Alameda-Contra Costa Transit District April 30, 2014 Page 1 of 3

BOARD OF DIRECTORS ALAMEDA-CONTRA COSTA TRANSIT DISTRICT

AGENDA

Special Board of Directors/Board Officers Retreat AC Transit General Offices

10th Floor Conference Room 1600 Franklin Street Oakland, CA 94612

Wednesday, April 30, 2014, at 2:00 p.m.

MEMBERS OF THE BOARD OF DIRECTORS GREG HARPER, PRESIDENT (WARD 2)

JOE WALLACE, VICE PRESIDENT (WARD 1) ELSA ORTIZ (WARD 3)

MARK WILLIAMS (WARD 4) JEFF DAVIS (WARD 5)

JOEL YOUNG (AT-LARGE) H. E. CHRISTIAN PEEPLES (AT-LARGE)

BOARD OFFICERS

DAVID J. ARMIJO, GENERAL MANAGER DENISE C. STANDRIDGE, INTERIM GENERAL COUNSEL

LINDA A. NEMEROFF, DISTRICT SECRETARY

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Alameda-Contra Costa Transit District April 30, 2014 Page 2 of 3

MEETING PROCEDURES Public Comment: Members of the public wishing to present comments should complete a Speaker’s Form and submit it to the District Secretary. For subjects not listed on this agenda, the public will be invited to speak under the "PUBLIC COMMENTS" section of the agenda. For specific agenda item(s), speakers will be invited to address the Board/Standing Committee(s) at the time the item is being considered. All speakers are allowed two (2) minutes to present comments. Individuals wishing to present more detailed information are encouraged to submit comments in writing. Written comments are included in the record for meeting(s), and as such, are available for public inspection and may be posted to the District’s website. Electronic Devices: All electronic devices (cell phones, pagers and similar-sounding devices) shall be placed on mute, vibrate or silent mode during Board and Committee meetings pursuant to District Ordinance No. 12. Time of Meetings: Times included on this agenda for commencement of Standing Committee meetings are estimates only. Committee meetings will commence when the Board of Directors recesses to a Committee of the Whole. Order of Agenda Items: The Board or Standing Committee(s) may discuss any item listed on this agenda and in any order. Agenda Planning: The Agenda Planning portion of the agenda is designed to assist the Board and staff in the preparation of future Board and Committee agendas. Concurrence by at least one Director is required in order to place a proposed agenda item on a future agenda.

LIVE AUDIO STREAMING OF BOARD AND COMMITTEE MEETINGS

Live audio streaming and an archive of previously recorded meetings is available on the District’s website at www.actransit.org. For technological reasons, recordings of meetings held outside of the Board Room cannot be streamed to the web.

AVAILABILITY OF AGENDA RELATED MATERIALS

Written agenda related materials for all open session regular meetings are available to the public 72 hours prior to the meeting or at the time the materials are distributed to a majority of the Board. Written materials presented at a meeting by staff or a member of the Board will be available to the public at that time, or after the meeting if supplied by an outside party. Agenda related materials are available on the District’s website or by contacting the District Secretary’s Office.

ACCESSIBLE PUBLIC MEETINGS

Meetings of the Board of Directors are accessible to individuals in wheelchairs. The Board Room is equipped with Assistive Listening Devices for individuals with a hearing impairment. Written materials in appropriate alternative formats, disability-related modification/accommodation as well as sign language and foreign language interpreters must be made 72 hours in advance of the meeting or hearing to help ensure availability. Please direct requests for disability related modification or accommodation and/or interpreter services to Linda A. Nemeroff, District Secretary, 1600 Franklin Street, Oakland, California, 94612 or call (510) 891-7201. AC Transit’s General Offices are generally served by bus lines 1, 11, 12, 51A, 72, 72M. The nearest accessible bus service is provided at the intersection of Broadway and 17th Street in Oakland. The nearest accessible BART station is the 19th Street Station in Oakland. District Ordinance No. 13 prohibits bringing non-service animals to District facilities unless specifically authorized by federal or state law. To accommodate individuals with severe allergies and environmental illnesses, meeting participants should refrain from wearing scented products to the meeting.

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Alameda-Contra Costa Transit District April 30, 2014 Page 3 of 3

SPECIAL BOARD OF DIRECTORS/BOARD OFFICERS RETREAT President Greg Harper presiding Wednesday, April 30, 2014 at 2:00 p.m.

