LA Metro - FY07 StrategicPlan

05-3426-Strategic Cvr/Bk_5285 6/14/05 9:57 AM Page 1
metro strategic
FY03 – FY07 performance plan
(UPDATED FY06)
In the past two years, every Metro employee has contributed to improving the mobility of LA County.
Working together, we've made significant progress on our goals & objectives, as outlined in the FY03
– FY07 Metro Strategic Performance Plan.
As FY06 begins, we must ensure that we are serving the changing needs of LA County's 10 million
people. The region will continue to depend on each Metro employee to work safely, be more efficient,
and be more responsive to our customers. It is important to remember that our work promotes
economic growth in the region and improves the quality of life for every LA County resident.
Metro has proposed a balanced budget for FYO6, even as we dealt with reduced federal and state
funding. The challenges ahead will be great: extra bus service required by the Consent Decree, rising
fuel prices, increased Worker's Compensation and health & welfare costs. These realities speak clearly
to the pressing need for this agency to control costs and manage our budget in a manner that ensures
financial stability in the years to come.
Our goal is to focus on the agency's core business and the top 10 directives for FY06. We need every
Metro employee to be committed to successfully execute his or her respective course of action.
Please keep in mind that our updated FY06 Strategic Plan outlines what this agency does, where it
wishes to be, and a framework for conducting its day-to-day business. The Plan summarizes our
goals, objectives, strategies and action plans. It was developed to foster a "shared sense of purpose"
among all employees, and to demonstrate the values and beliefs that should guide individual behavior
in this organization. Simply stated, the Updated Strategic Performance Plan will enable Metro to
speak with one voice, work better together as a cross-functional and integrated team, and establish
accountability for individual and organizational performance.
Please use Metro's Updated FY06 Strategic Performance Plan as an agency-wide blueprint for
achieving our vision of "leading the nation in safety, mobility and customer satisfaction".
Metro PROFILE
Metro is unique among the nation’s transportation agencies. It serves as transportation planner and
coordinator, designer, builder and operator for one of the country’s largest, most populous counties.
More than 9.6 million people (nearly one-third of California’s residents) live, work, and play within its
1,433 square-mile service area.
Besides operating over 2,000 coaches in the Metro Bus fleet, Metro also designed, built and now op-
erates 73.1 miles of Metro Rail service. The Metro Rail system currently consists of 62 stations and
several more are in the planning and/or design stage.
In addition to operating its own services Metro funds 16 municipal bus operators and funds a wide
array of transportation projects including bikeways and pedestrian facilities, local road and highway
improvements, goods movement, and the popular Freeway Service Patrol and Call Boxes.
Recognizing that no one form of transit can solve urban congestion problems, Metro’s multimodal
approach uses a variety of transportation alternatives to meet the needs of the highly diverse popula-
tion in the region. The "M" logo of Metro's Metro System is the public symbol of this fully coordinated
network.
Metro employs more than 9,000 people in a broad range of technical specialties and services such as
Metro Bus & Rail operators and mechanics, construction engineers, safety inspectors, transportation
planning professionals, and customer information agents.
Los Angeles County Metro Board of Directors

Antonio R. Villaraigosa John Fasana Frank C. Roberts
Metro, Chairman of the Board City Council Member, Duarte
Mayor, City of Lancaster
Mayor, City of Los Angeles
David Fleming Zev Yaroslavsky
Gloria Molina Lawyer, Private Citizen
First Vice Chair Los Angeles County Supervisor
Los Angeles County Supervisor Third Supervisorial District
Richard Katz
First Supervisorial District Former Assembly Speaker
Doug Failing
Pam O’Connor Non-voting member appointed by
Second Vice Chair Don Knabe
Governor
Mayor, City of Santa Monica Los Angeles County Supervisor
Fourth Supervisorial District
Michael D. Antonovich
Los Angeles County Supervisor Bonnie Lowenthal
Fifth Supervisorial District City Council Member, Long Beach
Yvonne B. Burke Bernard Parks

Los Angeles County Supervisor City Council Member, Los Angeles
Second Supervisorial District
The FY2003 – 2007 Strategic Plan can be accessed at the following websites:
www.metro.net or http://intranet1/
Table of Contents
Strategic Planning Process Update ..........................................................................4
How the Strategic Plan Impacts Metro Employees – Ongoing ..............................5
How the Strategic Plan Impacts Metro Customers – Ongoing ..............................6
Communication Plan (Model)..................................................................................7
Leadership Model......................................................................................................8
Strategic Plan FY2003 – FY2007 ...............................................................................9
Goal 1 Improve transit services..................................................................................11
Goal 2 Deliver quality capital projects on time and within budget...........................20
Goal 3 Exercise fiscal responsibility ...........................................................................23
Goal 4 Provide leadership for the region’s mobility agenda .....................................27
Goal 5 Develop an effective and efficient workforce .................................................34
Individual Performance Plan - Overview ................................................................40
Individual Performance Plan - Model.....................................................................41
Individual Performance Plan - SAMPLE .................................................................42
Individual Performance Plan PERFORMANCE APPRAISAL PROCESS................44
Performance Factors Defined – Values ..................................................................47
Performance Rating Descriptions...........................................................................49
Special Thanks from the CEO’s Office ...................................................................50
FY05 Strategic Plan – ACCOMPLISHMENTS ........................................................51
Glossary ...................................................................................................................75
STRATEGIC PLAN 2003 - 2007

Updated FY06 (4/10/2006) Page 3 of 77
Strategic Planning Process Update
In the updated FY05 Strategic Plan, the CEO assigned Chief Officers to be key owners for each
of the five strategic goals. Each goal team worked with Metro’s Organizational Development
&Training (OD&T) Department to execute their strategic planning goals, objectives, and
strategies. Each strategic goal has one or more objectives, defined by one or more imple-
mentation strategies, which have been aligned to a series of recommended action steps in-
tended to improve overall operational performance.
In July of 2004, the Executive Management Team reaffirmed their commitment to continuous
improvement of an efficient and effective transportation system for Los Angeles County. In
addition, the goal teams agreed to report their individual team(s) accomplishments to the
CEO on a monthly basis. These monthly meetings were entitled Strategic Planning Working
Group sessions and offered the Executive Management Team an opportunity to hear first-
hand the team’s accomplishments, challenges and opportunities. More importantly, the goal
teams were tasked with working in an open and collaborative manner in order to work better
together as a cross-functional and integrated team.
The updated FY06 Metro Strategic Performance Plan will continue to be used as the basis for
agency-wide direction, decisions and activities. The strategic plan is a "living document",
which means it is an "evolving plan" and not a rigid or fixed document. Each strategic goal
has an established outcome or key performance indicator and performance measures that
have been aligned to key management owners and team support partners for improved man-
agement accountability, productivity, and organizational performance.
For this reason, the agency has continued to implement a "quarterly review" process as de-
fined by the Office of Management & Budget (OMB). In addition, OMB has developed a bal-
anced scorecard to monitor, track and measure the achieved key performance indicators,
which permits management an opportunity to realign the strategic goals, objectives and
strategies.
Each year the CEO will reassess the agency’s performance, goals and objectives based upon
budget appropriations. The programs and resources listed in the agency-wide strategic plan
will be realigned annually, based on budget allocations and projections as part of Metro’s
Long & Short Range Transportation Plans.

Page 4 of 77 Updated FY06 (4/10/2006)
How the Strategic Plan Impacts Metro
Employees – Ongoing
VISION
Metro . . . Leading the nation in safety, mobility
and customer satisfaction.
Approved by MISSION
CEO Metro is responsible for the continuous improve-
ment of an efficient and effective transportation
system for Los Angeles County.
Values
Goals
Objectives
Developed by Man-
agement, Approved by Strategies
CEO
Actions
Key Performance Indicators
Service Delivery & Evaluation
Metro Managers & Supervisors

IMPLEMENTATION,
ACCOUNTABILITY & Individual Performance
EXECUTION
Represented Non-Represented
Employees Employees

How the Strategic Plan Impacts Metro
Customers – Ongoing
VISION
Metro . . . Leading the nation in safety, mo-
bility and customer satisfaction.
MISSION Approved by
Metro is responsible for the continuous
improvement of an efficient and effective CEO
transportation system for
Los Angeles County.
Values
Goals
Objectives
Developed by
Management,
Strategies
Approved by CEO
Actions
Metro Managers & Supervisors
9 Better allocation & utilization of resources

9 Increase communications with stakeholders and
community
9 Provide improved service quality
9 Improve customer satisfaction GOAL ATTAINMENT &
EXECUTION
Performance Monitoring:
– Daily service quality reviews
– On-street service & supervision
– Implementation of system improvements
– Service surveys to benchmark improvements

Communication Plan (Model)
Ongoing
Overall, this agency seeks to be recognized as a leader in the national transportation industry. The
vision cannot be achieved without the continued commitment, energy and hard work of every Metro
employee. It is critical that the Metro Team Leaders communicate with one voice at every level of the
organization and across every transit mode.
This is the basis for developing an agency-wide Communication Plan (model) that promotes and fos-
ters open communication. This model provides each employee an opportunity to articulate and
communicate the new strategic agency direction. It will strive to improve communication with cus-
tomers, employees, business partners and/or stakeholders.
The success of the Strategic Plan can only be achieved through an agency-wide communication and
implementation. This Communication Plan involves every Metro employee. The Communications
Department will continue to develop marketing and promotional materials to reinforce the vision,
mission, core values, goals and new strategic direction of the agency. This offers every employee an
opportunity to own the strategic plan as his or her own and to personally be committed to implement
the strategic plan.
The Metro Operations Service Sectors’ various strategic plans (e.g., service, fleet, facilities, etc.) are to
be integrated and aligned to support the agency-wide strategic plan. Metro’s Long-Range Transporta-
tion Plan has been aligned to include the short and long range Los Angeles County transportation
program planning and project initiatives. The strategic goals and objectives will be updated to ad-
dress the new transportation direction as recommended by the Mobility 21 Coalition.
For your information, the diagram on the following page outlines the Leadership Model to cascade
and communicate the Strategic Plan agency-wide.

Practicing
Leadership Model
Communicate
Agency-wide Vision,
Mission & Values
Cascade to Middle Management

& Frontline Supervisors
Integrate Strategic Goals & Objectives into FY06

Budget & Performance Management Process
Produce an integrated strategic plan for agency
Link to Performance Based Compensation
Develop oversight & monitoring and coordinate action plans to support goals &
objectives
Employees – First Point of Contact with Clients & Customers
Goal Achievements
• Identify each employee’s individual roles & responsibilities
• Determine who is responsible for implementing goals
Performance Based Compensation

• Assess individual contributions for attaining & supporting agency
goals and objectives
Planning Oversight & Monitoring

Strategic Plan FY2003 – FY2007
Vision Metro . . . leading the nation in safety, mobility and customer satis-
faction!
Mission Metro is responsible for the continuous improvement of an efficient
and effective transportation system for Los Angeles County.
Core Goal 1: Improve Transit Services
− Efficiently and effectively operate service sectors
Business − Improve service quality and capacity for bus and rail systems
− Maximize fleet capacity to meet service expansion
Goals − Improve, expand and add operating facilities
− Implement innovative technologies
− Improve transit security of bus and rail systems
− Acquire and deliver cost effective materials, parts and supplies
Goal 2: Deliver quality capital projects on time and within budget
− Design and build quality projects
− Work with contractors to provide a safe work site to minimize lost
time accidents
Goal 3: Exercise fiscal responsibility
− Manage the approved budget
− Implement efficient and effective cost allocation plans
− Implement an integrated performance monitoring management sys-
tem
− Conduct monthly performance monitoring reviews to assess
financial performance
− Eliminate duplicate roles & responsibilities
− Improve the procurement process
Goal 4: Provide leadership for the region’s mobility agenda
− Provide quality planning, technical analysis and programming
− Coordinate implementation of multimodal transportation programs
with partner agencies
− Identify, program, secure and maintain funding for projects, pro-
grams and services countywide
Goal 5: Develop an effective and efficient workforce
− Enhance a safety conscious culture throughout Metro, its customers
and business partners
− Recruit and select employees to meet job requirements
− Invest in employee development
− Exercise consistent application of the collective bargaining agree-
ments
− Strengthen the labor management working relationship

Values Safety Safety’s 1st for our customers, employees and busi-
ness partners. Accidents and injuries are prevent-
able.
Employees Employees are our most valuable resource and are to
be treated with mutual respect and provided oppor-
tunities for professional development.
Fiscal
Responsibility Individually and as a team, we are accountable for
safeguarding and wisely spending taxpayer dollars
entrusted to Metro.
Integrity We rely on the professional ethics and honesty of
every Metro employee.
Innovation Creativity and innovative thinking are valued and new
ideas are welcomed.
Customer
Satisfaction We strive to exceed the expectations of our custom-
ers.
Teamwork We actively seek to blend our individual talents in
order to be the best in the nation.

Goal 1 Improve transit services
Objective A Efficiently & effectively operate service sectors
Key Owner(s) John Catoe, General Managers, Carolyn Flowers, Rod Goldman,
Denise Longley, Matt Raymond
KEY PERFORMANCE INDICATORS/DESIRED

STRATEGY ACTION STEPS
OUTCOMES
1. Implement new 1. Fabricate and install bus − By June 2007, implement 11 additional Metro
Rapid lines signal priority (BSP) system Rapid corridors at the average rate of two cor-
in Pasadena, Glendale and ridors every six months depending on funding
West Hollywood
− By Summer 2005, BSP implemented in cities
2. Fabricate and install sta- shown
tions in incorporated County
areas and remaining parts − Reduce passenger travel times by an average
of the City of LA of 20%
3. Prepare/Train Transit Op-
erations Supervisors and
coach operators for new ser-
vice
4. Prepare fleet for service im-
plementation
5. Implement service operat-
ing plan
2. Begin operation of 1. Complete Standard Operat- − Open MOL by target date of October 2005
Metro Orange Line ing Procedures and train op-
erators
2. Review lessons learned from
Miami BRT opening to en-
sure safe opening
3. Conduct safety awareness
campaign
4. Complete sector service
changes to support MOL
3. Improve and main- 1. Division Maintenance Man- − Maintain an average cleanliness rating for the
tain cleanliness of agement to monitor cleanli- bus fleet of 9.0 and for the rail fleet of 9.5.
buses, railcars, sta- ness of fleet on daily basis
tions and other fa-
2. Metro Executive Manage-
cilities.
ment to ride bus or rail at
least once per week and
complete management sur-
vey, including cleanliness of
vehicles and stations

OUTCOMES
4. Reduce Bus Acci- 1. Implement accident reduc- − Meet FY06 adopted goal rate of 3.25 accidents
dents tion program elements: per 100,000 hub miles
Points based system
Proactive training in-
cluding training after
unavoidable accidents
ARB improvements
Vehicle Safety Im-
provements
Safety rewards
Public safety campaign
5. Promote the usage 1. Create ‘Know Metro’ cam- − Ridership.

of transit lines to paign.
− Direct mail response rates.
utilize excess capac- 2. Continue route and service
ity promotions program.
6. Maximize website 1. Expand website sales − Increase web sales

functionality 2. Create content management
system
7. Promote local 1. Establish ad fund for sectors − By the end of Q2, complete and implement an
management of ad fund plan for each service sector
transit service
8. Track customer 1. Complete semi-annual cus- − By Q4 FY06, partner with Service Sector Gen-
satisfaction and tomer satisfaction surveys eral Managers to complete two studies of cus-
public opinion re- tomer satisfaction
2. Continue on-going public
garding agency
opinion tracking study.
products and ser-
vices
9. Increase participa- 1. Expand I-Pass Program − Increase sales by 20%
tion in rideshare
2. Introduce A- and B-Pass
and pass pro-
Programs
grams
10. Expand customer 1. Implement new kiosk in- − Number of transactions on kiosks.
outreach formation test pilot.

