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2017–2021 STRATEGIC PLAN
1.AboutthePlan
2.Vision,Mission,andCoreValues
3.StrategicGoalsStatements
4.StrategicGoal1—Advocacy
8.StrategicGoal2—MemberServices
12.StrategicGoal3—OrganizationalManagement andDevelopment
16.ImplementationoftheStrategicPlanandTimeline
16.ProcessforPeriodicReviewandUpdate
16.TowardsaNewPlan
17.Acknowledgements
CONTENTS
AboutthePlanTheindividualmembersoftheCaliforniaTransitAssociationfocusonmovingpeople
fromwheretheyaretowheretheyneedandchoosetobe.AndtheAssociation
focusesonthesameconceptonadifferentscale.Ourmembershavespokenloudly
fromthroughoutourranksthattheAssociationshallsupporttheirworktobringfully
funded,efficientandeffectivepublictransitsystemstoallCaliforniacitizens.
ThefollowingpagesreflecttheroleoftheAssociationtohelpproducethatvision.
Thisisthethirditerationofaplanningprocessthatbeganin2005–whichatthetime
representedanevolutionarystepintheAssociation’sworktoreflectthecollective
visionofitsmembersfromastatewideperspective.
California’seconomicvitalityandsocialstrengthdependontheabilityofallour
citizenstomovefreelyandeasilywithinandbetweenourgrowingandincreasingly
congestedcommunities.FortheAssociation’smembers,thatmeansastrategy
ensuringourtransitnetworkscanoperateinthemostbeneficiallegalandregulatory
environment.Therefore,ourStrategicPlanmakesstrategicadvocacyitstoppriority,
withanaddedemphasisonprovisionofadequatefinancialresourcesforourstate’s
publictransitservices.
Rightbehindtheprimaryfocusofadvocacy,ourmemberswantinformationand
servicestohelpimprovetheeffectivenessoftheirownorganizations.TheStrategic
PlanthereforecontinuestheAssociation’srichhistoryofmemberparticipationto
developmutuallybeneficialconferences,committees,workgroups,trainingsessions,
andotherforums.Ourmembers,ourleadership,andourAssociationstaffwillwork
togethertocommunicate,shareinformation,buildconsensus,innovate,anddevelop
Associationpolicy.
Finally,theAssociation’smanagementfunctionswillsharethehighstandards
thateachofourmemberscherishwithintheirownorganizations.Theseincludea
healthyparticipatoryconstituency,wellrepresentedgovernance,accountability,
andsustainability.
BydevelopingthisStrategicPlanfortheAssociation,allofourmembershavethus
cometogethertostrengthenpublictransitservicesforallofCalifornia’scitizens.
Theyalsosharethevisionthattheplanonthefollowingfewpagesisessentialtothe
successfuldevelopmentofahealthy,effective,andvibrantpublictransitpresence
throughoutCalifornia.
2017–2021 Strategic Plan | 1
VisionStatementThisstatementcontainsourlong-rangevisionforthetransitindustryandportrays
thedesiredfuturetheAssociationseekstoachieve.
Our Association’s vision is:
Fullyfunded,efficient,andeffectivepublictransitsystemsoperatinginabalanced
transportationnetwork.
MissionStatementThisstatementdescribeshowtheAssociationwillaccomplishitsvision.
Our Association’s mission is:
SupporttheneedsofCalifornia’spublictransitsystemsthroughadvocacy
andeducation.
CoreValuesThesedescribehowtheAssociation’smembersandstaffwillconductthemselves
andthebusinessoftheAssociation.
Our Association’s core values are:
•EthicalBehavior
•Honesty
•Integrity
•Accountability
•ServicetothePublic
•InformedParticipation
•Consensus-BasedDecisionMaking&Inclusiveness
2 | Cal ifornia Transit Association
VISION, MISSION, AND CORE VALUES
CaliforniaTransitAssociation’sStrategicGoalsStatements2017–2021
2017–2021 Strategic Plan | 3
STRATEGIC GOAL 1 ADVOCACY
Influencestateandfederal
decisionmakerstoenactpolicies
andfundingsolutionssupporting,
expanding,developingand
advancingpublictransit.
STRATEGIC GOAL 2 MEMBER SERVICES
Providememberswithtimely
services,toolsandopportunities
toenhancethestrength
andeffectivenessoftheir
organizations.