Staff Contact or Presenter

1. ROLL CALL

2. PUBLIC COMMENT Any person may directly address the Board at this time on any items of interest to the public that is within the subject matter and jurisdiction of the Board. Speakers wishing to address a specific agenda item will be invited to address the Board at the time the item is being considered. Two (2) minutes are allowed for each item.

3. PRESENTATIONS/DISCUSSION ITEMS:

3A. Mobility Task Force recommendations. [Developed with the support of Directors Davis and Williams.]

Dennis Butler 891-4798

3B. Technology Infrastructure: Interdependent Systems that Drive Performance. [Requested by President Harper – 5/22/13]

Tom O’Neill 891-7278

3C. Training Assessment Report. Kurt De Stigter/ Teri Fisher of

Insight Strategies 891-4791

3D. Agenda items for the joint meeting with the Retirement Board.

Linda Nemeroff/ Hugo Wildmann

891-7284 4. BOARD/STAFF COMMENTS

(Government Code Section 54954.2)

5. ADJOURNMENT

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This page intentionally blank 

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Mobility Management Task Force

AC Transit Board of Directors Retreat

April 30th, 2014

1 5

What is Mobility Management?

2

Coordination and communication of multimodal transportation options, serving all of a community’s travel needs using all available travel resources

6

3 7

¢¥.:1 II M

Alomedo-Contro Costa Transit District

Mobility Management Task Force

Goals: 1. Evaluate Existing

Conditions, Needs, and Opportunities

2. Identify Best Practices and Case Studies

3. Recommend Service Delivery Options and Pilot Project

• Participants – Community Development

Director, City of Newark – Paratransit Program Manager,

City of Fremont – Human Services Director, City

of Fremont – Public Works/ Transportation

Engineering Division, City of Fremont

– Business Agent, ATU Local 192

– AC Transit Board of Directors, Wards 4 and 5

– Service Development and Planning Staff 4

8

Existing Conditions: Current Transit Performance

5

0

1000

2000

3000

4000

5000

97 99 210

212

215

216

217

232

239

242

251

264

275W

eekd

ay P

asse

nger

Boa

rdin

gs

Route

AC Transit Ridership

ACT Avg

D2 Avg

0.05.0

10.015.020.025.030.035.0

97 99 210

212

215

216

217

232

239

242

251

264

275

Pass

enge

rs p

er R

even

ue H

our

Route

AC Transit Productivity

ACT Avg

D2 Avg

($25.00)

($20.00)

($15.00)

($10.00)

($5.00)

$0.00

97 99 210

212

215

216

217

232

239

242

251

264

275

Subs

idy

per P

asse

nger

Route

AC Transit Passenger Subsidy

ACT Avg

D2 Avg

0%2%4%6%8%

10%12%14%16%18%

97 99 210

212

215

216

217

232

239

242

251

264

275

Fare

box

Reco

very

Route

AC Transit Farebox Recovery

9

Existing Conditions: Population and Employment Density

6 10

Existing Conditions: Passenger Boardings (AM Peak)

7 11

Existing Conditions: Passenger Boardings (Midday)

8 12

Existing Conditions: Passenger Boardings (PM Peak)

9 13

Mobility Management Best Practices

• Expanding Multimodal Options • Partnerships • Mobile Technology • Demand Responsive Transit Services

10 14

Expanding Multimodal Options

• Rise of the Sharing Economy – Car share – Bike share – Rideshare

• Casual model: Carpool and van pool

• Taxi model: Lyft, Uber, MetroBee

11 15

Partnerships

12

Source: MTC - http://rideshare.511.org/rewards/county_benefits.aspx

• Alternative Transportation Incentive Programs: (# of Bay Area Counties Participating)

– Guaranteed Ride Home (11)*

– Van Pool (7) – Car Pool (5) – Transit (3) – Taxi (1) – Bike (3)

*Only program in which Alameda County participates

16

Mobile Technology • Limited number of agencies

providing real-time information but deployment is growing (AC Transit was early adopter)

• Key motivations – Augment other means of

communication – Improve customer service – Attract choice riders

• Key considerations – Resource requirements (cost,

personnel, staff time) – Market: attracting choice vs. core

riders – Information equity

13 17

Flexible Transit Services

• Primary Motivations – Serve areas challenged

due to demographics, street layout, or community preferences

– Serve low-demand time periods

– Provide coverage to low-density areas

14 18

Flexible Transit Services

• Types – Request Stops – Flexible Route Segments – Route Deviation – Point Deviation – Zone Route – Demand-Responsive

Connector

15

Mostly Fixed

Mostly Demand

Responsive

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Case Study: Denver Call-n-Ride • Service area characteristics: low-

density, circuitous, with low-demand time periods

• Service type: mix of scheduled points with fixed headways and demand responsive zones

• Frequency: 10-60 minute headways depending on zone

• Fare Structure: same as regular • Scheduling

– No reservation center, schedulers, or dispatchers

– Drivers schedule by cell phone or on-board using sophisticated “MobilityDR” platform

– Customer is given pick up window (on that vehicle or on another)

16

EXAMPLE ZONE

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Case Study: Denver Call-n-Ride

17 21

A lameda-Contra Costa Transit District

Service Delivery Options

• Planning exercise – How much high-

frequency service could we provide with current revenue hours?