Objective B Improve service quality and capacity for bus and rail systems
Key Owner(s) John Catoe, General Managers, Carolyn Flowers, Rod Goldman,
Carol Inge

OUTCOMES
1. Add service levels 1. Determine service require- − By September 30, 2005 submit plan to comply
per consent decree ments resulting from Special with Order
order Master’s April 2005 Order
on New Service Plan by Sep-
tember 30, 2005 as required
by Special Master
2. Implement new 1. Fabricate and install bus − By June 2008, implement 24 additional Metro
Rapid lines signal priority (BSP) system Rapid corridors at the average rate of two cor-
in Pasadena, Glendale and ridors every six months depending on funding
West Hollywood
− By Summer 2005, BSP implemented in cities
2. Fabricate and install sta- shown
tions in incorporated County
areas and remaining parts − Reduce passenger travel times by an average
of the City of LA of 20%
3. Prepare/Train Transit Op-
erations Supervisors and
coach operators for new ser-
vice
4. Prepare fleet for service im-
plementation
5. Implement service operat-
ing plan
3. Improve transit BUS: − BUS AND RAIL: By 2007, increase customer
service reliability survey satisfaction levels by 20 %
1. Conduct service assessment
and on-time per-
of all routes to eliminate − BUS AND RAIL: By 2007, increase mean
formance
duplication et al miles between chargeable mechanical failures
2. Analyze load ratios man- to 7,500 or greater for bus and achieve or ex-
dated by the Consent De- ceed 15,000 mean miles between chargeable
cree executing Option One mechanical failures for rail
with sixty foot additional − BUS AND RAIL: By 2007 achieve and exceed
buses due FY07 in-service, on-time performance of 70% for
3. Build and restructure bus, 99% for light rail, and 99.2% for heavy
schedules utilizing passen- rail
ger data and run time to − BUS AND RAIL : By 2007, increase on time
improve efficiency pullouts to 100%
4. Implement Service inspec-
− BUS: By 2007, achieve and exceed cost per
tor program (San Gabriel
hour goal of $101.31
Valley)
5. Evaluate supervisory staffing
allocation and effectiveness
(Gateway Cities Sector)

OUTCOMES
RAIL:
1. Deliver on-time materials
2. Train all operators in man-
ual operation
3. Conduct maintenance and
equipment upgrades
4. Monitor trends failures
4. Design and imple- 1. Following stakeholder input − Return to Metro Board in October 2005 with
ment bus system re- on Conceptual Service Plan, detailed service and capital plans
structuring, “Metro initiate detailed service and
Connections” capital plan − Implementation Plan by FY2007
2. Develop sector-based inter- − Implement services starting FY2007

community and local service
plans with region’s service
providers
3. Implement Service
5. Promote the usage 1. Create ‘Know Metro’ cam- − Ridership.

of transit lines to paign.
− Direct mail response rates.
utilize excess capac- 2. Continue route and service
ity promotions program.
Objective C Maximize Fleet Capacity to meet service expansion
Key Owner(s) Gerald Francis, Bus General Managers, Matt Raymond, Carol Inge

OUTCOMES
1. Add service levels 1. Determine service re- − By September 30, 2005 submit plan to comply
per consent decree quirements resulting with Order
order from Special Master’s
April 2005 Order on New
Service Plan by Septem-
ber 30, 2005 as required
by Special Master
2. Align bus fleet plan 1. Purchase and deliver − By Q4 – FY07, increase the number of techno-
and rail infrastruc- state of the art high ca- logically advanced bus availability by 375.
ture plan with Fi- pacity buses and rail cars
nancial and Long in accordance with bus − Increase the number of rail cars in light rail by 50
Range Transporta- fleet and rail infrastruc- by Q4 2007
tion Plans ture plans.

Objective D Improve, expand & add operating facilities
Key Owner(s) Denise Longley, Rod Goldman, Matt Raymond, Lynda Bybee,
General Managers

OUTCOMES
1. Utilize design/build 1. Secure funding: Long − Through 2007, execute design/build contracts
approach for capital Range Transportation Plan for specific projects approved by Metro Board
improvements pro-
2. Create plan to implement − Through 2007, 100% of all new capital projects
jects
funding requirements Exe- are implemented using streamlined project
cute design/build contracts management process developed by Facilities-
3. Build/Improve Bus and Rail Operations.
Facilities in Accordance
with Facilities Plans
2. Improve and main- 1. Division Maintenance Man- − Maintain an average cleanliness rating for the
tain cleanliness of agement to monitor bus fleet of 9.0 and for the rail fleet of 9.5.
buses, railcars, sta- cleanliness of fleet on daily
tions and other facili- basis
ties. 2. Metro Executive Manage-
ment to ride bus or rail at
least once per week and
complete management sur-
vey, including cleanliness of
vehicles and stations
Objective E Implement innovative technologies
Key Owner(s) Richard Hunt, Gerald Francis, Lonnie Mitchell, Terry Matsumoto

OUTCOMES
1. Implement Advanced 1. Complete Phase II imple- − Successful completion & acceptance of ATMS
Transportation Man- mentation with division by
agement System division activation and
(ATMS) verification of Automatic
Voice Annunciation Sys-
tem
2. Implement Universal 1. Continue division by divi- − Final acceptance of UFS equipment by end of
Fare System (UFS) sion mobilization Q1 FY07
2. Install UFS on contracted − Installation of UFS equipment on contracted
services services in July 2005 for revenue service
3. Implement Mainte- 1. Implement Timekeeping − Transit Operations to complete M3 installa-
nance & Materials functionality tions by Q4 2005
Management (M3)
2. Roll out M3 system at bus
System
divisions
3. Conduct end to end test-
ing

OUTCOMES
4. Determine and identify Timekeeping functionality by Q3 FY06
M3 reports for manage-
ment oversight • San Gabriel and San Fernando service sec-
tors are using M3 by Q3 2005
5. Accept M3 system
• Central, Westside and South Bay service
sectors are using M3 by Q4 2005
• M3 system is tested and accepted by Q4
2005
4. Launch Transit Ac- 1. Design regional central − TAP cards issued/used

cess Pass (TAP) computer
2. Implement executive over-
sight committee for re-
gional TAP
3. Create appropriate com-
munication materials to
support phases of TAP
implementation.
Objective F Improve transit security of bus and rail systems
Key Owner(s) John Catoe, Carolyn Flowers, Captain Dan Finkelstein
KEY PERFORMANCE INDICA-

TORS/DESIRED OUTCOMES
1. Increase security 1. Increase number of security per- Visibility:
presence and im- sonnel on the system − Perform a minimum of 300 boardings by
prove security sys- mode and per month
2. Implement and sustain commu-
tems
nity based law enforcement
Effectiveness:
3. Increase visibility of law en-
forcement on buses and rail. − Reduce crimes per capita by 5%
4. Institute regular meetings be- − Increase arrest rate as compared to re-

tween Law Enforcement Team ported crimes
Leaders and operators, General
− Increase Convictions as compared to
Managers, sector & division
arrest rates
staff, and community leaders as
requested, to address critical is-
sues (e.g. security, vandalism,
Responsiveness:
quality of life issues)
− Maintain a response time at 100% for
5. Patrol all operating and non- calls in the following categories:
operating divisions/locations and
security posts at least once daily y 10 minutes or less for emergency
or nightly; calls
y 20 minutes or less for priority calls
6. Develop and fund anti-terrorist y 60 minutes or less for routine calls
and security measures as a result
of higher alert levels

KEY PERFORMANCE INDICA-
TORS/DESIRED OUTCOMES
7. Roll out security on Metro Or-
ange Line
2. Design, develop, 1. Design & develop a Weapons of − By Q1 FY06, OD&T will partner with
acquire and realign Mass Destruction Awareness Procurement to review RFPs for the
training programs Program for non security per- Homeland Security Contract.
sonnel in the Southern California
region − From Q2- Q4 FY06, OD&T will partner
with Procurement and Sheriff’s Depart-
ment to act as an internal consultant to
review curriculum materials, training
modules and training deliverables for
non-security personnel in the Southern
California region.
− By Q4 FY06, OD&T will partner with
Metro Transit Security to coordinate
Transit Terrorism Awareness and
Homeland Security training classes for
non-security personnel in the Southern
California region.
Objective G Acquire and deliver cost effective materials, parts and supplies
Key Owner(s) Lonnie Mitchell, Terry Matsumoto, Ted Montoya, Milo Victoria

OUTCOMES
1. Implement inven- 1. Develop business workflow − Policies, procedures and make or buy guide-
tory rebuild & and management control lines
manufacturing measures
charge back pro- − M3 enhancement to be completed by Q2,
2. Enhance M3 to provide FY06
gram (FY07)
charge back functionality for
processing component pric- − Executive management briefing
ing transactions
− Baseline deliverables
3. Provide executive manage-
− Management reporting
ment briefing on charge
back program − Readiness review briefing completed
4. Begin program tracking and − Charge back program to be implemented Q1,
activity analysis to develop FY07
baseline.
5. Develop and implement
management reporting re-
quirements
6. Follow-up readiness review
briefing to executive man-
agement

OUTCOMES
7. Deploy charge back system
on July 1, 2006.
8. Monitor program perform-
ance
2. Implement supplier 1. Identify and establish the − Measure & evaluate metro’s SMP processes
management pro- Supplier Management Pro- to the results of benchmark activities from
gram (FY06, 07) gram (SMP) project team other government agencies and private enter-
2. Define the SMP as (1) sup- prises. Example: Survey data analysis -
plier performance (2) strate- qualitative & quantitative; comparative gap
gic sourcing (3) supplier de- analysis.
velopment − Measure & evaluate results of the metro “key”
3. Survey key metro stake- stakeholder survey and customer satisfaction
holders & clients to gain a assessment. Example: “performance stop
better understanding of their light chart.”
expectations and “satisfac- − Measure % metrics for qty of parts to be stra-
tion” criteria for a successful tegically sourced/total qty of parts per model
SMP. of rail car & bus types.
4. Benchmark & research exist- − Measure quantity of “new strategic suppliers”
ing SMP’s and practices cur- supporting Metro SMP initiatives.
rently being utilized in other
government agencies and − Track & improve metrics for supplier on-time
private enterprise. delivery; product/service quality (accepted &
rejected parts); and supplier responsive-
5. Establish the written guide-
ness/non-responsiveness criteria.
lines for the SMP.
6. Establish & implement − Measure the cost savings as a result of the
process and tools for man- SMP
aging, monitoring, docu- − Measure quantity of supplier recognition
menting and reporting sup- awards.
plier performance.
7. Develop & implement a
supplier recognition / award
program.
3. Implement agency- 1. Identify key stakeholders of − Identification of program team
wide material plan- inventory and establish the
ning program material planning imple- − Assessment & gap analysis completed
(FY06, 07) mentation team. − Forecasting model
2. Conduct assessment of cur-
− Completion of material requirements busi-
rent planning effectiveness
ness plan program guidelines
and prepare gap analysis
− Completion of short, mid and long-term re-
3. Establish the organizational
quirements plan.
forecasting tools to achieve
accurate projections of ma- − Development and execution of acquisition
terial flow at least cost. plans.
4. Develop and establish deci- − Actual versus plan
sion support system and
policy guidelines that will
ensure consistent and effec-
tive application of the mate-

OUTCOMES
rial requirements planning
program.
5. Identify and develop short,
mid and long-term material
requirements for manufac-
turing, rebuild, repair and re-
furbishment programs.
6. Translate material require-
ment plans into acquisition
strategies that will provide
efficient material flow at
least cost.
7. Monitor material planning
accuracies
4. Implement 10-year 1. Assemble key stakeholders − Identification of project Team
material warehous- and establish project team
ing plan for future − Assessment & Gap Analysis Completed
2. Conduct assessment of cur-
inventory storage − 10-Year Warehousing Plan Completed
rent warehousing capacities
needs
and prepare gap analysis
− Executive Management Briefed
3. Prepare 10-Year Warehous-
− Next Steps Identified
ing Plan
4. Provide Executive Manage-
ment Briefing
5. Identify Next Steps

Goal 2 Deliver quality capital projects on time and within
budget
Objective A Design and build quality projects
Key Owner(s) John Catoe, Carol Inge, Rick Thorpe, Dennis Mori, Denise Longley,
Joel Sandberg, Roger Dames, Matt Raymond, Lynda Bybee

OUTCOMES
1. Achieve substantial 1. Monitor schedule recov- − Q2 - substantially complete construction and
completion of ery mitigation plan for punch list work to allow Revenue Operations to
Orange Line con- Orange Line commence.
struction 2. Communicate project − Q2 - complete all landscaping.
milestones
− Q4 - negotiate and settle all contract modifica-
tions and claims (except for reliability demon-
stration testing) for Contract C0675.
2. Construct Canoga 1. Initiate construction of − Q1 - advertise Contract C0739.