STRATEGIC GOAL 3 ORGANIZATIONAL MANAGEMENT & DEVELOPMENT
Striveforexcellence,innovation
andstability.
STRATEGIC GOAL 1 ADVOCACY
Influencestateandfederaldecisionmakerstoenactpoliciesandfundingsolutionssupporting,expanding,developingandadvancingpublictransit.
4 | CaliforniaTransitAssociation
2017–2021 Strategic Plan | 5
Objectives
A. Outcome
Existing transit funds are protected.
Indicators
1. Noexistingtransitfunds,includingTDA,PTA,STA,CapandTradeorProposition1Aor1Bfunds,
areeliminated,terminated,shifted,diluted,orotherwiseusedfornon-transitpurposes,without
specificrepaymentterms.
2. Allpreviousloansorshiftsoftransitfundsarepaidbacktotheappropriateaccountfromwhich
thefundsweretaken,plusinterest.
B. Outcome
New transit funds are secured.
Indicators
1. Newsourcesofsustainabletransitfundingareidentifiedandenactedtomeettheneeds
identifiedbytheAssociation,withoutdilutingexistingrecipients.
C. Outcome
Laws and regulations supporting transit are enacted and those impeding transit’s ability to meet the public’s mobility needs are defeated.
Indicators
1. SponsoredbillsandpoliciescontainedintheAssociation’sannualStateandFederalLegislative
Programsareenacted.
2. Allhigh-prioritysupportedbillsareenactedandopposedbillsaredefeated.
3. Relevantbills,lawsandregulationsarereportedtomembers.
D. Outcome
Public and private partnerships are used to successfully influence favorable policy outcomes.
Indicators
1. MutuallybeneficialrelationshipsbetweentheAssociation,itsmembers,andpublic&private
partnersareformed.
6 | Cal ifornia Transit Association
E. Outcome
Enhanced public awareness of transit and its daily positive impact on the lives of all Californians.
Indicators
1. Availablepollingdataindicatesincreasedpublicsupportfortransitcomparedtopreviousyear.
2. ThenumberofiTransitprogramfollowersgrowsannuallyandfollowersareengaged.
MenuofTactics
1. AnnuallydevelopandadoptStateandFederallegislativeprogramsbasedontheobjectives
listedabove,thatidentifyandrespondtomid-to-long-termlegislativeorregulatorythreats
toandopportunitiesforpublictransit,andalsoincludinggeneralpoliciestobesupportedor
opposedandspecificlegislativeorregulatorygoalsforsponsorship.
2. Lobbyinsupportoforagainstlegislation,regulations,andbudget&policydevelopments
identifiedintheStateorFederallegislativeprograms,asappropriate,andenlistthesimilar
effortsofmembersoftheAssociationwherenecessary.
3. Monitor,analyzeandreporttomembersonallbills,regulationsandbudgetorpolicy
developmentsthatdoorcouldaffectpublictransit.
4. Developandimproverelationshipswithkeylegislators,staffandadministrationofficials.
5. Continuallyinformlegislators,staff,administrationandregulatoryagencyofficialsabout
publictransit,withanemphasisonhowfundingworksandtransit’ssustainablefunding
needs,including:
•membersconnectinglocallyandinSacramentotobuildrelationshipswithlegislators,
educatingthemonkeyissuesandpromotingtheAssociation’spriorities
6. Conductongoingresearchintoandassessmentoftransit’sunfundedneedsforincreasedand
sustainableoperationsandmaintenance,aswellascapitalfunding,topreservethecurrent
systemandexpandthesystemtoachievelocal,regionalandstatepolicygoals.
7. Identifyandadvocateforalternativeandincreasedtransitfundingsources,newwaysto
incentivizetransituseandbettertransitfundingdeliverysystems.
8. Developmessagingproducts,amediarelationsprogram,andresourcesforadvocatesand
membersthatpositionpublictransitasabi-partisanpolicyprioritydeservingcontinuedstate
support,andimprovethewaylegislators,administrationofficials,otherstatedecision-makers,
andtheCaliforniapublic,perceivetheAssociationandpublictransit.