– Where should it go? – What mobility

management options should fill in the gaps?

18 22

Service Delivery Options: Existing Service Structure

19 23

Service Delivery Options: Proposed Service Structure

20 24

Service Delivery Options Current vs. Proposed Network

21

0%

20%

40%

60%

80%

100%

15 minuteHeadways

30 minute/Flex Service

All Service

Population within ¼-mile of Service Type

(Total Service Area Population = 328,000)

Current Proposed

• Proposed network: – Maintains existing total

revenue hours – Expands service area

25

Service Delivery Options Pilot Shuttle

• Replace Line 275 (2nd lowest performing route)

• Revenue hour neutral • 2 vehicles • 2 Schedule Points: UC

BART and Lido Faire/Ardenwood PnR

• Headways: 30 min

22 26

Next Steps and Challenges

• Present to District 2 TAC and PAC • Determine Paratransit Implications • Identify alternatives for dispatch and operations • Determine training and other logistical requirements

associated with Flex Service • Implement the pilot shortly after the arrival of the

Small Transit Vehicles

23 27

References

24

Becker, A. Jeff, Roger F. Teal, and Rebecca Mossige. 2013. “Operating Experience with General Public Demand-Responsive Transit in a Metropolitan Transit Agency’sService Portfolio.” In . http://trid.trb.org/view/1242603. Koffman, D. 2004. “TCRP Synthesis Synthesis 53: Operational Experiences with Flexible Transit Services.” Washington, DC: Transportation Research Board, National Research Council. Schweiger, Carol L. 2011. Use and Deployment of Mobile Device Technology for Real- Time Transit Information. Vol. 91. Transportation Research Board.

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Technology Infrastructure

Interdependent systems that drive performance

Tom O'Neill Chief Technology Officer

April 30, 2014

AGENDA ITEM 38

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• Every single bus is supported by a complex array of interdependent technologies

• Both ope~ations & maintenance staff and tt>Yr ritlers reJy on the fiiDW G>f in or mation

.....

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. Multiple Systems Keep Us Moving

• HASTUS schedules service

• Operators are assigned via OTS, coaches via TIS

• OrbCAD links coaches and OCC with voice and data

• NextBus predicts bus stop arrivals

• Ellipse schedules & records maintenance activity and keeps our parts inventory

• PeopleSoft manages HR and financials data

4/30/2014

• Whether onsite or hosted,

owned or SaaS, applications

allow data to be created and shared, which allows us to do

meaningful work

• Our network infrastructure is

the plumbing that keer:;>s all

data flowing

• Workstations anti mobile

devices are the network 'endpointsrJ fO>r access to

applicatit>ns anol t11ata

3

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• We rely on network connectivity in the same way we rely on PG&E to provide electricity

• Quality of service is measured in uninterrupted uptime

Routers and Switches: • Cisco standard

• Core, metro, distribution, & access switches • Routers and firewalls

• Fiber-optic and Cat6 cabling • Wireless access points • Secure private and guest wireless networks

AT&T Opt-E-Man, TW Telecom Ethernet, and AT&T Tl circuit's:

Connecting DivlsiQms and other remote locations(~ rnowntaintop repeaters} Roin1t rto point t"onnectivity t"o 0ur Disaster Recower¥ Sif'e

• lnclwdes rtelephr0A'e (V'OIP) traffic • lnclwttes lnt"ernet t:emnectivity

llisaster r"esllferice: • S:et"0nttary ldomain tb ntrollers antt k"ey sr s'Lem

!backups are fifo-are"d lrn Sacrament'o

4/30/2014 4

33

AC Transit Facilities

Add ~ayw Saved

Facilities

Style 5 Data 'A Labels

* 1600 Franklin St

' 1 0626 International Blvd

' 1 177 47th St

' 1100 Seminary Ave

' 1758 Sabre St

' 20234 Mack St

' Mission St

' RagingWire Data Centers

San Bruno Mountain

Walpert Ridge

Black canyon

l.. T-1 02 to Black canyon repeater

l.. WAN

l.. T-1 02 to Mt San Bruno repeater

l.. WAN

l.. WAN

l.. WAN

l.. WAN

l.. T-1 02 to Walpert Ridge repeater

l.. Fiberto DR site

2016 Macdonald Ave

Base map

San

._ , .­Tr.IC}'