Station/Park and new station, surface park
and ride spaces, one-third − Q2 - award and issue notice to proceed to
Ride
mile extension of the C0739 contractor.
busway, bicy-
cle/pedestrian path and
landscaping.
3. Complete final de- 1. Follow approved Project − Q1 - excavate 1st/Boyle shaft and setup to re-
sign & start con- Schedule. ceive Tunnel Boring Machines (TBM’s).
struction of major 2. Continue partnering with − Q2 - begin tunnel operations.
critical path sched- Design-Builder.
ule activities of the − Q2 - begin procurement of trackwork
Metro Gold Line 3. Continue partnering with
eastside extension outside agencies. − Q2 - complete Soto Station excavation.
− Q4 - issue all design packages as Approved for
Construction (AFC).
− Q4 - procurement of major systems compo-
nents to begin.
4. Initiate Final De- 1. Metro Board approval of − Q2 - complete Preliminary Engineering.

sign and Construc- the FEIS.
− Q2 - issue “Negotiated Design Build” contract
tion of Mid-City/ 2. Metro Board approval of for Solicitation of Bids.
Exposition LRT Pro- Agreements with Exposi-
ject tion Metro Line Construc- − Q2 - Metro Board approval of FEIS.
tion Authority
− Q2 - Start third party utility relocation designs.
− Q3 - Obtain Record of Decision from the FTA.
− Q3 - Negotiation and approval of Agreements
with Exposition Construction Authority.
− Q4 - Award Design-Build Contract and issue
Notice to Proceed

OUTCOMES
5. Build bus facilities 1. Initiate construction of − Implement funded FY06-10 Capital Project Plan
to meet the needs new bus facilities as outlined in the Bus Division Strategic As-
of fleet size 2. Improve existing bus fa- sessment.
cilities and enhance bus − Locate potential funding sources for proposed
maintenance capabilities bus division construction and expansion pro-
jects as per the Bus Division Strategic Assess-
ment.
6. Complete construc- 1. Monitor schedule and − Q1 - Complete 45% of project construction.

tion of Division 11 budget to ensure timely
completion − Q2 - Complete 65% of project construction.
improvements
− Q3 - Complete 95% of project construction and
initiate close out of design/build contract.
− Q4 - Complete 100% of project construction and
continue contract close-out.
7. Division 21 Im- 1. Complete 30% design and − Q1 - Start 30% design of Main Shop Expansion
provements award contract for de- and Car Wash.
sign/build contract for
main shop expansion and − Q2 - Start contract procurement process.
car wash. − Q3 - Complete contract procurement process.
− Q4 - Award Design/Build contract for Main Shop
Expansion and Car Wash.
8. Division 22 im- 1. Complete design/award − Q1 - Complete Blow Down pit and enclosure
provements contract construction, start contract close out.
− Q2 - Start procurement process for crossover
track and wheel truing machine.
− Q3 - Start construction of crossover track.
− Q4 - Install wheel truing machine.
9. Increase awareness 1. Introduce Orange Line to − public awareness

of Orange Line, maximize ridership
− ridership
Eastside and other
capital projects
10. Integrate updated 1. Expand scope of project − Compliance to agency sign standards
signage standards signage standards beyond
transit-only wayfinding − Assist construction in implementation of new
into capital plan-
standards according to revised plans for Canoga
ning and construc- 2. Review materials to see if Station, Eastside Extension, Expo and other
tion cost-neutral improve- capital projects
ments can enhance pro-
ject − Insertion of signage participation and review into
Joint Development matrix for new project design
3. Create standards docu- and implementation
ment to accompany new
projects prior to bidding
process

Objective B Work with contractors to provide a safe work site to minimize lost time
accidents
Key Owner(s) Roger Dames, James Brown, Eli Choueiry, Denise Longley,
Aida Asuncion

OUTCOMES
1. Provide Occupa- 1. Provide educational & − Each Metro Construction Safety employee will
tional Safety & professional membership attend a minimum of one professional devel-
Health services to resources to Metro Con- opment course during the fiscal year. Informa-
contractors and struction Safety employ- tion learned will be shared with the department
other Metro Divi- ees. through an “After Action Report”.
sions
2. Safety Employees will − Safety Employees will complete annual require-
maintain or continue work ments to maintain current certifications.
toward obtaining required
designations, including − Safety Employees not yet Board Certified as
Construction Safety & CSP’s will complete one preparatory course and
Health Technician at least one attempt to pass the appropriate cer-
(CHST); Certified Safety tification exam.
Professional (CSP);
− Metro Managers & Directors will make time
Cal/OSHA Certified Un-
available to their staff to attend the appropriate
derground Gas Tester &
training as offered through the Construction
Underground Safety Rep-
Safety Department.
resentative.
− Conduct Tunnel Safety Awareness Orienta-
3. Construction Safety staff
tion/Training classes for staff assigned to the
will provide professional
MGLEE Project. Initial course sessions will be
development resources to
offered before the commencement of tunneling
Metro Staff (agency wide)
with additional sessions held as required.
to insure most current
knowledge of staff sup-
porting construction ac-
tivities.
2. Compile and publish 1. Receive job specific inci- − Monthly publication of injury and incident
contractor incident dent information through summary reports for each Major Capital Project
statistics on a the various resident engi- and smaller operations Capital Projects as a
monthly basis for neers. whole.
each Major Capital
2. Publish monthly, yearly − Use monthly reports to monitor and respond to
Project and smaller
and project to date statis- (through various interventions) developing
operations Capital
tics utilizing a standard- negative trends in the incident data.
projects as a whole.
ized format.
− Use monthly reports to monitor and re-
ward/recognize developing positive trends in
the incident data.

Goal 3 Exercise fiscal responsibility
Objective A Manage the approved budget

Key Owner(s) Lonnie Mitchell, Terry Matsumoto, Michelle Caldwell, Josie Nicasio,
Elizabeth Bennett, Marion Colston, Diana Estrada

OUTCOMES
1. Monitor actual per- 1. OMB and Accounting will − Complete performance measures and reporting
formance versus work with each business by end of Q1 FY06.
planned perform- unit to determine the ap-
propriate monthly financial − Complete development of strategic goals for
ance
performance measures and FY07 by Q2 FY06.
stretch goals for FY07. − Monthly reports to Finance & Budget Committee
2. OMB and Accounting will begin August 2005.
prepare monthly and quar-
terly financial performance
reviews of each business
unit.
3. OMB to provide monthly
financial highlight reports
to the Finance & Budget
Committee detailing
budget to actual variances
including a budget outlook
section forecasting the
year-end budget variance.
2. Use the Strategic 1. OMB and OD&T will review − Complete review of updated FY06 Strategic Plan
Plan as the guide to all operating and capital by end of Q2 FY06.
create and operate strategies in the FY06 Stra-
within budget tegic Plan to ensure the
projects are within the 10-
year financial plan are vi-
able and within the ap-
proved budget.
2. OMB and OD&T will col-
laborate to develop the up-
dated FY07 Strategic Plan
and include the fiscal con-
straints on the proposed
capital and operational
strategic plans.
3. Develop process to 1. CEO and CFO will meet − Top Ten KPI’s to be completed by end of Q1
manage individual monthly with the heads of FY06. Additional KPI’s for remaining business
performance to the the strategic business units units to be completed by end of Q4 FY06.
budget to review the KPIs to assess
business unit performance. − First meeting to be held during Q2 FY06.

Objective B Implement efficient and effective cost allocation plans
Diana Estrada

OUTCOMES
1. Develop the FY06 1. Accounting will coordinate − Complete FY05 cost allocation plan by June 30,
cost allocation plan with all cost centers to de- 2006.
to comply with A-87 termine FY06 cost alloca-
tion plans.
Objective C Implement an integrated performance monitoring management sys-

tem
Elizabeth Bennett, Diana Estrada

OUTCOMES
1. Determine additional 1. Meet with stakeholders to − Obtain Executive Management agreement on
KPIs that drive finan- determine the measure- the 10 additional relevant performance indica-
cial performance ment requirements and tors prior to Q1 FY06.
specification.
− Continue to monitor utilizing the scorecard
2. Monitor & report the fre- reporting system beginning July 2005.
quency identified by the
KPIs − Determine additional KPIs by Q1 FY06.
3. Monitor & report on the
remaining SBU’s frequency
identified by the KPIs
ance propriate monthly financial − Complete development of strategic goals for
performance measures and FY07 by Q2 FY06.
strategic goals for FY07. − Monthly reports to Finance & Budget Commit-
2. OMB and Accounting will tee.
unit.
Committee detailing

OUTCOMES
3. Develop process to − Ongoing monitoring of all KPIs for FY06.

manage individual
performance to the − First meeting to be held during Q2 FY05.
budget
Objective D Conduct monthly performance monitoring reviews to assess financial

performance
Elizabeth Bennett, Diana Estrada

OUTCOMES
1. Determine additional 1. Monitor & report the fre- − Continue to monitor utilizing the scorecard re-
key performance in- quency identified by the porting system beginning July 2005.
dicators that drive fi- KPIs.
nancial performance − Rollout the additional KPI’s by Q1 FY06.
2. Monitor & report on the
remaining SBU’s fre-
quency identified by the
KPIs.
ance propriate monthly finan- − Complete development of stretch goals for FY06
cial performance meas- by Q2 FY07.
ures and stretch goals for − Monthly reports to Finance & Budget Commit-
FY07. tee.
2. OMB and Accounting will
unit.
Committee detailing

Objective E Eliminate duplicate roles & responsibilities
Key Owner(s) Lonnie Mitchell, Terry Matsumoto, John Catoe, Rick Thorpe, Carol
Inge, Matt Raymond, Elizabeth Bennett, Carolyn Flowers,
Marion Colston

OUTCOMES
1. Reduce non-essential 1. Conduct form audit to − Reduction in expenditures
internal materials identify un-needed materi-
als.
2. Convert forms to elec-
tronic format.
2. Complete forms 1. Upgrade website to be − Reduction in expenditures
online program able to handle forms on
line.
Objective F Improve the procurement process

Key Owner(s) Lonnie Mitchell, Terry Matsumoto

OUTCOMES
1. Conduct study of 1. Follow up on recommenda- − CEO and EO of Procurement department re-
Procurement proc- tions by consultant to de- ceived the consultant’s draft report in July
esses and rules termine feasibility and au- 2004. Final report including recommenda-
thority to implement the tions for potential changes in Board Policy
changes

Goal 4 Provide leadership for the region’s mobility agenda
Objective A Provide quality planning, technical analysis and programming

Key Owner(s) Carol Inge, Frank Flores, Brad McAllister

OUTCOMES
1. Integrate agency- 1. Working with other De- − 100% alignment of all service and capital plans
wide plans (e.g. Ser- partment heads, review with the Board adopted Long & Short Range
vice, LRTP, SRTP, agency-wide service and Transportation Plans, taking into consideration
Fleet, Facility and Fi- capital plans as an input in mobility, system compatibility, and funding
nancial forecasting) developing the Long and availability.
Short Range Transporta-
tion Plans. − Ensure that all agency-wide service and capital
plans are compatible with each other, based on
2. Integrate recommenda- consistent assumptions.
tions from service and
capital plans into the Long
& Short Range Transporta-
tion Plans, which enhance
county-wide mobility, sup-
port the countywide trans-
portation system, and can
be implemented within
available funding.
2. Lead the region’s 1. Continue to expand Intel- − Implement Metro-sponsored plans and pro-
mobility agenda ligent Transportation Sys- jects as scheduled.
tem Program, integrate
additional agency, manage − 90% projects on budget.
real time traffic informa- − 90% participation at COG/COG working group
tion system and imple- meetings related to transportation issues.
ment Metro multimodal
web page. (June 2006) − 100% of Technical Advisory Committee (TAC)
meetings chaired.
2. Complete substantial work
on the Arterial Master − 100% of adding at least three additional public
Plan. (June 2006) agencies to the RIITS network.
3. Expand joint development
opportunities. (June 2006)
4. Complete Bicycle Strategic
Action Plan. (June 2006)
3. Provide quality plan- 1. Complete significant work − Implement Metro-sponsored plans and pro-
ning, programming on the Goods Movement jects as scheduled.
and analysis for Los Action Plan. (June 2006)
− 90% percent projects on budget.
Angeles County pro- 2. Monitor Caltrans final de-
jects and programs sign of Phase I, Priority 1
Soundwalls (packages 1,2,
3 & 4). (June 2006)
3. Initiate Metro Rapid corri-
dor planning necessary to

OUTCOMES
implement new Metro
Rapid lines. (June 2006)
4. Provide technical support
to Construction Division
during Eastside LRT transit
project construction. (June
2006)
5. Support completion of bid
documents and start of fi-
nal design for Exposition
LRT Project. (June 2006)
6. Secure Record of Decision
for FEIS/FEIR for Exposi-
tion LRT Project. (Feb.
2006)
7. Work with Santa Monica,
County of LA, and City of
LA to extend the Wilshire
peak-hour bus only lane
east and west of the dem-
onstration segment. (June
2006)
8. Award design/build con-
tract for SR-134 soundwall.
(Jan. 2006)
4. Update Long and 1. Prepare strategic financial − Update the LRTP in accordance with scheduled
Short Range Trans- and economic impact actions.
portation Plans analyses that support
LA County short/long
range transportation
plans. (June 2006)
2. Complete the draft Metro
Long Range Transporta-
tion Plan. (June 2006)
3. Align plans, projects and
financial forecasts for con-
sistency with Long and
Short Range Transporta-
tion Plans. (June 2006)
4. Conduct travel demand
model & GIS analysis for
Long Range Transporta-
tion Plan, New Starts
analysis, and other trans-
portation corridors and
technical studies. (June
2006)

OUTCOMES
5. Conduct regional transit
planning activities ensur-
ing coordinated county-
wide transit planning and
transit system develop-
ment with municipal op-
erators. Update the Re-
gional Short Range Transit
Plan. (June 2006)
5. Serve as the state 1. Initiate countywide mitiga- − Implement the Congestion Management Pro-
mandated Conges- tion fee nexus study gram’s annual conformity process.
tion Management through the Congestion
Agency for LA County Management Program.
(June 2006)
2. Conduct annual CMP con-
formity process for local
jurisdictions. (January
2006)
6. Provide transporta- 1. Conduct travel demand − Use the travel demand model and GIS tools to
tion modeling and model & GIS analysis for implement the Long Range Transportation
GIS to implement ef- Long Range Transporta- Plan, New Starts analysis, and other technical
fective mobility solution Plan, New Starts analyses in accordance with scheduled actions
tions analysis, and other trans-
portation corridors and
technical studies. (June
2006)
7. Manage multimodal 1. Manage and administer − 100% of MOUs developed and submitted for
Countywide Call for $4 billion Regional Trans- processing (cities).
Projects program, in- portation Programming
Database. (June 2006) − 100% of MOUs developed and submitted for
cluding Signal/ITS,
processing (for municipal operators)
Freeway HOV, Bike, 2. Manage and administer
TEA, Arterial and Pe- $700 million Regional − 100% of applications needed to be filed for LA
destrian projects Programs element of County projects and programs sponsored by
Metro Budget. (June 2006) others.
3. Coordination and project − 100% of grant applications needed to be filed
management of Call for for Metro projects and programs.
Projects process. (June
− $750M available to pay on invoices received
2006)
(for subsidies to others).
8. Conduct multimodal 1. Seek funding, set up − Implement Metro-sponsored plans and pro-
transportation corri- multi-jurisdictional entity jects as scheduled.
dor studies and prepare scope of work
to begin environmental
work for I-710 South Cor-
ridor study project/ pro-
ject elements. (June 2006)
2. Complete technical stud-
ies for Crenshaw Corridor
Phase I transit enhance-

