1. OCTA Strategic Planning March 8, 2011 STRATEGIC PLANNING FOR PERFORMANCE-BASED MANAGEMENT

2. Strategic Planning Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. 2

3. Trends affecting OCTA Challenges of constrained resources Promises to deliver transportation solutions remained unchanged Recent and sustained attention to government operations (need for transparency) Need to bring greater focus to OCTA service delivery and performance Transform OCTA into an outcome-oriented organization 3

4. Purpose/Objective of OCTA Strategic Plan Define future business strategies Establish priorities on allocating resources to pursue strategy, including its capital and people Focus goals and strategies to: –fulfill missions –meet governmental mandates –satisfy constituents –create public value in the future. Create a performance-based approach to achieving goals 4

5. Phase One Consultation Opinion Leaders Employee Survey Employee Focus Groups Department SWOT Meetings Board Adoption Development Values Vision Mission Goals Objectives Strategic Initiatives Balanced Scorecard Board Mid- Course Review Board Workshop Strategic Plan Research Combined Planning Document Best Practices Phase Two 5

6. Insert actual Plan Framework diagram here

8. Trends Increased use of “dashboards” or “scorecards” to inform Application of balanced scorecard to monitor organizational performance from four key perspectives – customer, employee, financial and process Measurements to include all aspects of operation Greater use of performance measures to secure specific outcomes Balanced Scorecard to Measure Performance and Progress 8

9. Performance-Based Management Communicate results of programs and services Provide better information for effective decision-making including resource allocation Supply continuous feedback for performance improvement 9

10. Performance-Based Management Measure progress in terms meaningful to customers and employees Ensure programs and resources are aligned with mission and desired results Increase organizational accountability –Frequent reporting and relentless follow-up –Decisions driven by timely, accurate and pertinent data –Reward and recognition for individual and organizational results Use a balanced scorecard “dashboard” to monitor progress 10

11. Strategic Initiatives from 2011 to 2016 Deliver the Capital Action Plan Create and Implement a Vision for the Future Transit System Sunset Measure M1 and Advance Measure M2 Strengthen Regional Connections 11

12. Strategic Initiatives from 2011 to 2016 Enhance Customer Satisfaction Ensure Fiscal Sustainability Promote Environmental Sustainability Pursue Public-Private Partnerships Sustain Organizational Excellence 12

13. Questions and Answers 13