2017–2021 Strategic Plan | 7
9. Buildstrongerpartnershipswithlike-mindedpublicandprivateorganizations,including:
•buildingcoalitionstosupporttheAssociation’sfundingandpolicypriorities
•conveningaroundtablegroupofbusinessestosupportpublictransit
10.ContinueandstrengthentheiTransitprogram,includingby:
•evolvingthemessagesandtool-kitstoassistlocalagenciesinpromotingpublic
transportationtoindividualsandinfluentialgroupsthatcanimpactfunding,land-useand
relateddecisions
•growingthedatabaseofindividualsupportersofpublictransit
•educatingandmobilizingsupportersasappropriatebyworkingwithmemberagenciesto
activatetheirridersandlocalcommunitygroups
•membersformingrelationshipswithpartnerorganizationsandpromotingtheiTransit
programviasocialmediaandagencyadvertising
11. Increaseopportunitiesfortransittoinfluencelocalplanningefforts(i.e.,landuseand
developmentdecisions)throughthestatelegislativeandregulatoryprocess.
STRATEGIC GOAL 2 MEMBER SERVICES
Providememberswithtimelyservices,toolsandopportunitiestoenhancethestrengthandeffectivenessoftheirorganizations.
8 | CaliforniaTransitAssociation
2017–2021 Strategic Plan | 9
Objectives
A. Outcome
Challenges and opportunities that affect members are identified and addressed.
Indicators
1. Needsassessmentsandanalysesarecompleted.
2. Appropriateexpertsarebroughttogether.
3. Informationisdistributed.
4. Actionresultsareimplemented.
B. Outcome
Members benefit from substantive education, training and networking that include a broad range of perspectives and encourage innovation.
Indicators
1. Well-plannedandexecutedannualFederalLobbyDay,SpringLegislativeConferenceand
legislativevisits,FallConference&Expo,Transit101,andvariousinformationalwebinarsand
otheropportunitiesareprovided.
2. Attendanceatalleventsremainsstableorgrowsyear-over-year.
3. Costsaremanagedinexecutionofconferencesthroughdevelopmentandimplementationof
abalancedbudget.
4. Evaluationresultsindicatestableorgrowingsatisfactionlevelsyear-over-year.
5. Communicationmediumsareanalyzedcontinuallyandrecommendedimprovementsare
implemented.
C. Outcome
Members are supported in their efforts to increase ridership and improve the rider experience.
Indicators
1. Informationisdeliveredanddisseminatedateventsandthroughcommunications,focusedon
increasingridershipandimprovingtheriderexperience.
2. Onlineforumsandresourcesareprovidedforsharingchallengesto,andbestpracticesand
solutionsforincreasingridershipandimprovingtheriderexperience.
10 | Cal ifornia Transit Association
MenuofTactics1. Monitorpolicyandoperationaltrendsintransportationthataffecttransit,including
communicationsfrommemberorganizationsandlegislativeorregulatorydevelopments,assign
importantneworevolvingissuestostandingcommittees(orappointtaskforcesasnecessary)
foranalysisanddevelopmentofrecommendations,takepositionsasappropriate.
2. Disseminateanalysisandinformationtomembers,asrelevant,whenitbecomesavailableand
mobilizemembersasneeded.
3. Continuallyevaluateandutilizethemosteffectivecommunicationmediums.
4. Providememberswiththetools(includingdigitalmediaandtheiTransitprogram)topromote
theAssociationandpublictransit.
5. ProvideenhancedoradditionalopportunitiesforBusinessMemberstoconnectwithpublic
agencymembersandshowcasetheirinnovativeproductsandservices.
2017–2021 Strategic Plan | 11
6. Developandofferdistancelearningopportunitiestoeducateandtrainpersonnelatalllevelsof
publictransitorganizations.
7. Encouragegreaterattendanceateventsbymakingthemmoreeasilyaccessibleandaffordable,
andbyimprovingmarketingofregistrationforsuchevents.
8. Developandmaintainpartnershipswithgrant-makingandotherfund-providingagenciesand
organizations,andfacilitatememberaccesstosuchfunds.
9. Offerpeer-to-peerexchange,networkingandsubstantiveeducationopportunities,including
high-qualitywebinarsandconferences,focusedonmid-levelandupper-levelmanagersand
technicalstaff,andtransitagencygoverningboardmembers,basedoninputfromabroad
numberofperspectives,wherecommonproblemsandinnovativeideascanbesharedand
solutionsdevelopedanddisseminated.