OUTCOMES
ments. (March 2006)
3. Follow up on North
County Combined High-
way Corridor study/ inves-
tigate reversible HOV car-
pool concept for SR-14.
(June 2006)
4. Complete the Route 57/60
interchange feasibility
study. (June 2006)
5. Complete I-710 Gap Clo-
sure Feasibility Study.
(May 2006)
6. Complete initial work on
Route 2 EIR. (June 2006)
9. Plan, promote and 1. Orchestrate annual meet- − Coordinate annual meeting and quarterly
execute Mobility 21, ing workshops
California Transit 2. Produce all support mate-
Association (CTA) rials for Mobility 21
and Rail-Volution
conferences
10. Establish standard 1. Establish monthly Project − 12 meetings
project review pro- Review Team meeting
− All project reviews
gram
Objective B Coordinate implementation of multimodal transportation programs

with partner agencies
Key Owner(s) Carol Inge, John Catoe, Lynda Bybee, Rick Thorpe, Frank Flores,
Brad McAllister, David Kim

OUTCOMES
1. Identify, program, 1. Secure regional, state, and − $20M received from the Benefits Assessment
secure and maintain federal approvals for $11 Districts.
federal, state and lo- billion,
2005-2010 LA County − 100% of reassessment requests received and
cal funding for the
RTIP. (June 2006) processed on schedule.
region
2. Manage and administer − 100% of Local Return forms turned around
multi-million dollar re- within prescribed time period.
gional fund programming
balances from STIP, RSTP,
CMAQ and TEA programs.
(June 2006)
3. Provide funding analyses
for Bus Consent Decree as

OUTCOMES
required. (June 2006)
4. Prepare FY 2005 County-
wide Funding Sources
Guide. (June 2006)
5. Manage and administer
$225 million Prop A and
Prop C Local Return Pro-
gram for LA County. (June
2006)
state-mandated 2004 Tri-
ennial Audit for tran-
sit/paratransit services in
LA County. (December
2005)
7. Review and address Coun-
tywide Fare Policy issues.
(June 2006)
2. Government Rela- 1. Review federal, state, and − Hold 88 meetings with LA County Congres-
tions and their con- local legislative initiatives sional Delegation and Key Committee mem-
sultant(s) will secure and policy issues that may bers to advocate support for Metro programs
maximum funding impact LA County trans- & projects
through favorable portation funding; support
federal, state, and local − Make 75 contacts (via distribution of position
transportation legis-
legislative requests, in- documents) to advocate support for Metro
lation for the region
cluding Metro federal and/or supported state legislation
funding requests for − Achieve 100% success in implementing Metro
FY 2006 and FY 2007 US- legislative programs at federal, state and local
DOT Appropriations. levels
(June 2006)
− Hold 12 meetings (1/month) with South Cali-
fornia Legislative Group, CTA, CTC and self-
help counties to discuss transportation-related
issues
− Provide timely input into the review of legisla-
tive initiatives and policy issues to secure maxi-
mum funding for transportation needs
− Provide analyses and data to Government Rela-
tions in support of Metro legislative agenda
3. Work with grantor 1. Administer and process − Perform New Starts Analyses per FTA-set sub-
agencies to secure over $1 billion in funding mittal deadlines.
maximum funding agreements for LA County
transportation improve- − 100% of STIP allocation requests received.
for the region
ments and services. (June − 100% of STIP time extension requests received.
2006)
− 100% of FAP Program funding allocated on
schedule.
$1 billion in Countywide
Transit Fund Allocations
for Cities, Munis, Sub-

OUTCOMES
Regional Paratransit Pro-
viders, and Metrolink.
(June 2006)
over $3.0 billion in federal,
state, and local grant fund-
ing (from FY 2005 and
previous years) for Metro
projects and programs.
(June 2006)
$15 million, LA County
Federal Pass-Through
Grant Program for various
cities and agencies. (June
2006)
4. Manage multimodal 1. Manage and administer − 100% of MOUs developed and submitted for
Countywide Call for $4 billion Regional Trans- processing (cities).
Projects program, in- portation Programming
Database. (June 2006) − 100% of MOUs developed and submitted for
cluding Signal/ITS,
processing (for municipal operators)
Freeway HOV, Bike, 2. Manage and administer
TEA, Arterial and Pe- $700 million Regional − 100% of applications needed to be filed for LA
destrian projects Programs element of County projects and programs sponsored by
Metro Budget. others.
3. Coordination and project − 100% of grant applications needed to be filed
management of Call for for Metro projects and programs.
Projects process. (June
− $750M available to pay on invoices received
2006)
(for subsidies to others).

gram
Objective C Identify, program, secure and maintain funding for projects, programs
and services countywide
Key Owner(s) Carol Inge, John Catoe, Lynda Bybee, Frank Flores, Brad McAllister

OUTCOMES
1. Identify, program, 1. Secure regional, state, and − $20M received from the Benefits Assessment
secure and maintain federal approvals for $11 Districts.
federal, state and lo- billion,
2005-2010 LA County − 100% of reassessment requests received and
cal funding for the
RTIP. (June 2006) processed on schedule.
region
2. Manage and administer − 100% of Local Return forms turned around
multi-million dollar re- within prescribed time period.

OUTCOMES
gional fund programming
balances from STIP, RSTP,
CMAQ and TEA programs.
(June 2006)
3. Provide funding analyses
for Bus Consent Decree as
required. (June 2006)
4. Prepare FY 2005 County-
wide Funding Sources
Guide. (June 2006)
$225 million Prop A and
Prop C Local Return Pro-
gram for LA County. (June
2006)
state-mandated 2004 Tri-
ennial Audit for tran-
sit/paratransit services in
LA County. (December
2005)
FY 2006 LA County Con-
solidated NTD Report.
(June 2006)
8. Review and address Coun-
tywide Fare Policy issues.
(June 2006)

gram

Goal 5 Develop an effective and efficient workforce
Objective A Enhance a safety conscious culture throughout Metro, its customers

and business partners
Key Owner(s) Andrea Burnside, Jack Gabig, Brenda Diederichs, Stefan Chasnov,
Greg Kildare, Marion Colston, Vijay Khawani

OUTCOMES
1. Strengthen the Re- 1. Enhance the tracking proc- − Reduce the annualized lost workdays to average
turn to Work Pro- ess for the different types of of 655 per 100 employees, by 06/30/06.
gram leave of absences to track
transitional duty employees. − Reduce the annualized number of new reported
workers’ compensation claims per 100 employ-
ees to 15.4 by 06/30/06.
− Reduce the total workers’ compensation expen-
ditures for medical, indemnity and allocated
loss adjustment expenditures for FY06 to $45
million.
2. Develop and iden- 1. Increase Metro management − By Q4 FY06 5% reduce the lost work days by
tify a list of Metro compliance with the Metro 10%.
approved industrial Return to Work Program
clinics for service
sector geographic
areas
3. Expand Return to 1. Identify eligible return to − 5% participation in return-to-work program for
Work Program to work candidates FY06; 10% for FY07
non-occupational
leaves of absence − Reduce number of employees on non-
occupational and occupational leaves of ab-
sence to between 550 and 600

Objective B Recruit and select employees to meet job requirements
Key Owner(s) Brenda Diederichs, Linda Wright, Marion Colston,
Stefan Chasnov, Andrea Burnside, Greg Kildare, Vijay Khawani

OUTCOMES
1. Conduct a workforce 1. Maintain a qualified work- − By 2007, process job audits within 14 days
analysis force identifying staff
needs, changing skills, − By 2007, increase number of managers pro-
abilities and positions. moted from the internal workforce
2. Continue to re-evaluate − By Q3 & Q4 FY06, identify and forecast the

and modify selection proc- total number of positions required to conduct
ess for rail operators. Metro’s day-to-day core business each year
through 2007.
− By Q4 FY06, reduce Rail hiring process cycle
time for rail operators by 25%
− By 2006, track the total number of exit inter-
views completed by HR per year
− By Q3 & Q4 FY06, based on the total number
of positions required, complete review of 50%
of hard-to-fill positions as defined by the Hu-
man Resources Department, per year.
− Identify, project and address the future staffing
needs of at least ¼ of LACMTA’s cost centers
− Maintain existing LACMTA turnover rate at
current levels (8-9%) by being proactive with
departments in identifying trends and em-
ployee concerns
− Administer exit interview questionnaires to at
least 1/3 of employees who voluntarily resign
or retire
2. Analyze total com- 1. Maintain market competi- − By Q2 FY06, complete salary survey for all em-
pensation in relation tiveness in relation to com- ployee classifications bi-annually
to recruitment & pensation
compensation − By Q2 FY06, continue to complete 100% of
2. Analyze overtime pay re- salary compensation reviews for all job classifi-
garding entry level posi- cations bi-annually.
tions
− By 2006, reduce overtime costs for all job clas-
sifications per year by 20%.
3. Keep agency & indi- 1. Reduce turnover rates us- − By 2007, decrease attrition rate of Business
viduals competitive ing information exit inter- Development Operations Facility operators &
(skills assessment) view survey with respect to mechanics by 10% during the probationary pe-
bus operators and me- riod
chanics
− By the end of Q2 FY06, 75% of all hiring de-
2. Modify minimum qualifica- partments will determine and update the mini-
tions for recruitment mum qualifications required for each job clas-
3. Retain training inventory sification.

OUTCOMES
(internal & external) − By the end of Q4 FY06, 50% of all external
training reported to the central database, per
year through 2007.
4. Streamline Human 1. Track the number of appli- − By 2007, report on the total number of appli-
resources policies cants successfully complet- cants per year who successfully completed
and processes/ effi- ing probation their probationary period.
ciently manage hu-
2. Increase recruitment and − By Q4 FY06, reduce the number of weeks to
man resources
selection accountability of recruit and select a new employee from 5
the hiring departments. weeks to 4.5 weeks
3. Project future skill needs, − By end of Q1 FY06, train 100% of all manag-
identify current skills, and ers/supervisors on HR hiring practices
identify gaps − For FY06, convene 12 Training Council meet-
ings (1 meeting per month) to determine how
to improve utilization and coordination of
training resources.
− Conduct and facilitate organizational devel-
opment intervention models with individual
departments to improve/reduce cycle time,
streamline processes and increase operational
effectiveness.
− Design & develop a “How to Write FY07 KPI’s”
agency wide training program per OMB.
Objective C Invest in employee development

Key Owner(s) Brenda Diederichs, Linda Wright, Marion Colston,
Stefan Chasnov, Andrea Burnside, Greg Kildare, Vijay Khawani

OUTCOMES
1. Design, develop, ac- 1. Complete individual Em- − By Q2 FY06, update electronic Individual Per-
quire and realign ployee Development Plans formance Plan instrument to reflect new FY06
training programs in FY06 Strategic Plan goals & objectives.
2. Integrate & increase utili- − Conduct 1 IPP course for managers & supervi-
zation of Metro’s central- sors, and 1 IPP course for employees per quar-
ized training database ter.
3. Partner with professional − Provide core training programs every quarter
and transit associations (e.g. Safety 1st, Computer Software Training,
(i.e. APTA, COMTO, Employee & Management Development and
SCRRTC, TFLEX) to share New Employee Orientation).
knowledge and informa-
tion − By Q2 FY06, write and submit for approval Cal-
trans Transit Professional Development Grant
for paid high school and college internships.

OUTCOMES
− By Q4 FY06, decrease overall per hour cost of
employee training activities by 10 % per year
through 2007.
− By Q4 FY06, train 100% of all manag-
ers/supervisors on IPP program, per year
through 2007.
− By Q4 FY06, 75% utilization of the online train-
ing registration and tracking database by
Metro’s Training Council representatives,
through 2007.
− By Q4 FY06, partner with other transit associa-
tions and stakeholders and secure FTA funding
as required per year, through 2007.
2. Determine career 1. OD&T & OCI continue to − By 2007, increase average training hours per
paths meet with Training Coun- month for contract employees by 5%
cil representatives to de-
termine training needs − By 2007, increase average training hours per
month for non-contract employees by 10%
2. Provide employees with
information regarding ca- − By Q4 FY06, determine and increase the num-
reer paths & steps to ber of Metro jobs that have a career path by
promotion 10% per year, through 2007.
3. Create mentoring, ap- − By Q4 FY06, identify and increase the number
prenticeships, on-the-job of Metro jobs by 10% per year, as having a
training and/or job rota- succession planning program, through 2007.
tion programs for Metro
− For FY06, convene 12 Training Council meet-
jobs.
ings (1 meeting per month) to determine how
4. Create a Metro University to improve utilization and coordination of
with internal guest lectur- training resources.
ers, using an external
training series format. − Partner with external training organizations to
provide quality in-house training at a cost-
savings to the agency by offering external train-
ing in-house versus spending training dollars
and travel costs to send employees outside.
3. Succession planning 1. Maintain a sufficient − By 2007, increase number of job openings filled
number of employees in by internal candidates by 5 %
the Qualified Candidate
Pool − By Q4 FY06, identify 15% of all Metro employ-
ees who are certified and qualified to promote
2. Develop a list of qualified in lateral, promotional Metro positions, per
employees, who are year, through 2007.
trained and ready to move
into a position − By Q4 FY06, develop a pilot program to ad-
dress management trainee program, job rota-
3. Create Transportation tion program, on-the-job training program
Management Trainee and/or apprenticeship program, etc.
Program, job rotation
program, on-the-job train-
ing program and/or ap-
prenticeship program for

OUTCOMES
Metro employees.
Objective D Exercise consistent application of the collective bargaining agreements

Key Owner(s) Brenda Diederichs, Linda Wright, Marion Colston, Stefan Chasnov,
Andrea Burnside, Greg Kildare, Vijay Khawani

OUTCOMES
1. Improve employee 1. Conduct in-service training − Coordinate mandatory Management Orienta-
communication out- sessions for all MOP train- tion Program classes for all managers & super-
reach ing programs visors by Q4 FY06 (Alcohol & Drug Free Work
2. Partner with OD&T to Environment and Sexual Harassment Preven-
conduct 2 in-service train- tion).
ing sessions with Transit − Improve response time to UTU grievances af-
Operations management ter hearings: by FY05 Q4, respond to 95%
on approved labor agree- within 45 days of hearing.
ments
− Maintain current level of response time to ATU
3. EO, Labor & Employee grievances after hearings: 100% response
Relations meet bi-weekly within 22 days.
with GMs and the DCEO.
2. Design, develop, ac- 1. Provide labor and em- − By FY06 Q4 have monthly scheduled labor
quire and realign ployee relations training to training sessions at all the Sectors.
training programs sector staff at their sectors
− In FY06 begin to utilize meeting to develop
2. Meet bi-monthly with productivity changes and improvements to the
Transportation manage- collective bargaining agreements during nego-
ment and quarterly with tiations in 2006.
Maintenance management
to review contract interpre-
tation.