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• In 2002 we began virtualizing and consolidating servers

• Virtualized hardware shares resources, lowering space and power requirements

• Virtualized servers are provisioned and repaired via software

4/30/2014

Virtualized Servers • 130+ servers virtualized on dual redundant

Cisco blade server chassis • Only incompatible legacy servers and _vendor

physical server defined systems remam un­virtualized (e.g., OrbCAD, Hastus Key)

• VMware is our virtualization platform • Fast deployment, movement, recovery

Storage Area Networks {SANs) • Disk arrays store most of AC Transit's

information* • 40+ terabytes of SA17A arnd Fib>er Ohannel

storage (1 TB = 1000GB) • Backups are mirrored offsite

Key functions rely on obs-olet'e tecbnotogy • G>TS-TIS~ II?AS orn the HIP 3[i)QQ • OrbCAD on WindO\W:s~er~er ~[i)~())

6

35

• Software as a Service (SaaS) lowers capital investment for software

• Hosted systems allow us to outsource primary support and maintenance of major licensed software

• Custom built software is designed and delivered in house and tailored specifica lly to need

4/30/2014

Sa aS: NeoGov, Cornerstone On Demand (CSOD)

Hosted: PeopleSoft and Microsoft Office 365

On-Site: Ellipse, HASTUS, OTS, TIS, Timelink

Custom: Key Perf0rmance lndicatGrs (KPI), Cust~mer Relat ions Application, Road Calls Trackmg ~ystem • 17eam Foundation cotte repositrorv {check out,

chceck in) • Int ernal ShareiY0ill'ilt Sife rM}l~CT')

• ~gile, if er:ative tfe\7elopment cycle • .NET fr;amewor.k & C# language • HTM L SJ} Responsh!Ke Web J:)'esrgn

(eJg. Fe(!JE~.com)

7

36

.. ...

.,.. -~ 0

&81. -w ~ a: 5811 z 0 . C) .. g

3ft,

2811 ... ...

4/30/2014

Key Performance Indicators Operator LOG-ON Rate

DAILY- 0/o LOG-ON RATE FOR DMSION System Wide

-:rtH T•.ut

8

37

• Databases are the heart of every application from OrbCAD and PeopleSoft to email

• Standardizing on one database management system (DBMS) for all applications saves on training & staffing

4/30/2014

• •

• •

•

•

Microsoft's SQL Server is our standard

82 production databases on 9 SQL servers

Separate Development and Test servers

Transitioning DTS packages to modern SSIS packages to move data in and out of databases

Data Warehouse supports multiple applications & reports with validated data imported from authoritative application databases (e.g . ., Pe-oj:i>leSoft FIN & HCM, HASTUS, Ellipse)

Future: Microsoft~s Azure cl0ud-based DBMS

9

38

• 1980s: Green-screen • 700 workstations

terminals wired to HP • 300 smartphones • <20 Tablets for Board of Directors and

3000s Executive Staff • AMDTs on coaches, non-revenue vehicles

• 1990-2000s: PCs on wired • Remote access to desktops via Terminal

networks Servers (primary and backup/OR)

Now: PCs, smartphones, • Hosted and web applications can be • accessed anywhere, on any device

& tablets on wired & (e.g., PeopleSoft via SSL)

wireless networks • Future:

• Future: More diverse • Tablets for mobile acrcess to resources;

form factors & operating auxiliary for some, primary for others (Maintenance & Materials staff)

systems, pervasive • Wearable tbmputing (e.g., GoGgle Glass)

wireless networks, and • Voice, g-esture controls

more mobile users • Heads-Up 9isplays {HUD) on coaches

4/30/2014 10

39

• 1980s: Wired telephone; open-channel coach radios

• 1990-2000s: Voice-only cell phones, pagers; channelized coach radios

• Now: Voice-Over-IP (VOIP) telephone service riding on our data network

• Future: VOIP, smart wireless devices; P.25 radios, cellular data networks; wireless mobility supporting the capture and distribution of real-time field data