10.Provideopportunitiesforsmallorganizationstolearnfromthelargeorganizationsandthe
largetolearnfromthesmall,includingthroughthedevelopmentanddisseminationof:
•bestpractices
•onlineforums
•areferencelibrary
•comparativeanalysis
•technologysolutions
•aclearinghouseofandlinkstoexistingresearch,messagingandtrainingopportunities
11. Continuallyassesstheeffectivenessofoureducationalopportunities.
STRATEGIC GOAL 3 ORGANIZATIONAL MANAGEMENT & DEVELOPMENT
Striveforexcellence,innovationandstability.
12 | CaliforniaTransitAssociation
2017–2021 Strategic Plan | 13
Objectives
A. Outcome
Increased overall membership.
Indicators
1. Ahigh-rateofmemberretentionandanetincreaseinnewmembersoverthepreviousyearis
annuallyachieved.
2. Outreacheffortstoallsegmentsoftheindustryareconducted.
B. Outcome
Members in every legislative district in the state join the Association.
Indicators
1. Atleastonememberhasjoinedfromeverystatelegislativeandcongressionaldistrict.
C. Outcome
Continued financial stability and accountability.
Indicators
1. Annualoperatingbudgetandyear-endreconciliationarebalanced.
2. Financialpolicies,includingmanagementofreserves,areadheredto.
3. Auditopinionsareunqualified.
4. Duesrevenueannuallymeetsorexceedspreviousyear.
D. Outcome
Increased member satisfaction.
Indicators
1. Associationproductsandservicesareincreasinglyutilizedbymembers.
2. Annualsatisfactionsurveyisconducted,showingpositiveresultsandimprovementsinall
advocacy,memberserviceandorganizationalmanagementareas.
E. Outcome
Contracted staff and vendors are skilled and experienced to meet the organization’s needs.
Indicators
1. Performanceevaluationofmanagementfirmoccursannually.
2. Processisinplacetoensureknowledgetransferbetweenexistingandanynew
contractedstaff.
14 | Cal ifornia Transit Association
F. Outcome
Communication and information analysis capabilities are consistently reviewed and enhanced by appropriately incorporating new and innovative technology.
Indicators
1. Communicationisenhancedandinformationsharingandanalysiscapabilitiesareimproved.
2. Leadershipandskillsininformationtechnologyarestrengthened.
G. Outcome
Increased inclusiveness and participation by all facets of Association’s diverse membership in conferences, committees, policy development and organizational leadership.
Indicators
1. Demographicsofattendancereflectbroaderparticipation.
2. Reviewofcommitteerosters,appointments,chairsanddecision-makingprocessesoccurs
formallyeverytwoyears.
MenuofTactics1. DevelopandsubmittotheExecutiveCommitteeannuallyastaffandcommitteeWorkProgram
designedtoachievetheobjectivesoftheStrategicPlanasmuchaspossiblegivencurrent
resourcesandeffort,basedonthetacticslistedintheplan,concurrentwithabudgetand
forecastbasedonavailableresourcesandcurrenteffort,andidentifyingadditionalresources
and/oreffortrequiredtoachievemoreoftheStrategicPlan’sobjectives.
2. Continuallyreviewandadjustthereservepolicy,asneeded.
3. Continuallyreviewandadjust,asnecessary,theAssociation’sorganizationalandgovernance
structureandresourceallocationtoensureaccomplishmentoftheadvocacyandmember
servicesstrategicgoals.
4. ApproachthebusinessoftheAssociationmethodicallyanddeliberately,usinginternalquality
controlmeasuresandeffectivemanagementtechniques,learningfromotherorganizations
(likestatetransitassociations,academia,thoughtleaders),andensuringadequatecontracted
staffandconsultantcapacitiestomeetAssociationneeds.
5. Conductannualmembersatisfactionsurveys.
6. Conductannualmanagementfirmperformanceevaluations.
7. Ensurecommitteeortaskforcemembersareinclusiveofabroadrangeofperspectivesand
serveasadvisorsondevelopmentofconferenceprogramsandothermemberservices,to
ensureofferingsarecutting-edge,timelyandprovideusableinformationandservicesthat
retainexistingandattractnewmembers.