Objective E Strengthen the labor management working relationship
Key Owner(s) Brenda Diederichs, Linda Wright, Marion Colston, Stefan Chasnov, An-
drea Burnside, Greg Kildare, Vijay Khawani

OUTCOMES
1. Improve employee 1. Conduct in-service training − By 2007, convene an in-service training session
communication out- sessions for all MOP train- Q2 & Q4 of each year.
reach ing programs
− Labor/management meeting held each quarter
2. Partner with OD&T to
conduct 2 in-service train-
ing sessions with Transit
Operations management
on approved labor agree-
ments
3. Labor Relations hosts
quarterly la-
bor/management meet-
ings.
4. Labor Relations meets
regularly with each union
to introduce new policies,
programs, systems, etc.
5. Labor Relations meets
regularly with each union
to resolve grievances and
appeals.
2. Design, develop, ac- 1. Convene Joint Labor Man- − By the end of the 2006 round of negotiations,
quire and realign agement Meetings labor and management make joint presenta-
training programs throughout life cycle of tions on the application of contractual
proposed project to part- changes.
ner in the development
and application of all train- − By 2007, labor and management jointly develop
ing programs. training material in the application of new stat-
utes and enactment of new labor laws.

Individual Performance Plan - Overview
The strategic plan will be used as the basis for agency-wide direction, decisions and activities. The
strategic plan is designed to be a “living document” which means it is an “evolving plan” and not a
rigid or fixed document. For this reason, a “quarterly review” process has been established to track
and measure the achieved key performance indicators, which will permit an opportunity to realign the
strategic goals, objectives and strategies. Each year Metro will reassess its performance, goals and
objectives based upon budget appropriations. The programs and resources listed in the agency-wide
strategic plan will be realigned annually based on budget allocations and projections as part of Metro’s
five-year budget forecast.
As a result of this process, the next step is to accomplish the agency’s vision, mission and goals
through each individual employee. The strategic plan, in this case, will function as a roadmap focused
on each employee’s individual role and responsibilities, with one primary objective, agency-wide per-
formance measurements and outcomes.
It is for this reason, I am requesting that every manager/supervisor complete a written individual per-
formance plan for his or her non-represented and AFSCME employee(s). This individual performance
plan will act as the performance appraisal evaluation process for non-represented and AFSCME repre-
sented employees, and will include a 4-step performance planning process to include a start of year
review, mid-year review, end of year review and the performance appraisal conference.
The Administration Department designed/developed an “Individual Performance Planning Workbook”

to ensure each employee is given an opportunity to understand the critical role he or she plays in ac-
complishing the agency-wide strategic goals. The performance evaluation is designed to enable the
employee to state what he or she is responsible for doing to help support the vision, mission and
goals of the agency. This workbook will enable every employee to know what timelines and deliver-
ables will be needed when, for what purpose, and how the stated objectives are to be accomplished.
More importantly, this workbook will demonstrate that the agency has one common purpose to “lead
the nation in safety, mobility and customer satisfaction”. The Individual Performance Planning Workbook
will clearly outline who is responsible for ensuring the performance measurements and outcomes are
achieved.

Individual Performance Plan - Model
VISION
Metro . . . Leading the nation in safety, mobility
and customer satisfaction.
Approved by CEO MISSION

Metro is responsible for the continuous improve-
ment of an efficient and effective transportation
system for Los Angeles County.
Values
Goals
Objectives
Strategies
Developed by
Management, Actions
Approved by CEO
INDIVIDUAL PERFORMANCE PLAN

STEP 1: Start of Year Review
STEP 2: Mid-Year Review
STEP 3: Year-End Review

Developed by Supervisor &
Employee
Represented Non-Represented
Employees Employees
STEP 4: Performance
Appraisal Conference

Individual Performance Plan - SAMPLE
EMPLOYEE INFORMATION
Name (Last, First, Middle Initial) Badge Number Job Classification
Department Cost Center Employee Status Purpose of Review Review Period (dates)
At-will Regular Start of Year Probationary From:
Probation Mid-Year Year-End To:
SECTION I: PERFORMANCE FACTORS –Values
VALUES DESCRIPTION RATING
Safety Safety’s 1st for our customers, employees and business partners. Accidents and injuries are preventable. Commendable
Employees Employees are our most valuable resource and are to be treated with mutual respect and provided opportunities for Commendable
professional development.
Fiscal Responsibility Individually and as a team, we are accountable for safeguarding and wisely spending taxpayer dollars entrusted to Commendable
Metro.
Integrity We rely on the professional ethics and honesty of every Metro employee. Commendable
Innovation Creativity and innovative thinking are valued and new ideas are welcomed. Commendable
Customer Satisfaction We strive to exceed the expectations of our customers. Commendable
Teamwork We actively seek to blend our individual talents in order to be the best in the nation. Commendable
SECTION II: PERFORMANCE OBJECTIVES – Core Business Goals
CORE BUSINESS GOALS STRATEGY INDIVIDUAL PERFORMANCE OBJECTIVES RATING
Improve transit services Implement new Rapid lines [Include detailed action steps to be performed this fiscal year] Commendable
Begin operation of Metro Orange Line [Include detailed action steps to be performed this fiscal year] Commendable
Improve and maintain cleanliness of buses, rail- [Include detailed action steps to be performed this fiscal year] Commendable
cars, stations and other facilities
Deliver quality capital Achieve substantial completion of Orange Line [Include detailed action steps to be performed this fiscal year] Commendable
projects on time and construction
within budget Construct Canoga Station/Park and Ride [Include detailed action steps to be performed this fiscal year] Commendable
Complete final design and start construction of [Include detailed action steps to be performed this fiscal year] Commendable
major critical path schedule activities of the Metro
Gold Line Eastside Extension

Professional Development:
SECTION III: OVERALL PERFORMANCE RATING

Outstanding Commendable Effective Needs Improvement Unacceptable
Supervisor Comments: Employee Comments:
SECTION IV: SIGNATURES & APPROVALS

Your signature below indicates that you have reviewed and discussed this Performance Appraisal with your Supervisor. Your signature does not necessarily mean that
you agree with the performance rating(s). You may write your comments in the space provided (above) or attach a separate document.
Employee Signature: _____________________________________________________________________________________ Date: ________________________

Supervisor: Your signature below indicates that you have reviewed and discussed Reviewer: Your signature below indicates that you have reviewed, discussed and
this Performance Appraisal with your employee. If the employee refuses to sign, accept the Supervisor’s completed Performance Appraisal of his/her employee.
you must indicate this in the space provided and explain the reason (if known).
Name: Name:
Title: Title:
Supervisor Signature: ____________________________ Date: ___________ Reviewer Signature: ____________________________ Date: ______________

Individual Performance Plan
PERFORMANCE APPRAISAL PROCESS
General Instructions: (Please refer to HR Policy 3-15)
The performance appraisal process is designed to support the agency-wide core values which state
each employee is an integral part of the Metro organization and a valued employee responsible for
ensuring that the vision, mission and goals are accomplished. For this reason, the performance ap-
praisal process has been enhanced to permit each employee to have input into the performance plan-
ning process with regard to goal setting, productivity, performance measurements and the achieve-
ment of performance outcomes.
Metro’s performance appraisal process is an important tool that enables Supervisors to effectively
lead and manage the employee(s) under their direct supervision. The Individual Performance Plan will
be used to determine and assess an employee’s overall performance and will identify goals and objec-
tives directly related to each employee’s work.
This instrument will be used as the basis for conducting performance reviews. A new form should be
used to complete steps 1, 2 & 3 in the Performance Planning Process:
→ STEP 1: Start of Year Review – Complete a start of year review at the beginning of the fiscal
year or when an employee’s assignment changes (i.e. promotion, lateral transfer, demotion,
etc.)
→ STEP 2: Mid Year Review – Complete a mid-year review during the middle of the fiscal year to
evaluate and monitor the employee’s performance to date. Complete a mid probationary re-
view (or 3-month review) during an employee’s probationary period to evaluate and monitor
the employee’s performance to date.
→ STEP 3: Year End Review – Complete the year-end review at the end of the fiscal year (or at the
end of the employee’s 6-month probationary period) to evaluate the employee’s overall per-
formance.
→ STEP 4: Performance Appraisal Conference – Conduct a performance appraisal conference for
each employee once Executive Officer Approval has been granted. Appraisal conferences pro-
vide each employee an opportunity to receive an overall performance rating based on his/her
individual performance plan.

SECTION I – Performance Factors –Values
This section of the performance appraisal instrument is to be completed at the year-end review. As
part of the start of year review process, the Supervisor will review the core values with each employee
to ensure every employee understands the attributes required to be a Metro employee. At the end of
year review, the Supervisor will check the appropriate performance rating for each performance factor.
Supervisors are to consider one factor at a time to ensure that each performance rating is fair and ac-
curate.
Supervisors are to provide additional written comments to support or expand upon any performance
ratings given, particularly a rating which is Unacceptable, Needs Improvement or Outstanding. (See HR
Policy 3-15)
SECTION II – Performance Objectives – Core Business Goals

This section of the performance appraisal instrument is to be completed at the start of year review. As
part of the start of year review process, the Supervisor will meet with each employee to:
→ Review the strategic planning goals that are to be linked to the individual employee’s perform-
ance objectives;
→ Identify specific performance objectives and the corresponding strategic goals and action
plans the individual employee is to support or perform; and
→ List any and all projects/programs and performance objectives for which the employee is re-
sponsible for completing.
During the mid-year review, Supervisors are to provide performance feedback and make necessary re-
visions to the Individual Performance Plan objectives, if required. In addition, Supervisors record
achievements, provide progress updates and communicate to the employee whether his/her perform-
ance “meets” or “exceeds” the stated objective.
Professional Development
This section of the performance appraisal instrument is to be completed at the start of year re-
view. Supervisors list specific training needs (if necessary) and develop an appropriate action
plan to promote continuous improvement of the workforce he/she leads or manages.
SECTION III – Overall Performance Rating

This section of the performance appraisal instrument is to be completed at the year-end review. The
Supervisor selects the overall performance rating that represents the employee’s individual perform-
ance for the review period. When rating the employee, Supervisors must consider the performance
factors, performance measures and performance outcomes in relationship to the unit, department,
division and agency.
Comments
Supervisors write comments to support the overall performance rating. (See HR Policy 3-15)
The employee may add his/her written comments concerning his/her performance evaluation
and returns the form to his/her immediate Supervisor.

SECTION IV– Signatures & Approvals
This section of the performance appraisal instrument is to be completed at the year-end review. The
Supervisor signs and dates the completed performance appraisal form and forwards the “original”
form to the next higher level of management for review and signature.
The next higher level of management will meet with the employee’s immediate Supervisor to review
the appraisal and make a decision regarding the employee’s overall performance rating. The overall
performance rating will be forwarded to the respective Executive Officer for final approval.
Once approved, the year-end review process will continue as follows:
→ Supervisor schedules a confidential performance appraisal conference with the individual em-
ployee to provide the employee with his or her completed appraisal.
→ Employee reviews, signs and dates the completed performance appraisal. At this time, em-
ployee may indicate (in writing) if he or she disagrees with the evaluation.
→ Supervisor provides employee with a copy of the completed appraisal once the review process
has been completed and all required signatures have been provided.
→ Supervisor forwards all completed appraisal forms to the Human Resources Compensation
Unit.

Performance Factors Defined – Values
Safety:
• Responsible for personal safety and accountable for group’s safety performance
• Develops personal and group Safety Action Plan (SAP) to meet agency’s and group’s safety objec-
tives and job responsibilities
• Knows and understands safety policy and principles and follows safety rules, practices, procedures
and adheres to standards
• Maintains a safe and healthy place to work
• Maintains an active interest in safety by attending and participating in safety meetings, making
suggestions to improve safety, and staying alert to observe and correct or report unsafe practices
and conditions
Employees:
• Treats others with mutual respect and dignity
• Works to support others in reaching their goals through sharing information and building alliances
as a valuable resource
• Establishes and maintains positive and productive working relationships with internal clients
• Seeks to provide service to others regardless of their position in the organization
• Participates in and promotes professional development activities that include in-house and external
training, academic and educational degree programs or professional certifications
Fiscal Responsibility:
• Accountable for safeguarding and wisely spending taxpayer dollars
• Accurately estimates expense levels to deliver projects on time and within budget
• Submits accurate and timely invoices
• Identifies and pursues streamlining opportunities to improve methods, procedures, and practices
that will increase efficiency
• Makes sound decisions about the cost/benefit of a project or a program to the agency
Integrity:
• Demonstrates professional and personal ethics
• Is honest, trustworthy, reliable, dependable and takes responsibility for his/her actions
• Accepts responsibility for tasks and personally commits to achieve agency goals
• Applies good judgment and professional and personal ethics to business decisions and actions
• Conducts work which is consistent with agency policies
• Respects and maintains confidentiality

Innovation:
• Supports the agency vision, mission and goals
• Functions with a keen sense of the future
• Generates new ideas and creative solutions
• Inspires and supports creative thinking in others and considers their ideas and suggestions with an
open mind
• Initiates and accepts change when necessary
• Shows enthusiasm for new ideas, programs, projects and procedures
Customer Satisfaction:
• Strives to exceed customer expectations
• Communicates accurate and appropriate information to clients and customers
• Listens, anticipates and provides solutions to customer needs
• Promotes a positive image of the agency
• Maintains courtesy and diplomacy with clients and customers
• Makes self available to respond to customer needs in a timely manner
• Seeks to prevent unnecessary delays for customers
Teamwork:
• Actively seeks to blend individual talents to achieve team goals
• Commits to work toward the shared organizational goals and objectives of the agency
• Supports and assists other business units in achieving their goals
• Participates and promotes inter/intra departmental cooperation
• Supports team accomplishments and willing to help others succeed
• Participates in team activities

Performance Rating Descriptions
Outstanding Performance (O) – Superior; greatly surpasses others in the quality and merit of his/her
performance; reserved for those individuals whose performance is clearly exceptional; planned goals &
objectives by the employee and the supervisor are greatly exceeded; employee’s performance signifi-
cantly contributes to the achievement of the department and Metro/PTSC goals & objectives.
Commendable Performance (C) – Performance consistently exceeds all job requirements; employee’s
performance exceeds most goals & objectives; employee’s performance exemplifies notable skill and
initiative; employee exceeds most other employees in the same position.
Effective Performance (E) – Performs and consistently meets all job requirements; does what is neces-
sary to get the job done.
Needs Improvement (I) – Performance meets some, but not all of the critical job requirements; most
goals & objectives are not met; employee’s performance is likely to be improved by a specific plan of
improvement.
Unacceptable (U) – Work performance is inadequate and does not meet the requirements; perform-
ance is below the minimum requirements of the job; goals & objectives have not been met; will be
subject to termination based on requirements established in a plan of improvement.