4/30/2014 11

40

OrbCAD Computer-Aided Dispatch/Automatic Vehicle Location (CAD/AVL) • Multiple application, file, radio

and remote access servers, most running Windows 2000 Server

• Six Central Dispatcher consoles at ace

• Three radio repeater sites, with a T-lline to each

• AMDTs, GPS receivers and Motorola voice/data radios in every coach

4/30/2014

Challenges: • Our OrbCAD Build 5 application, circa 2003, is tied to

obsolete server hardware f rom that same era that cannot be upgraded or virtualized. Risk of failure is high and could result in 'fallback mode' or open radio channels

• Our Advanced Mobile Data Terminals (AMDTs) are failing at an increasing rare. Our maintenance contrcrct with Xerox/ACS expires in August :2014; replacements are uncertain

• Our Mot orola MCS2000 radios are no longer available new but used replacement's can be found

• Our radio repeaters anCl relatetf equipment are past end of life but are repa'irable/ r-eplaceable with used

• Our licensed radio spectrum w•ll expire in lG11 alile:J canmot be reneweCl

• Our tlilree moul'iltaintl>p 11epeater site leasres are expen~ve($l11kY,~ea~

Opporti!Jniti'es: • "C/AJJJ71AVL s,ysrem replcrcernent is bu(lJg'et"edanel R~s will

b'e released shortly, but it's~ multi-year proje"ct

12

41

PeopleSoft Financials {FIN) and Human Capital Management (HCM) • Multiple application, file

and web servers, all virtualized on modern hardware

• Offsite hosting provides 24x7 primary support and protection from regional events

• Backup hosting site in place • Encrypted SSL allows secure

user access from anywhere

4/30/2014

Challenges: • Ver. 9.0 released in 2006, we went live in 2009,

Standard support ended in 2011, Extended support ends in June 2015

• Training was cut during the 9.0 rollout and no follow-on training was budgeted

Opportunities: • Upgrading from ver. 9.0 to 9.2 next FY will

improve the Uland provide an opportunity for some process re-engineering

• District-wide re-training for all users is planned for neKt FY

• Implementing addirtJicooal licensed modules and new additions would s\tr:eJi!gthem contr;ols and add capabilities

13

42

• Reliability requires: • Hardware:

• Careful engineering & design • Storage shifting from spinning disk drives

to SSD

• Formal change control • Network switches virtualized

• Preventive maintenance • Network and storage services on demand:

Infrastructure as a Service {laaS)

• Monitoring and alerting • Software:

• New technologies require: • Integrating local with remote hosted or

SaaS applications

• Evolving jobs and skill sets • Pro~iding applications that can run on any dev1ce, anywhere, any t ime

• Specialization • Supp?rt external developers: GTFS, GTFS-

• A culture of continuous Realt1me and other public data APis

learning and training • Workplace:

• An increasingly mobile and ever-

• We must change and adapt connected workforce

while maintaining reliable • Expectations of 24x7 availability and

support

systems and services • Provide on-demand and self-service support, training

4/30/2014 14

43

• Reliable I.T. systems require a commitment to regular, scheduled updates and replacements

• Deferring or skipping an investment cycle increases risk and lia bit ity

• Initial and recurring training is key

4/30/2014

Challenges:

• Short-term financial conditions can impact long-term scheduled commitments

• Risk and potential liability of project delays can be difficult to quantify

Opportunities:

• Emphasizing SaaS c:>r hosted applications in virtualized envi ronments reduces capital requirements

• Training t'owlcl tie oate'gorized as a continuing, flll m;tilame:ntal r'equirement1

like utilities or tf esel fwel

• The next 6+ years of maj0r I.T. investment needs are al liea!d\y in P~0pleSoft as Capital Project Re:q liJ e"Sits

15

44

• Technology evolves quickly and spreads to new areas

• New technologies require increasingly specialized skills, which are scarce and expensive

• We need to keep up with new technologies to gain new efficiencies & capabilities and to stay supported

• Generalists don't maximize our use of technology, specialists do but add to headcount

• We compete with everyone else (everywhere) for experienced technical staff

45

• Job class specs must be kept current

• Planned, goal-oriented training is paramount

• Capital investments in technology must be matched by operational staff investments

• Staff must understand that the organization's needs change over time, and so must they

• Software as a Service, Infrastructure as a Service and similar hosted approaches are an alternative to hiring

46

• Competitive salaries & benefits are just a start

• Our benefits aren't unique, many others are richer and more flexible

• Our cachet isn't attractive ... except to a few

• Pensions don't attract younger, skilled workers

• Gen-X and Gen-Y value new technologies and interesting work, not longevity at an employer

• It's not just salary, or benefits, or the work, the office or the boss: it's everything

47

• First impressions last: Retention starts with our job ads

• The online application process, our candidate communications, and the interview all set the tone of who and what we are

• Day 1, arrival, should be flawless

• The first few weeks are critical and must both

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• To attract and keep great talent, we have to look, sound and act like a great place to work

• You get what you pay for, so what do we want?