2017–2021 Strategic Plan | 15
8. Increasenumberofnewmembersthroughthedevelopmentoftargetedcampaignstoidentify
andrecruitviableprospectcandidates,includingfromeverycongressionalandlegislative
districtinthestate.
9. Provideaffordableandrelevantconferencesbyemphasizinginvestmentinqualityspeakersand
presentationsrepresentinginnovativeandrelevantideas,andincreasingvalueforparticipating
BusinessMembers,exhibitorsandsponsors,whileobtaininganetprofit.
10.Promoteconferences,committeeactivities,products,servicesandleadershipopportunities,to
increaseparticipationoftheAssociation’sdiversemembership.
11. Offerinnovativeandnewproductsandservicestobetterserveourmembers.
12.Strengthenleadershipininformationtechnologyfunctions,including:
•improvingthemembershipdatabasetobettertrackmemberneedsandactivities
•attaininghigherlevelsofwebsitefunctionalitytobetterservememberneeds
13.Lookforopportunitiestogenerateadditionalrevenueconsistentwithadoptedpolicy.
14.Identifyandutilizeweb-basedtechnologiesforwebinars,blogs,committeework,e-learning
andothermembersupportservices.
15.Developaproactive,positivemediarelationscampaigntosupportthemediaandmessage
developmenttacticsinStrategicGoal1,Advocacy.
16 | Cal ifornia Transit Association
ImplementationoftheStrategicPlanandTimelineTheAssociationactivelyusestheStrategicPlantoguideitsactivitiesandassessits
performance.ThisincludestheeffortsoftheAssociation’sleadership,staff,andcommittees;
thewaysinwhichtime,moneyandotherresourcesareprogrammed;theconsiderations
thatgointodecisionmaking;and,howprogressandresultsaretrackedandreportedtothe
Association’sleadersandthemembershipatlarge.
AsourtacticalimplementationoftheStrategicPlan,staffpreparesanannualWorkProgram,
whichcontainsspecificactivitiesbywhicheachofthestrategicgoalswillbeimplemented
inagivenyear,includingperformancemeasures.Staffalsopreparesanannualbudgetand
forecast,whichdetailhowrevenuesmatchexpenditurestosupportthestrategicgoals
andproducetheresultscalledforintheWorkProgram.TheWorkProgramandbudgetare
submittedtotheExecutiveCommitteeeachNovemberforadoptionandimplementationin
eachupcomingcalendaryear.
ProgressreportsaremaderegularlyatmeetingsoftheAssociation’sExecutiveCommittee
andtothefullmembershipviapublicationsandthewebsite.
TheStrategicPlanisoccasionallyrevisedandfine-tunedduringitsfive-yearlifetorespond
tochangingconditionsthatimpacttheorganizationandtokeeptheplanrelevantinguiding
theAssociationtofulfillitsmissionandbestserveitsmembers.
TowardsaNewPlanIn2015,theAssociation’sExecutiveCommitteedeterminedapathtowardsaStrategicPlan
for2017to2021thatupdateditsthenextant2012to2016StrategicPlanthroughtheuse
ofaprofessionalfacilitator.AStrategicPlanningTaskForcewasformedtorecommend
ascope,scheduleandlistofvendorsforconsiderationbytheAssociation’sFinance&
ManagementCommittee.AfteracompetitivebidprocessoverseenbytheTaskForce,the
ExecutiveCommitteesubsequentlyapprovedtheFinance&ManagementCommittee’s
recommendationtoengageastrategicplanningfacilitator—ACSQuantumStrategies.
AfterreviewingbackgroundmaterialsandinterviewingAssociationstaff,theplanning
vendorparticipatedinakick-offmeetingwiththeTaskForcetooutlinetheproject’sscope.
Partoftheplan,asdirectedbytheTaskForce,wastoconductinterviewswithselect
ExecutiveCommitteemembersandstakeholders.Informedbythebackgroundinformation
andinterviews,ACSQuantumStrategiesthenonJuly29,2016conductedafacilitated
meetingwiththeentireExecutiveCommitteetoconfirmand/ormodifyexistingstrategic
goalsandobjectives,andtoidentifynewgoalsandobjectives.
Thisfacilitatedmeetingproducedanediteddraftstrategicplan,whichwasdistributedto
theAssociationmembershipandstakeholdersforreviewandcommentviaonlinesurvey.
