those coordinators and management of all transit agency functions. These functional managers can help identify the right place for intern assignments, recruit interns with the skills for those assignments, and manage intern activities to maximize their contribution to the transit agency. Internship programs present significant opportunities for transit agencies to augment existing staff and infuse agency activities with fresh new thinking. High-potential interns may often be recruited to pursue a career at the transit agency. In most areas where transit agencies are geographically located, there is some type of institution of higher learning located within commuting distance, even in rural areas of the country. Building bridges with these institutions allows a transit agency to recruit interns across a wide spectrum of transit-related support skills, such as facility and vehicle maintenance, planning and scheduling, information technology, marketing, safety and training, human resources, and general management and supervision.