• Being flexible does.n't have to cost more, but it requires discipline and fairness

• Work environments need to be fresh, clean, functional, enjoyable places to be

• Eliminate bureaucracy, useless processes and forms; 'sunset' those that don't add value

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• It takes leadership

• This has to be the Board's value, and Management's value

• Keep a sharp eye on making a positive, efficient workplace for today and the future, not a critical eye on the past

• Create an environment of excellence via Performance Management

• Be Dale Carnegie, not Andrew Carnegie

50

Training Assessment Report Presented by: Teri Fisher —Insight Strategies Presented to: The AC Transit Executive Team

Date: April 10, 2014

51

Objective

To perform an organization-wide

training needs assessment that

includes evaluating the gaps between

the District’s current performance versus its desired or

required performance and making recommendations to better

equip employees to be part of a high performing organization.

2

52

Framework: Strategies, Processes and People

Organizational high performance

3

Strategies

People Processes

53

What prompted this effort?

4

• Financial conditions required the District to cut both staff

and staff development activities

• The new GM’s goal – high performance organization

• Performance management and employee development

identified by Executive team as high priority goals in 2012’s

goal planning session

• Heightened employee expectations—productivity,

accountability and metrics-based

54

What prompted this effort (cont’d)?

5

• MTC requiring that AC become more efficient

• New Supervisors—sink or swim

• ATU has requested joint training with management.

Mediation training in last ATU contract.

• AFSCME contract language includes a commitment to

employee development

• Staff development is an imperative organizational need

55

Process Research Included:

6

1. Reviewed Internal documents

2. Conducted 23 AC interviews in Executive/Managerial positions

3. Conducted 16 AC focus groups by function

4. Interviewed 4 Transit Agencies for best practices

5. Interviewed 5 non-transit organizations for best practices

6. Analyzed ASTD 2013 Annual Report

7. Reviewed ISI/Eno Mid-Manager Skills Assessment

8. Researched local colleges and universities for offerings

9. Researched industry Associations, Consortiums & Institutes for

offerings

56

Approach 1:1 Interviews

7

1:1 Interviews Number of Interviews

General Manager 1 Chiefs 6 Directors 6 Managers 4 Superintendent 1 Other Key Staff, i.e. SME’s, AFSCME 5

Total: 23

57

Approach Focus Groups: 16 Total

8

• Administration • Analysts • Operations Supervisors • Maintenance Supervisors • Dispatchers • Finance • Training • Procurement

• Procurement • Information Services • Engineering • Planning & Grants • General Services • Customer Service

58

Consultant Observations

9

Positive: • Managers updated and revised job specifications

• AC has adopted PM system—Cornerstone

• Mr. Armijo—goal/KPI focused and communication has improved

• Employees eager to learn, develop and excel at their jobs

• Strong desire to get learning and development back in the organization.

59

Limited understanding of basic organizational information

Lack of role clarity in given jobs

Lack of budget consciousness

Learning and development is not represented functionally in the Agency

Lack of organization-wide systems use and knowledge, i.e. PeopleSoft

Departmental business processes are lacking; limited knowledge outside/inside function

Learning occurs informally and is self-driven

Documentation is needed, i.e. processes, employee performance

10

Summary of Key Findings:

60

No employee onboarding or orientation exists

Cornerstone underutilized and not leveraged

PM not common managerial practice

Organizational communication gaps exist—pockets of knowledge

Communication—the most highly requested professional skill needed

Leadership, Supervisory and managerial skills needed at all levels especially with heightened expectations of “high performance”

AC culture –opportunity to embrace professional growth =retention

11

Summary of Key Findings (cont’d):

61

Findings – Bottom Line Up Front (BLUF)

12

1:1 Interviews

Professional Skills Needed to be Successful in Position

• Communication

• Creative Problem Solving

• Customer Service

• Project Management

• Time Management

• Team Skills

• Management Skills

62

Findings – BLUF

13

1:1 Interviews

Technical Skills Needed to be Successful in Position

• MS Office

• Computer Skills

• PeopleSoft

63

Findings – BLUF

14

1:1 Interviews

Knowledge Needed to be Successful in Position • Transit Industry Knowledge • AC Transit Knowledge • Principles, policies and practices of position • Pertinent local, state and federal laws, rules and regulations • Motivation • Business report writing • Conflict resolution • Team building • Leadership