Resultsfromthesurveywerefine-tunedandincorporatedintoanupdatedversionofa
finaldraftplan.TherevisedfinaldraftplanwasreviewedandapprovedbytheExecutive
CommitteeonSeptember23,2016,andthefinalplanwasdistributedtotheAssociation
membershipduringitsAnnualFallConferenceandExpoonNovember16,2016.
2017–2021 Strategic Plan | 17
ProcessforPeriodicReviewandUpdateThisStrategicPlanisa“living”document,andshallbeusedcontinuallytoguideour
Association’sstaffandExecutiveCommitteeactions,notonlyoverthefive-yearhorizonof
thedocument,butwithineachyearitself.Assuch,theExecutiveCommitteeiscommitted
toaformal,annualassessmentoftheplan’sgoals,objectivesandtactics,informedinpart
byyearlymembershipsatisfactionsurveys,andwillmakechangesfromyear-to-yearas
necessarytoensurethattheAssociationismeetingtheneedsofitsmembersgoingforward.
TheannualreviewtakesplacebyeachJulytoinformstaff’sdevelopmentoftheannual
WorkProgramandbudget,submittedtotheExecutiveCommitteeeachNovember.
Inadditiontotheseannualreviews,theExecutiveCommitteewillalsoconducta
comprehensiveanalysisandupdateofthewholeStrategicPlanonceeveryfiveyears.This
assessmentwouldtakeintoaccount,amongstotherfactors,fundamentalshiftsintheneeds
ofthepublictransitindustry,aswellasanymajorchangesinthepoliticaloreconomic
environmentinwhichtheAssociationanditsmembersoperate.
Thus,themembershipshouldexpecttoseeannualupdatestothisplan,andtoparticipatein
amajorreassessmenteveryfiveyears.
Acknowledgements
Executive Committee
Chair—MikeR.Wiley,Sacramento Regional Transit District
ViceChair—CarlSedoryk,Monterey-Salinas Transit
MonaBabauta,SolTrans (Solano County Transit)
KateBreen,San Francisco Municipal Transportation Agency
AlexClifford,Santa Cruz Metropolitan Transit District
DonnaDeMartino,San Joaquin Regional Transit District
LenEngel,Antelope Valley Transit Authority
NuriaFernandez,Santa Clara Valley Transportation Authority
RoddrickLee,San Francisco Bay Area Rapid Transit District
JimHartnett,San Mateo County Transit District
MichaelHursh,Alameda-Contra Costa Transit District
PaulJablonski,San Diego Metropolitan Transit System
DebraJohnson,Long Beach Transit
KevinKane,Victor Valley Transit Authority
KarenKing,Golden Empire Transit District
JeanneKrieg,Eastern Contra Costa Transit Authority
DavidB.Kutrosky,Capitol Corridor Joint Powers Authority/CCJPA
TeriMantony,Golden Gate Bridge, Highway & Transportation District
JimMastin,Mendocino Transit Authority
BethMcCormick,Orange County Transportation Authority
MacyNeshati,BYD
PamO’Connor,Santa Monica’s Big Blue Bus
JoePolicarpio,Gillig LLC
VictoriaStackwick,San Diego Association of Governments
MichaelTurner,Los Angeles County Metropolitan Transportation Authority
Strategic Planning Task Force
Chair—CarlSedoryk,Monterey-Salinas Transit
AngelaAitken,Santa Cruz Metropolitan Transit District
SharonGreene,HDR | Sharon Greene + Associates
HunterHarvath,Monterey-Salinas Transit
Strategic Plan Facilitator
LisaYates,ACS Quantum Strategies
Association Staff
JoshuaW.Shaw,Executive Director
RobFinley,Deputy Executive Director
AndrewAntwih,Legislative Advocate
MattRobinson,Legislative Advocate
MichaelPimentel,Legislative & Regulatory Advocate
AmyJ.Lai,CMP,Association Services Director
MandyPuliz,Association Services Coordinator
ErinMeyer,Special Projects Coordinator
KimRothschild,Senior Director, Marketing & Business Development
JeffWagner,Communications Director
AlisonTurner,Certified Public Accountant
DodieWishek,Bookkeeper
RebeccaEvans,Database & Technologies Consultant
caltransit.org