Special Thanks from the CEO’s Office
Staff members throughout Metro have played a role in developing the strategic
plan. The contributors include:
Roger Snoble Diane Corral-Lopez Andrea Karabenick Helen Ortiz
John Catoe Roger F. Dames Joanne Kawai Don Ott
Maria Guerra Aspet Davidian Greg Kildare Nellie Quevedo
David Armijo Michael Davis Jeanne Kinsel Matt Raymond
Mike Barnes Brenda Diederichs Ram Krishna Theresa Renn
Matt Barrett Maya Emsden Michael Lejeune Jeff Ringsrud
Elizabeth Bennett Bruce Feerer Paul Lennon John Roberts
Jacqueline Bobo Frank Flores Marc Littman Carlos Rodriguez
Brian Boudreau Carolyn Flowers Denise Longley Joel Sandberg
Danielle Boutier Juli Fowler Marta Maestas Cynthia Shavers
Geri Brodie Gerald Francis Mark Maloney Brian Soto
James Brown Henry Fuks Velma C. Marshall Gary Spivack
Richard Brumbaugh Michael B. Funnye Terry Matsumoto Cosette Stark
Andrea Burnside Jack Gabig Brad McAllester David Sutton
Lynda Bybee Rod Goldman Jim McElroy Rick Thorpe
Michelle Caldwell Karen Gorman April McKay Robert Torres
Diego Cardoso Gail Harvey Donna Mills Milo Victoria
Steve Carnevale William Heard Lonnie Mitchell Bruce Warrensford
Robert Chappell Dieter Hemsing Ted Montoya Linda Wright
Stefan Chasnov Ruthe Holden William Moore Mary E. Moore,
Eli Choueiry Richard Hunt Dennis Mori PROCORP Assoc.
Alexander Clifford Carol Inge Warren Morse Cynthia Olmstead,
Dana Coffey Michele Jackson Steve Mullaly MPA, Inc.
Marion J. Colston Tom Jasmin Josie V. Nicasio

FY05 Strategic Plan – ACCOMPLISHMENTS
(Last updated October 2005)
GOAL OBJECTIVE STRATEGY ACCOMPLISHMENTS
GOAL 1: A: Efficiently and Streamline procedures − Established Best Practices Committee

Improve transit effectively operate for signage, timetables
services service sectors and shake-up coordina-
tion
Implement new Rapid − Currently, 11 Metro Rapid lines are in ser-

Lines vice, speeding up passenger travel times
throughout LA County.
− The two newest Metro Rapid bus lines im-
plemented December 20, 2004 are Line 740
via Hawthorne Blvd., Crenshaw Blvd., Mar-
tin Luther King Blvd., Broadway and Aliso/
Arcadia streets and Line 780 between Hol-
lywood and Vine and Pasadena City College
in Pasadena.
Improve and maintain Bus:

cleanliness of buses, rail- − In addition to routine daily inspections by
cars, stations and other Maintenance Managers, a Quality Assur-
facilities ance team tracks bus cleanliness each
month.
− 20% of the fleet of a division is reviewed
and rated in 16 categories.
− Scores are included in the monthly Opera-
tions Management Performance Report.
− Cleanliness is one of the four scoring crite-
ria for Bus Maintenance Divisions in the
How You Doin’ performance incentive pro-
gram.
− The division with the highest score wins the
monthly program award and recognition
within the agency.
Promote the usage of − Multiple route promotions completed.

transit lines to utilize
− New resident program generated 10% re-
excess capacity
sponse rate.
− Local community marketing program near
launch. Route profiling and productivity
project underway.
Streamline procedures COMPLETED

for signage, timetables
and shake-up coordina-

tion
Upgrade website − New Google search engine installed.

− New sector web sites up.
− Continual content management improve-
ments.
− Web site attracts over 200,000 original visi-
tors monthly
− 35,000 trip plans processed daily
− Coordinating with Library on archiving
Promote local manage- − In collaboration with OMB, developed Key

ment of transit service Performance Indicators to monitor major
Operations’ cost drivers.
− Sector awareness over 40%.
− COMPLETE: “Know Metro” implemented in
three markets.
− Study completed
− Expanding to other markets
Enhance customer in- − Implemented enhanced complaint tracking

formation service and and reporting system.
response
− Reallocated staff for improved phone cover-
age.
− COMPLETE: Tracking system created
− Number of calls managed.
− COMPLETE: TripMaster implemented
Track customer satisfac- − Continued semi-annual customer satisfac-

tion and public opinion tion survey.
regarding agency prod-
− Continued on-going public opinion survey.
ucts and services
− COMPLETE: All studies completed on
schedule.
Integrate graphic stan- − Converted vehicles to new graphic stan-

dards into agency opera- dards.
tions
− In FY04 painted 233 buses poppy and 67
red; July – Sept 2004 painted 78 buses
poppy.
− COMPLETE: graphic standards and sign
standards manuals in operation
− Graphic conversion progressing

Increase participation in − Rideshare program participation has in-

rideshare and pass pro- creased.
grams
− COMPLETE: Real-time system operational.
100,000 visits YTD. 5,300 registered online
Expand customer out- COMPLETED

reach
B: Improve ser- Add service levels per For Consent Decree:

vice quality and consent decree order − Added 143 buses, 290,000 in-service hrs
capacity for bus
and rail systems − Changed ratios of buses: mechanics (meet-
ing or exceeding industry standards) and
creatively scheduled buses using HASTUS
− Judge ruled in favor of Metro regarding use
of Division 1 adjacent property
− Established operations an Auxiliary Bus
Division to Division 1 at Terminal 31, and
relocated Terminal 31 layover operations to
an adjacent parking lot at RRC.
− Shake-ups were implemented on schedule,
Dec.19
Other service improvements include:

− Terminated low productivity Line 576
− Opened four new Metro Rapid Lines since
June 2004
− Approved permanent Wilshire Boulevard
Dedicated Transit Lane; Board directed staff
to review opportunities for expansion
Implement new Rapid − Currently, 11 Metro Rapid lines serve to

lines help speed up passenger travel times
throughout LA County.
− The two newest Metro Rapid bus lines im-
plemented December 20, 2004 are Line 740
via Hawthorne Blvd., Crenshaw Blvd., Mar-
tin Luther King Blvd., Broadway and Al-
iso/Arcadia streets and Line 780 between
Hollywood and Vine and Pasadena City Col-
lege in Pasadena; in addition to the 16.5-
mile Vernon/La Cienega Metro Rapid and
the 10-mile Soto Metro Rapid
Improve transit service − Monthly Operations Management Perform-

reliability and on-time ance Reports are distributed to managers
performance that track service reliability and perform-

ance
− Sectors provide a monthly detailed report to
the Board of Directors regarding actions
taken to improve performance in this area
− Reliability and on-time performance area
two of the scoring criteria for Bus Transpor-
tation and Maintenance Divisions in the
gram. The divisions with the highest score
win the monthly program award and recog-
nition within the agency.
Design and implement Phase 2: identified and evaluated 81 centers

bus system restructuring, and performed corridor analysis for 2010 us-
“Metro Connections” ing the SCAG model.
− Resulted in identification of 17 Regional
and 27 Subregional Centers, along with
definition of major travel corridors be-
tween Regional Centers.
− Identified draft Regional Service Network
based on analysis and outreach.
− More than 120 briefings seeking stake-
holder input have been conducted.
− Six focus groups of users and non-users
were held to solicit comments on
Metro’s current services and proposed
service concepts to be implemented
through Metro Connections.
Promote the usage of − Promoted routes with excess capacity.

transit lines to utilize
− Promoted off-peak ridership to various area
excess capacity
attractions.
Enhance customer in- − Formed voluntary employee program, the

formation service and South Bay Customer Complaint Coalition.
response
− Will conduct surveys at terminals to deter-
mine how to improve service; answer ques-
tions regarding services; assist with classes
formulated to assist operators with cus-
tomers
− COMPLETE: Tracking system created
− Number of calls managed.
− COMPLETE: TripMaster implemented
Streamline procedures − COMPLETE: Service changes completed on

for signage, timetables time. New timetable design implemented
and shake-up coordina-

tion
Upgrade website − Continually being upgraded.

− Focus groups reviewing website.
− COMPLETE: website upgraded. New virtual
tour added. Improved searching capabili-
ties. Site redesign
Integrate graphic stan- − Graphic and sign manuals created.

dards into agency opera-
− COMPLETE: graphic standards and sign
tions
standards manuals in operation
− Graphic conversion progressing
Track customer satisfac- − Formed voluntary employee program, the

tion and public opinion South Bay Customer Complaint Coalition.
regarding agency prod-
ucts and services
tomers
− COMPLETE

grams
− COMPLETE: Provide ride matching in real-
time via internet
Expand customer out- − Formed voluntary employee program, the

reach through outreach South Bay Customer Complaint Coalition.
and kiosk program
tomers
− Kiosk Information to test pilot – In Pro-
gress: hardware procured. Software being
developed. Employers requesting proto-
types.
C: Maximize Fleet Add Service Levels per • Approved the purchase of 75 additional 40-
capacity to meet Consent Decree order foot CNG buses to comply with the Consent
service expansion Decree; approved funding for the addition
of 208,250 hours of Consent Decree service
in FY05.
• For Consent Decree:
− Added 143 buses, 290,000 in-service hrs

− Changed ratios of buses: mechanics

(meeting or exceeding industry stan-
dards) and creatively scheduled buses
using HASTUS
− Judge ruled in favor of Metro regarding
use of Division 1 adjacent property
− Identified interim satellite bus yard lo-
cated centrally downtown at Terminal 31
− Shake-ups were implemented on sched-
ule, Dec.19
Other service improvements include:

− Opened four new Metro Rapid Lines
since June 2004
− Approved permanent Wilshire Boulevard
Dedicated Transit Lane; Board directed
staff to review opportunities for expan-
sion
Align bus fleet plan and − Began acceptance of 45-foot buses for reve-
rail infrastructure plan nue service.
with Financial and Long
− 2550 Rail Car Integrated Project Team (IPT)
Range Transportation
conducted First Articles Inspections on ma-
Plans
jor subsystems and site review of produc-
tion facilities; IPT inspector now on site in
Italy until completion.

grams
− COMPLETE: Provide ride matching in real-
time via internet
Expand customer out- − Kiosk program in development.

reach through outreach
− Equipment purchased.
and kiosk program
− Programming being updated.
− Kiosk Information to test pilot – In Pro-
gress: hardware procured. Software being
developed. Employers requesting proto-
types.
D: Improve, ex- Utilize design/build ap- − Approved/certified Initial Study/Mitigated

pand and add op- proach for capital im- Negative Declarations for Division 4 Expan-
erating facilities provements projects sion and Division 9 Transportation Building
− Approved life of project budgets for the
Metro Green Line Division 22 Blow Down
facility and Metro Blue Line Division 11 Fa-
cility Expansion

Improve and maintain Bus:

cleanliness of buses, rail- − In addition to routine daily inspections by
cars, stations and other Maintenance Managers, a Quality Assur-
facilities ance team tracks bus cleanliness each
month.
− 20% of the fleet of a division is reviewed
and rated in 16 categories.
− Scores are included in the monthly Opera-
tions Management Performance Report.
− Cleanliness is one of the four scoring crite-
ria for Bus Maintenance Divisions in the
gram.
− The division with the highest score wins the
monthly program award and recognition
within the agency.
E: Implement Implement Advanced − Completed ATMS Phase I Systems Accep-

innovative tech- Transportation Manage- tance Test Certification for 2,400 buses;
nologies ment System (ATMS) started Phase II
− Automatic Vehicle Annunciation systems
test & acceptance.
− Conducted training at divisions for imple-
mentation of UFS and ATMS
− Reviewed the prototype CNG articulated
bus to go into service on the Orange Line
next summer
− Coordinated and conducted training for
Transit Operations employees:
• Microsoft Windows prerequisite train-
ing in preparation for M3 for 9 em-
ployees
• Operations Computer Program train-
ing for 119 employees
• PC101: Essential Concepts to Per-
sonal Computer for 66 employees
Implement Universal − Began UFS bus pilot at Division 9 in El

Fare System (UFS) Monte
− Conducted training at divisions for imple-
mentation of UFS and ATMS
− Implemented Phase 1 of UFS, installing and
testing fare boxes at Div. 9. Applying les-
sons learned to next phase of roll out.

Implement Maintenance, − M3 installation complete in Rail Divisions

Materials and Manage- and RRC, have not rolled out at bus divi-
ment (M3) System sions.
Launch Transit Access − Technical Specifications for both the Re-

Pass (TAP) gional Central Computer and TAP Customer
Service/Financial Clearinghouse have been
completed.
− Board approved Regional Central Computer
acquisition and in process of executing this
procurement.
F: Improve transit Increase security pres- − LASD conducted anti-tagger sting; arrested
security of bus and ence and improve secu- 44 people; 270+ homes of suspected tag-
rail systems rity systems gers visited; over past year, 267 vandals ar-
rested (95% convicted; 107 caused $750K
damages)
− Received $1.5 million security training grant
from the Federal Department of Homeland
Security (DHS) and $750,000 grant from
California DHS.
− Purchased new dog “Kona” trained to iden-
tify the presence of guns.
− South Bay Sector collaborating with LASD
to implement “NEAR” (Non-Emergency As-
sistance Request) Pilot Program; effective
method of responding to “non-emergency”
public safety needs aboard buses.
− Upgraded Metro Security’s weapons to be
comparable to those of LASD.
− Coordinated and/or conducted Safety 1st
Training for 122 employees
− Coordinated Transit Terrorism Awareness
Training and Terrorism Activity Recognition
& Reaction Training sessions for 569 em-
ployees
− Coordinated 3 National Transit Institute
(NTI) Terrorism Activity Recognition & Re-
action Training sessions for 89 Metro Secu-
rity employees
− Partnered w/Procurement to draft and re-
view Homeland Security scope of work
G: Acquire and Implement inventory re- − Charge-Back Program elements completed.

deliver cost effec- build and manufacturing Implementation rescheduled for July 1,
tive materials and charge back program 2006 due to delays in M3 rollout to bus sec-
supplies (FY05) tor maintenance operations.