64

Findings – BLUF

15

1:1 Interviews

Management Support Needed to be Successful in Position

• Training

• Communication

• Financial support

• Embrace professional growth/development

• Support for departmental decisions

• Increased responsiveness/Timely responses

65

Findings – BLUF

16

1:1 Interviews

Obstacles to Being Successful

• Short staffed

• Lack of support from management

• Resistance to change

• Lack of flexibility in workforce

• Lack of efficiency

• Lack of resources

• Purchasing and Procurement

66

Findings

17

1:1 Interviews: Questions 6, 7 & 8 6. Method of acquiring skills,

knowledge, behaviors? 7. How Effective Is It?

Avg. Rating 8. How efficient is it?

Avg. Rating # of

mentions/ 23 total

(Method) (You see the skills/ behaviors back OTJ)

(Occurs when needed and value for the money)

Conferences, i.e., APTA, Eno, Trade related

4.1 3.7 9

OTJ Exposure 3.7 2.9 7

Go outside company as needed--training

4 4.2 5

Reading and Research on own 4 3.4 4

Certifications and Colleges 4.8 4.4 4

Networking 3.3 2.7 3

67

Findings

18

1:1 Interviews: Questions 6, 7 & 8 (Cont’d.) Volunteer on Task Force, Teams 4 3.5 2

Go to SME’s for help 4.5 3 2

State, County, Federal Regulatory Training--webinars

2.8 3.5 2

Formal Education 3 3.5 2

Cornerstone OnDemand training--internal

4 4.5 2

Self-taught 4 4 1

Webinars, i.e., APTA 3 3 1

YouTube Video Tutorials 2.5 3.25 1

68

Findings

19

Focus Groups: Skills, Behavior & Knowledge

Knowledge of AC Transit

Professional/Managerial Skills

Managing Up

Supervisory/ Management Skills

Performance

Management

Goal

Setting

Accountability

Leadership

Coaching

Motiv-ating Other

Individual Skills

Time Manage-

ment

Project Manage-

ment

Critical Thinking

Creativity

Systems and Computer Skills

Prima-vera

PeopleSoft and

Office

Share Point

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Findings – BLUF

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Focus Groups

Training Needs • Computer Skills • Cross Departmental Training • Job Specific Training • Management Training • Training at industry conferences – to stay current on trends and for

networking purposes • Customer service – internal and external

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21

Focus Groups Focus Groups: BLUF

Management Support • More communication from management • Acknowledgement/Appreciation/Recognition • More inter-departmental communication • Performance reviews/Feedback • Technical support • Direction on prioritization • Provide consistent opportunity for education and training

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Best Practices & Offerings

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• Public Transit

• Non-Transit

• APTA

• American Society of Training & Development Annual Report

• Transit GM/CEO Mid-Level Manager Survey Findings

• Colleges and University Offerings

• Associations, Consortiums, Institute Offerings

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Best Practices

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Public Sector Transit: • OCTA

• UTA

• LACMTA

• WMATA

• APTA

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Kirkpatrick’s 4 Levels of Evaluation

Level 1: Reaction

Level 2: Learning

Level 3: Behavior

Level 4: Results

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Findings:

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Public Transit - Summary:

Consistent: Each agency was fully committed to employee development strategically

and financially.

• Each agency desired to provide a “blended” learning approach but none had truly embarked on it as of yet.

• Most programs’ success was based on “smile sheets” (Level 1).

Exception—OCTA: use 360 feedback pre/post to gauge behavior change back on the job, retention, internal promotions (Levels 3 & 4)

Inconsistent: Approach to employee learning and development.

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Transit Practices Highlights: OCTA: Succession Planning—LDA & MDA

UTA: Decentralized, ADDIE Framework (Analyze, Design,

Develop, Implement, Evaluate) LACMTA: Customized/Intact Team Support; Multi-Agency

Exchange Program (MAP) WMATA: Comprehensive Leadership Program—top to bottom

(2014 start)

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ASTD State of the Industry Report

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Data Reflects ASTD’s Best Award Winners: • Organizations with 500 to 9,999 employees invest on average $964/employee

annually. • Percentage of payroll is 3.6% • Annual average number of training hours per employee is 30.3. • Employees per Learning and Development staff member= 299:1

Expenditure Distribution (Consolidated)

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Overarching Recommendations:

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• Create and fund a staff development unit at AC Transit • Address pressing needs immediately • Continue to evaluate needs, revise and expand staff development capabilities • Institutionalize learning and development (DNA) versus “check the box” • Create an on-boarding process for new employees

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Recommendations AC Transit Training and Development Needs

Year 1 •Addressing pain points and

creating the foundation.

Years 2 and 3 •Crafting professional

development for long-term success. Current job

focused.

Year 4 + •Ensuring employees have

the skills to be successful today and into the future.

Future job focused.

Institutionalizing Employee Development

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Recommendations Year 1

Systems and Software;

PeopleSoft • Define business

processes, streamline and improve

• Maximize People Soft potential to analyze and run the organization

• Core training • Select

departmental subject matter experts

Onboarding/ Orientation

• Initial integration of new employees

• Identify tasks that must be done prior to new employee's first day and first 30 days

• Discern what new employees need to know in order to be successful

• This also pertains to all AC Transit employees

Managerial/

Supervisory Skills • Executive leaders

take the lead on skills development

• Provide consistent supervisory experience for employees

• PM: Cornerstone; writing/delivering performance reviews; developing employees

• Focus on addressing quality of work, productivity, and the attitude of the employees they direct

Professional Development Staff

• Training and Development Manager to oversee programs and requests

• Administrative person to handle registrations and tracking (possible later phase)

• Oversees Professional Development Advisory Committee

Internal Communication

System and Structure • Process-map how

information flows in the organization

• Implement structured systems to ensure consistency and timeliness of information

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Recommendations Year 2-3

Curriculum Development

•Compliance • Individual

professional skills • Functional

professional skills • Internal and external

offerings

Continuous Improvement

•Organized and structured

• Increasing quality and productivity

•By department, process mapping key activities to identify ways to improve and become consistent

Institutionalize Leadership

Competencies

• Implement Leadership Program built around the competencies

Employee Development as a Strategic Initiative

• Incorporated into strategic plan

• Level 4 measures (bottom-line) identified and tracked

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Recommendations Year 4+

Succession Planning

• Identify bench strength to three levels down in the organization

• Implement succession planning process

• Formalize development for key talent

• Access industry development sources

Learning Management System

• Implement tracking and functionality of system

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Process Connection Optimizing Cornerstone OnDemand Performance Management System

2014 Continue using Goal

Setting and Performance Review

system

Align individual goals to business strategies

Train Managers on using KPI Dashboards during performance

discussions

Institutionalize performance

discussions by tracking them

2015-2016 Create customized

Leadership Competency 360

assessment - roll out with all executives

Implement Competency-based

Development Planning

2017-2018 Roll out Leadership

Competency 360 assessment down to

managers and supervisors

Implement Succession

Planning system to track talent and maximize development opportunities

Begin implementing Compensation Modeling and

Budgeting Modules

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Costs/Budget Estimations for Year One: $260K: Two Staff Development employees (duties combine high level and

administrative responsibilities) $10K: Training software implementation costs – one time $10K: On-going training software license fees $20K: Supervisory performance management skills training programs $15K: Miscellaneous materials, etc. $25K: On-line $15K: Off-site computer skills training $20K: Consultant for joint ATU/Management training on mediation and conflict

management $35K: Purchase of continuous improvement related training materials and tools

including train the trainer for delivery. TBD: Consultation to develop Onboarding process, Orientation program, Internal

Communication process mapping, Executive leadership 360 process and coaching, Assisting HR with Staff Development integration and roll-out (roles, responsibilities, success metrics, etc.)

Total: $410K +

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Benefits: Creates a workforce that has the skills, knowledge, and abilities to

execute and achieve.

Engages employees and holds them accountable to measurable performance goals.

Raises the bar in terms of expectations.

Drives performance in the organization.

Retains the best and brightest.

Secures long-term viability and success of AC Transit.

Instills a sense of pride and motivation. Sends the message that continuous improvement is expected at all levels

and in every job.

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Final Thoughts—From the GM

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“As leaders of AC, here are what I ask of you…insist that you and your teams take a higher view of what’s possible and be accountable for all of your decisions. Be adaptable and not stuck in old ways of thinking. Encourage people to think critically and debate all sides of an issue. Insist on cross-functional decision making versus silo’d. No fence sitting allowed. CHOOSE, COMMIT and ACT with URGENCY. Do more than what’s asked of you, even if it means extra hours. Recognize and appreciate daily those employees who make us great at what we do. Grow and develop your people. Take on your role as a people manager first and foremost. People don’t leave organizations, they leave bosses.”

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Thank You!

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