Implement supplier − Supplier Management Program identified

management program team members and milestones for MS Pro-
(FY05, 06,07) ject; conducted survey and reviewed similar
programs in other agencies
− Team members responsible for the project
have been identified.
− Milestones have been identified and are
being set-up in MS Project.
− A survey has been conducted of 7 transit
agencies to determine if they have a SMP in
place.
− Discussions have been held with Spear
Technologies to develop and enhance M3
reporting system for vendor performance.
− Information received on similar SMP pro-
grams from both commercial and public
organizations is being reviewed for METRO
application.
− Implemented Supplier Qualification Evalua-
tion form on a RFIQ for MRL traction motor
overhaul.
− Developed Supplier Performance Matrix
that identifies criteria for monitoring sup-
plier performance.
− On a limited, manual test basis, continuing
to monitor and track supplier performance.
Criteria includes past due orders, incorrect
material delivered, defective material deliv-
ered, incorrect quantities delivered.
− Developed Request for Statement of Inter-
est form to be used for identifying, develop-
ing and expanding our rail supply base to
increase competition.
− Assembled and organized documents into
the various sections that will comprise the
SMP program.
− Developed list of items that have been iden-
tified for strategic sourcing evaluation.
− Developed draft specification on 2-1-05 for
programming Vendor Performance Sum-
mary Report in M3
Implement agency-wide Roles and responsibilities

material planning pro- − The DEO of Material Management and the
gram (FY05, 06,07) DEO of Central Maintenance have met and
are in agreement over roles and responsi-
bilities involving material planning and pro-

duction planning.
− 5 FTEs transferred from Material Mgmt to
Central Maintenance in response to role &
responsibility agreement. Material Mgmt
(Material Planner) plans material require-
ments for rebuild inventory and Central
Maintenance (Production Planner) plans
and schedules labor requirements to supply
inventory rebuild requirements.
M3 Material Planning Module

− M3 Material Forecasting Module completed
and installed for final testing. Testing is in
process, which will be followed by applica-
tion training prior to full implementation.
− Business Unit Testing and training tenta-
tively scheduled for June 2005.
− FY 06 Material Forecast – Rebuild Inventory
− FY 06 Material Forecast approved by both
Material Mgmt and Central Maintenance
− The plan incorporates an austere produc-
tion plan with purchases of new compo-
nents to compensate for production auster-
ity.
Implement 10-year Mate- − Created project team for 10-Year Material

rial Warehousing plan for Warehousing Plan.
future inventory storage
− Began gap analysis; developed project out-
needs
line; primary research of Metro’s proposed
capital projects & identified 11 additional
warehouse projects through 2012
− Key stakeholders were assembled and the
project team has been created.
− Gap analysis: Inventory Management has
begun quantifying inventory needs in rela-
tion to future bus and rail service expansion
projects; facility requirements for
new/additional fleets coupled with pro-
jected fleet retirement schedules
− Project outline developed for 10-year plan,
by line of business and fiscal years ranging
from FY 05 thru FY 15.
− Completed primary research of Metro’s
proposed capital projects through FY 12
utilizing Bus, Rail and Countywide strategic
plans and assessments published/issued
within last six months.

− Identified eleven additional warehouse pro-

jects through FY 12.
− Completed the review of Metro’s 25-year
Long Term Plan for future projects effecting
future warehouse
− Submitted the first part of the 10-year fore-
cast as part of the FY 06, Metro 5-year capi-
tal call for management consideration and
approval.
GOAL 2: A: Design and Achieve substantial com- − Revised EIR adopted by Board in December
Deliver quality build quality pro- pletion of Orange Line 2004
capital projects jects construction
• Addendum for additional parking for
on time and
Canoga Station approved by Board in
within budget
January 2005
− Contractor is continuing intersection con-
struction with 24 of 31 total intersections
reopened for automobile traffic. Five (5) in-
tersections under construction; 8 pending
− Board approved a new Delay Mitigation
Agreement on 12/31/04
• Language finalized and document exe-
cuted 01/28/05
• Contractor commenced 60 hour work
week
− Convened monthly Orange Line Strategic
planning meetings to achieve goal out-
comes
Receive Full Funding − Revision 4 to the Project Management Plan

Grant Agreement and submitted to the Federal Transit Admini-
start Gold Line Eastside stration
Extension construction
− Started fabrication of tunnel boring ma-
chines, tunnel liner molds ordered shaft
cranes, locomotives and muck bins re-
quired for tunneling
• Fabrication of the tunnel boring ma-
chines and tunnel liner molds is un-
derway
− Started procurement of soldier piles, con-
crete decking and beams; delivering soldier
piles to the site
• Boyle Station soldier pile installation is
99% complete

− Completed building demolition at 1st and

Boyle; nearing completion at 1st and Soto
• Completed building demolition and
underground gas tank removal at the
Soto Station site
− Contractor for C0802-101 Freeway Bridge
Overcrossing is mobilizing and site demoli-
tion started
− Received FFGA at end of FY04
− Design/Builder has completed the design
basis, geotechnical reports, Boyle Station
schematic design and the 85% design of the
East Portal retaining wall
− Boyle Station 85% design, Soto Station
schematic design and Segment 7 civil de-
sign are in progress
− Permeation grouting at the Boyle Station
area and I-5 Freeway has begun
− Caltrans contractor for Contract C0802 has
begun site demolition, traffic controls, and
bridge foundation work
Exposition Line − Board approved bond funding for the Pro-

ject
− Completion of Peer Review on proposed
project delivery approach
− Completion of FEIS/EIR technical work
− Initiation of Preliminary Engineering, Part II
Begin construction of Division 11:

Division 11 and Division − Revised scope and secured additional fund-
22 improvements ing
− Awarded the contract
− Reviewing Contractors 85% design package
for SI-4 Building and parking lot
Division 22:
− Awarded the contract
− Blow Down Facility Construction is on
schedule
− Service Pit excavation and foundation was
completed
Increase awareness of − Identified a list of Community Outreach and

Orange Line, Eastside Marketing activities

and other capital projects − Prepared strategic planning documents and

facilitated 2 Eastside sub-committee job
meetings to identify and determine Eastside
jobs programs
Integrate updated sign- − Updated standards integrated into Orange

age standards into capital Line plans including Canoga Station and
planning and construc- implemented during construction.
tion
− Standards integrated into design plans for
Eastside Extension and Expo light rail pro-
jects.
B: Develop inte- Deliver an Integrated Pro- The decision was made by the CEO not to
grated project ject Tracking System pursue a new system as this time. Efforts are
tracking system underway to enhance the existing system
Complete all project Projects closed out and encumbrance cleanup

close-outs initiated. New projects established for FY06
Establish interdepart- − Conducted Peer Review in October 2004 to

mental review of all capi- explore alternative Project Delivery Ap-
tal projects to ensure proaches to meet planned 2010 Revenue
successful implementa- Operations date
tion
C: Streamline Streamline the contract − Conducted and facilitated 2 team partnering

project delivery administration process sessions with Construction and Procure-
system ment to meet the goal objectives for Orange
Line
D: Work with con- Provide construction con- − Implemented discussion of Safety Tip at
tractors to provide tractors’ safety statistics start of weekly meetings and construction
a safe work site to per desired cut-off dates progress meetings
minimize lost time
accidents
GOAL 3: Exer- A: Manage the Monitor actual perform- − Scorecard Implementation – In FY ’05, the
cise fiscal re- approved budget ance versus planned per- Metro fully implemented an agency-wide
sponsibility formance Scorecard to track its key performance indi-
cators (KPIs). The scorecard uses critical
data from a variety of mainframe systems to
easily provide decision-makers with infor-
mation on budget variances, emerging
trends, and target attainment. By providing
information on a near real-time basis, man-
agement can make informed resource allo-
cation decisions and quick determinations
as to the success or failure of a given initia-
tive.

Major KPIs include:

• Fare Revenues
• Boardings
• Operator Wage Expense
• Mechanic Wage Expense
• Compressed Natural Gas Cost
• Workers Compensation Claims
• Lost Work Days
• Bill Paying
− Accounting & OMB prepares financial per-
formance reviews of each business unit on a
monthly and quarterly basis respectively.
− CFO provides monthly oral financial high-
light reports to the Finance & Budget Com-
mittee detailing budget to actual variances
on major KPIs.
− OMB also provides quarterly report to the
F&B Committee detailing budget to actual
variances including a budget outlook sec-
tion forecasting the year-end budget vari-
ance. (Quarterly Performance & Outlook
Report)
− Life-of project- capital project reporting pro-
vided quarterly to F&B Committee.
Use the Strategic Plan as − OMB and OD&T reviewed operating and
the guide to create and capital strategies in the FY05 Strategic Plan
operate within budget to determine the financial viability of the
projects within the 10-year financial plan.
(Ten-year financial plan was completed.)
− OMB & OD&T collaborated to update the
FY06 Strategic Plan and included fiscal con-
straints on the proposed capital and opera-
tional strategic plans
Develop process to man- − CEO and CFO have a scheduled monthly

age individual perform- meeting with the heads of the strategic
ance to the budget business units to review the KPIs and as-
sess business unit performance.
Establish tiered market- − COMPLETE: new approach implemented.

ing approach to manag- Will be integrated into FY06 Communica-
ing campaigns tions Plan
Maximize return on mar- − COMPLETE: Studied advertising impacts in

keting investment “Know Metro” campaign. All recall and
awareness metrics at all-time highs.

− Ad recall has declined in correlation with

decline in ad budget.
Maximize free publicity − COMPLETE: Media relation nearly doubled

media coverage target. $7 million in posi-
tive coverage generated.
− COMPLETE: cable shows produced and
aired.
− COMPLETE: Cable segments submitted as
PSA material.
− COMPLETE. Metro briefs and publications
produced on schedule.
Introduce multi-year fare − Recommendation to Board for multi-year

restructuring program restructuring – In progress. Several scenar-
ios developed. Timing is key determining
factor in brining to Board.
B: Implement Strategy and Action Steps − Accomplishments same as Objectives A, C

efficient and effec- are same as Objective A, &D
tive cost allocation C & D
plans
C: Implement an Identify ten key perform- Scorecard Implementation – In FY ’05, the

integrated per- ance indicators that drive Metro fully implemented an agency-wide
formance monitor- financial performance Scorecard to track its key performance indica-
ing management tors (KPIs). The scorecard uses critical data
system from a variety of mainframe systems to easily
provide decision-makers with information on
budget variances, emerging trends, and target
attainment. By providing information on a
near real-time basis, management can make
informed resource allocation decisions and
quick determinations as to the success or fail-
ure of a given initiative.
Major KPIs include:
• Fare Revenues
• Boardings
• Lost Work Days
• Bill Paying
Monitor actual perform- − Accounting and OMB prepares financial

ance versus planned per- performance reviews of each business unit
formance on a monthly and quarterly basis respec-

tively.
− OMB provides quarterly financial highlight
reports to the Finance and Budget Commit-
tee detailing budget to actual variances in-
cluding a budget outlook section forecast-
ing the year-end budget variance. (Quarterly
performance and Outlook Report)
Develop process to man- − CEO and CFO have a scheduled monthly

age individual perform- meeting with the heads of the strategic
ance to the budget business units to review the KPIs and as-
sess business unit performance.
− Scorecard implemented in FY ‘05
D: Conduct Identify ten key perform- − Scorecard Implementation – In FY ’05, the

monthly performance indicators that drive Metro fully implemented an agency-wide
ance monitoring financial performance Scorecard to track its key performance indi-
reviews to assess cators (KPIs). The scorecard uses critical
financial perform- data from a variety of mainframe systems to
ance easily provide decision-makers with infor-
mation on budget variances, emerging
trends, and target attainment. By providing
information on a near real-time basis, man-
agement can make informed resource allo-
cation decisions and quick determinations
as to the success or failure of a given initia-
tive. KPIs include:
• Fare Revenues
• Boardings
• Lost Work Days
• Bill Paying
Monitor actual perform- − Accounting and OMB prepares financial

ance versus planned per- performance reviews of each business unit
formance on a monthly and quarterly basis respec-
tively.
− CFO provides monthly oral financial high-
light reports to the Finance & Budget
Committee detailing budget to actual vari-
ances on major KPIs.
− OMB also provides quarterly report to the
F&B Committee detailing budget to actual
variances including a budget outlook sec-
tion forecasting the year-end budget vari-
ance. (Quarterly Performance & Outlook

Report)
E: Eliminate du- Conduct study of Infor- − Completed

plicate roles & mation Technology or-
responsibilities ganizational structure
Identify areas to increase − Partnered with Management Audit Services

efficiency and account- and Communications to design/develop an
ability in, managing agency-wide Fiscal Responsibility Campaign
agency assets
Establish tiered market- − COMPLETE: tiered approach developed.

ing approach to manag- Will be integrated into FY06 Communica-
ing campaigns tions Plan.
Reduce non-essential
internal materials
Complete forms online

program
F: Improve the Conduct study of Pro- − Completed last year. Law Firm of Manatt,
procurement curement processes and Phelps and Phillips, LLP conducted the
process rules study to simplify the procurement manual
and decrease the cycle time.
− CEO and EO of Procurement department
received the consultant’s draft report in July
2004. Final report including recommenda-
tions for potential changes in:
Metro processes
State Legislation
− Facilitated a team partnering session for
Procurement to streamline procurement
processes
Work with Procurement − Developed and implemented training for

clients to improve SOW SOW specification writing by Q2 FY05.
requirements
− Decreased incidence of reworked require-
ments after receipt of agreement.
− Decreased cycle time of procurement proc-
ess
Procure and install color − Deferred until FY07

printing press
GOAL 4: Pro- A: Provide quality Integrate agency-wide Long Range Transportation Plan:
vide leadership planning, technical plans (e.g. Service, LRTP, − Coordinated with OMB on preparation of
for the region’s analysis and pro- SRTP, Fleet, Facility and support materials for 10-Year Forecast in-
mobility agenda gramming Financial forecasting) cluding five-year capital plan, local subsi-

dies and estimated expenditures for Call for

Projects process on a cash demand basis.
Lead the region’s mobility Intelligent Transportation System – Com-

agenda pleted Board Report for adoption of LA Coun-
tywide ITS Policy and Procedures to enable
local jurisdictions to self-certify compliance
with Federal regulations for funding. Received
approval for non-exclusive service agreement
with TrafficGage as information service pro-
vider.
Arterial ITS Mapping – Completed draft inte-
gration document #2.
Arterial Master Plan – Procured consultant
and held consultant kick-off meeting. Began
identifying subregional and other agency rep-
resentatives for countywide working group.
Crenshaw Corridor – Consultant initiated work
on the first two deliverables including public
participation plan. Met with City of LA to iden-
tify traffic data collection efforts and initiated
work on a Third Party Agreement between City
and Metro.
Regional & Local Programming:
− Received FTA grant award of $2 million for
eight Jobs Access Reverse Commute (JARC)
projects. Received $6.1 million award of
State Highway Account (SHA) funds for
FY05 Freeway Service Patrol activities. Im-
plemented Metrolink Participation in the EZ
Transit Pass program, including developing
and executing program amendments and
agreements, and establishment of FIS infra-
structure to handle Metrolink reve-
nues/invoicing, and payment to the partici-
pating operators.
− Facilitated the Freight, Goods Movement,
and Finance sessions for annual Mobility 21
Conference
Provide quality planning, − Goods Movement: Began outreach efforts

programming and analy- with key stakeholders, completed substan-
sis for Los Angeles tial portions of SOW for task to be con-
County projects and pro- tracted out, began development of funding
grams agreement with partner agencies, and de-
veloped survey instrument and fact sheet

Triennial Audit Update:

− Presented findings and recommendations
of the 2004 Triennial Performance Audit to
the Board.
Annual New Starts Reporting:

− Filed annual Section 5309 New Starts Re-
port financial component in August 2004
for the Exposition Light Rail Line with the
Federal Transit Administration. Completed
two financial forecasting models and pre-
pared a predominantly locally funded Expo-
sition Boulevard Light Rail Plan scenario for
executive management. Developed five al-
ternative scenarios for preliminary Expo
Line assessment district.
Update Long Range and Managed and administered $11 billion (1,100
Short Range Transporta- projects) draft 2004 Regional Transportation
tion Plans Improvement Program (RTIP) with SCAG;
currently under review with SCAG and Caltrans
for the Conformity and Modeling Analysis.
2005 LRTP Update:

− Updated schedule to accelerate LRTP up-
date.
− Developed performance measures
− Developed baseline assumptions
− Updating baseline modeling for 2004 base
year & 2030 forecast year (w/no new pro-
jects.
− Prepared Receive and File Board Report on
status of LRTP update plan.
Serve as the state man- − Selected Cambridge Systematic as Nexus

dated Congestion Man- Study consultant. Have conducted kick-off
agement Agency for LA meetings and initiated coordination with
County Sub-regional COGs and development
community.
− Consultants working on technical analysis
for June Board Report
− Cities have submitted conformity certifica-
tions in September. Completed Board re-
port showing that all cities remain in con-
formance, except City of Industry, which
was previously in non-conformance.

Provide transportation − Updating model for 2000 Census data and

modeling and GIS to im- new 2030 regional population forecast.
plement effective mobility
− Submitted report on Expo Line user-benefit
solutions
analysis to FTA.
Manage multi-modal Call for Project Management Handbook and

Countywide Call for Pro- Training – Staff developed a handbook that
jects program, including details accepted practices and procedures for
Signal/ITS, Freeway managing projects funded through the Call for
HOV, Bike, TEA, Arterial Projects program. Staff organized and led
and Pedestrian projects training sessions on the handbook’s contents.
Call Prioritization Database Update – All pro-
jects (542) in the Call for Projects Prioritiza-
tion Database were updated to reflect new
activity since the database was updated at the
end of FY04.
Call for Projects: Recertification & Deobliga-
tion Annual Update:
- Finalized the annual 2004 Call for Projects
Recertification and Deobligation Process in-
cluding the Recertification of $61.6 million
in existing FY 2004-05 existing commit-
ments from previous Calls for Projects; the
extension of $74.3 million worth of projects;
and the deobligation of $4.3 million in Call
for Projects and Regional Transit Alterna-
tives Analysis (RTAA) Program funding.
Conduct multi-modal I-710 South Major Corridor Study – Completed

transportation corridor Final Draft Report for Study and secured sup-
studies port and recommendations from the Study
Technical Advisory Committee and Oversight
Policy Committee.
Route 57/60 – Secured local funding commit-
ment from impacted jurisdictions toward the
study. Developed SOW in conjunction with
jurisdictions for portion to be contracted out.
710 Tunnel Feasibility Assessment – Obtained
final feedback for affected jurisdictions on the
SOW. Completed SOW and advertised the
project through Metro’s Planning bench.
Wilshire Bus Lane – Obtained approval from
LA City Council to make the demonstration
lane permanent. Initiated work to extend the
lane further east and west.
SR2 Southern Terminus – Caltrans granted
Metro Authorization to Proceed to complete
the Project Approval/ Environmental Docu-

ment (PA/ED). RFP to develop PA/ED was

released and a pre-bid proposal meeting was
held.
Plan, promote and exe- − Mobility 21 Smart Growth Local Zoning

cute Mobility 21, Califor- Codes Workshop – Organized and held
nia Transit Association workshops to provide information on how
(CTA) and Rail-Volution to revamp or fine-tune existing local zoning
conferences codes.
Policy & Economic Analysis:

− Provided legislative support to Metro’s Gov-
ernment Relations Department by evaluat-
ing impact of proposed legislation including
reductions in the state budget for transpor-
tation; federal reauthorization of multi-year
transportation funding; development of
sales and gasoline tax initiatives; Metro
Gold Line funding; suspension of Proposi-
tion 42; development of California Toll
Bridge funding policies and other key trans-
portation policy funding issues.
Complete logo conver- − Progressing: all materials, buses, most fa-

sion cilities, amenities, etc. converted. Still work-
ing on rail, non-revenue vehicles.
Establish standard pro- − Initial guideline development underway

ject review program
B: Coordinate Government Relations − Participated in 20 Rail-volution Committee

implementation of and their consultant(s) meetings to plan 2004 Rail-volution Confer-
multimodal trans- will secure maximum ence
portation pro- funding through favor-
grams with part- able transportation legis-
ner agencies lation
Continue unified brand- − Progressing: all materials, buses, most fa-

ing initiative for all Metro cilities, amenities, etc. converted. Still work-
projects and services ing on rail, non-revenue vehicles.
Plan, promote, and exe- Orchestrating annual meeting

cute Mobility 21, CTA and − COMPLETE: all activities completed per
Rail-Volution conferences schedule.
Produce all support materials for Mobility 21

− COMPLETE: CTA & Rail-volution con-
ferences had record attendance, posi-
tive reviews

Complete logo conver- − Progressing: all materials, buses, most fa-

sion cilities, amenities, etc. converted. Still work-
ing on rail, non-revenue vehicles.
GOAL 5: De- A: Enhance a Develop/ − Total number of employees on non-

velop an effec- safety conscious implement Return to occupational and occupational leave of ab-
tive and efficient culture throughout Work Program sence reduced from 702 in July 2004 to 588
workforce Metro, its cus- in July 2005 (16% decline)
tomers and busi-
ness partners
B: Recruit and Conduct a workforce − Job family study completed December 2004;
select employees analysis HR proceeding with development of career
to meet job re- ladders and succession planning (2 year
quirements project)
Keep agency & individu- − Implemented an agency-wide online central-

als competitive (skills ized training database and learning man-
assessment) agement system
− Trained 20 Training Council Representatives
to utilize the central database
− Partnered with HR and IT to develop the e-
training module
− Developed agency-wide training needs as-
sessment
− Served on Southern California Regional
Transit Training Consortium project time-
lines, milestones and bylaws
Streamline Human re- − All HR policies (including Drug & Alcohol

sources policies and approved by Board in May 2005) now up-
processes/ efficiently dated/revised; several new policies created
manage human re- and approved by CEO, including Exit Inter-
sources view and Children in the Workplace policies
C: Invest in em- Design, develop, acquire − Implemented Oracle HR enterprise software

ployee develop- and realign training pro- package (May 2005); Standard HRIS reports
ment grams created, allowing for improved information
flow to managers, particularly around avail-
able manpower
− Updated and provided management & em-
ployee training on new FY05 Individual Per-
formance Plan evaluation instrument for
145 employees
− Realigned all training programs to support
strategic plan initiatives

Determine career paths − Utilized internal guest lecturers for Trans-

portation Leadership Academy Program and
Emerging Leaders Program to establish a
Metro University forum (457 employees par-
ticipated)
− Convened college information sessions for
612 employees interested in receiving in-
formation regarding onsite classes (e.g. Mi-
neta Institute, Long Beach MPA, Cal Poly
Pomona)
D: Deliver consis- Improve Employment − Participated in 1 job fair per Board request
tent communica- communication outreach
− Convened a National Association of Col-
tion services to
leges & Employers (NACE) Employer’s
each Metro market
Roundtable to promote a positive employer
segment
image
− Partnered with Communications and Tran-
sit Operations to provide ___ Metro Tours
for Transportation Careers Academy Pro-
gram students
E: Streamline in- Streamline Human Re- − Cycle time reduced to 4.5 weeks (from 5
ternal processes sources Policies and weeks in FY04); current cycle time deemed
Processes/ Efficiently optimal
Manage Human Re-
− Number of work days reduced from 20
sources
(FY04) to 18; current number of work days
deemed optimal
− Number of calendar days to conduct inter-
active processes reduced to 22 (from 57 in
FY04)
− Coordinated 16 “How To” training sessions
as part of Management Orientation training
program for 298 employees
F: Exercise consis- Improve employee com- − Conducted a combined total of 10 meetings

tent application of munication outreach with Transportation and Maintenance Man-
the collective bar- agers to address labor implementation is-
gaining agree- sues and promote uniform labor practices
ments
Design, develop, acquire − Completed labor relations topical modules

and realign training pro- and delivered training to Sector & Division
grams staff on an as requested basis.
− Connected labor relations training modules
to the agency-wide centralized training da-
tabase to gain coordination and delivery ef-
ficiencies.

G: Strengthen the Improve employee com- − Continued development of Labor Relations

labor management munication outreach Web site; expected online during 2Q FY06.
working relation-
ship
Design, develop, acquire − Began development of training module for

and realign training pro- Transportation Operations Supervisors
grams (AFSCME represented) on preparation as
witness for Metro in grievance hearings; ex-
pected implementation during 1Q FY06.

Glossary
Action Plan: The steps a team develops to implement a solution or the actions needed to
make continued progress toward a solution.
Call for Projects (CFP): Primary process for the selection of transportation improvement pro-
jects for funding with discretionary federal, state, and local revenues.
Capital Project: Major construction, acquisition, or renovation activities that add value to a
government’s physical assets or significantly increase their useful life.
Clients: A person, group or unit, internal to the organization, that receives or is the end user
of your goods, product, service or work.
Competencies: Critical behaviors that demonstrate the knowledge, skills, abilities and per-
sonal characteristics of its performers.
Cross-Functional Coordination: Effective collaboration and communication between func-

tions to achieve a common goal.
Customer: The person, group or unit, external to the organization, that receives or is the end
user of your goods, product, service or work.
Core Values: The Organization’s belief system that drives individual and organizational be-
havior. Topics often considered in core values are:
• What the organization is

• What the organization stands for
• What the organization views as important
• How the organization/department/unit is to operate
• How the organizational work levels treat one another and their clients and customers
Employee Involvement: A process through which all employees have input and increased in-
fluence over their work to improve the effectiveness of their organization, department and/or
unit.
Facilitator: Helps a group or team improve the way it identifies and solves problems and
makes decisions, in order to increase its effectiveness.
Fiscal Year (FY): The period at the end of which a governmental agency determines its finan-
cial position and results of operations. Metro’s fiscal year begins July 1 and ends June 30 of
the following year.

Goal: Plans expressed as results to be achieved. In this broad sense goals include objectives,
purposes, mission, deadlines, standards, targets, quotas etc. Goals represent not only the
end point of planning, but the end toward which activities such as organizing and controlling
are aimed.
Individual Performance Plan: A specific course of action designed jointly by an employee and
a supervisor to outline the employee’s career and professional development objectives and
associated training needs.
Key Partners: Members who come together from one or more functional areas to work on a
specific project, problem and/or issue in a cohesive or collaborative unit.
Key Performance Indicators (KPIs): Indicators that measure and analyze performance in
terms of quantity, effectiveness and efficiency.
Mission: A brief statement that summarizes an organization’s purpose. A stretching, guiding

and reinforcing statement of intent and commitment.
Objectives: Specific results that an organization seeks to achieve in pursing its goals and
mission.
Performance Based Compensation: A pay system in which employees’ compensation is

based on their individual performance.
Project: A complex series of non-routine tasks directed to meet a specific goal.
Project Management: The application of knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholder needs and expectations from a project, which
includes balancing scope, time, cost, quality and stakeholders with differing needs and expec-
tations.
Professional Skills Development: Training employees in a specialized body of knowledge or

expertise to effectively perform in a specific discipline.
Short Range Transportation Plan (SRTP): A five-year business plan, completed every three
years, which is used for internal planning.
Strategic Plan: A document, which reveals the formulation, development, implementation

and evaluation of cross-functional decisions that guide the organization to achieve its objec-
tives.
Strategies: Provide the direction that enables an organization to achieve its long-term objec-
tives.
Team: A small group of employees who have a distinct identity and work and are dependent
on each other to accomplish their task. They are accountable to each other, and they use
complimentary skills to fulfill a common purpose or goal.

Transit Corridors: Eastside light rail lines and fixed guideway projects in mid-cities and San
Fernando Valley.
Vision/Visioning: Projecting the company into the future and imagining what behaviors will
be necessary in order to successfully reach the vision.

05-3426-Strategic Cvr/Bk_5285 6/14/05 9:57 AM Page 2
One Gateway Plaza 213.922.9200 Tel

Los Angeles, CA 90012-2952 213.922.5259 Fax
metro.net
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05-3426-Strategic Cvr/Bk_5285 6/14/05 9:57 AM Page 1

Los Angeles County Metro Board of Directors

Yvonne B. Burke Bernard Parks

STRATEGIC PLAN 2003 - 2007

STRATEGIC PLAN 2003 - 2007

Key Performance Indicators

Service Delivery & Evaluation

Metro Managers & Supervisors

STRATEGIC PLAN 2003 - 2007

Key Performance Indicators

Metro Managers & Supervisors

9 Better allocation & utilization of resources

STRATEGIC PLAN 2003 - 2007

STRATEGIC PLAN 2003 - 2007

Cascade to Middle Management

Integrate Strategic Goals & Objectives into FY06

Produce an integrated strategic plan for agency

Link to Performance Based Compensation

Employees – First Point of Contact with Clients & Customers

Performance Based Compensation

Planning Oversight & Monitoring

STRATEGIC PLAN 2003 - 2007

STRATEGIC PLAN 2003 - 2007

STRATEGIC PLAN 2003 - 2007

Objective A Efficiently & effectively operate service sectors

KEY PERFORMANCE INDICATORS/DESIRED

STRATEGIC PLAN 2003 - 2007

5. Promote the usage 1. Create ‘Know Metro’ cam- − Ridership.

6. Maximize website 1. Expand website sales − Increase web sales

STRATEGIC PLAN 2003 - 2007

KEY PERFORMANCE INDICATORS/DESIRED

STRATEGIC PLAN 2003 - 2007

2. Develop sector-based inter- − Implement services starting FY2007

5. Promote the usage 1. Create ‘Know Metro’ cam- − Ridership.

Objective C Maximize Fleet Capacity to meet service expansion

KEY PERFORMANCE INDICATORS/DESIRED

STRATEGIC PLAN 2003 - 2007

KEY PERFORMANCE INDICATORS/DESIRED

Objective E Implement innovative technologies

KEY PERFORMANCE INDICATORS/DESIRED

STRATEGIC PLAN 2003 - 2007

4. Launch Transit Ac- 1. Design regional central − TAP cards issued/used

Objective F Improve transit security of bus and rail systems

Key Owner(s) John Catoe, Carolyn Flowers, Captain Dan Finkelstein

KEY PERFORMANCE INDICA-

4. Institute regular meetings be- − Increase arrest rate as compared to re-

STRATEGIC PLAN 2003 - 2007

KEY PERFORMANCE INDICATORS/DESIRED

STRATEGIC PLAN 2003 - 2007

STRATEGIC PLAN 2003 - 2007

STRATEGIC PLAN 2003 - 2007

KEY PERFORMANCE INDICATORS/DESIRED

2. Construct Canoga 1. Initiate construction of − Q1 - advertise Contract C0739.

4. Initiate Final De- 1. Metro Board approval of − Q2 - complete Preliminary Engineering.

STRATEGIC PLAN 2003 - 2007

6. Complete construc- 1. Monitor schedule and − Q1 - Complete 45% of project construction.

9. Increase awareness 1. Introduce Orange Line to − public awareness

STRATEGIC PLAN 2003 - 2007

KEY PERFORMANCE INDICATORS/DESIRED

Employee Signature: _____________________________________________________________ Date: