UPDATE: Delay at Embarcadero and Townsend has cleared. OB #NJudah and #TThird resuming service. The incident T trai… https://t.co/LWUuhBfRiZ (More: 20 in last 24hrs)

SFMTA Strategic Plan

The SFMTA Strategic Plan establishes a consistent approach for how state, regional, and local policies are implemented in the city’s transportation system. It focuses on the new vision and mission for the agency, and the four goals and 16 objectives needed to achieve this vision. Specifically, the new objectives in the Strategic Plan will guide the agency’s planning efforts, the prioritization of capital programs and projects, and the development of the operating and capital budgets.

Established by voters in 1999 to advance the Transit First Policy, the SFMTA has operated transit service and worked to improve the streets to better serve the people of San Francisco. While under the last Strategic Plan, the agency recorded the lowest number of traffic deaths in recorded history, established more effective public outreach and engagement processes, and maintained a 50 percent non-private auto mode share even as the population and jobs grew. The agency has also expanded transit service, improved customer satisfaction to its highest rating since 2001, and replaced nearly the entire transit vehicle fleet in an effort to get people where they need to go safely, reliably, and comfortably.

However, since the last Strategic Plan was developed in 2012, San Francisco has seen significant changes in how people get around the city, as well as a booming tech industry, an influx of new residents and workers, and a shift in what the public expects from the city’s transportation system and government. In response to these changes, we have refined the vision and mission for our agency and updated our goals and objectives so that we can better serve the public by operating, maintaining, and facilitating a safe, equitable, and sustainable transportation system.

This new Strategic Plan is a living document that is designed to be more flexible and responsive to the changes in the city. The Strategic Plan is not only a road map for what we aim to achieve in the years to come, but also how we will approach this work -- through our workplace values of respect, inclusion, and integrity. With these values to guide us and performance metrics to track our progress, we hold will ourselves accountable for our operations, project delivery, and communications to improve the agency and help everyone who lives, works, and plays in San Francisco get around the city.

View the full SFMTA Strategic Plan

 

Vision & Mission

Established by voter proposition in 1999, the SFMTA, a department of the City and County of San Francisco, oversees Muni (the historic Municipal Railway), parking and traffic, bicycling, walking and taxis. Over one million people get around San Francisco and rely on us to ensure safe and reliable travel.

Workplace Values

As the transportation agency for one of the most vibrant and progressive cities in the world, our values reflect the city we serve.

Goal 1: Create a safer transportation experience for everyone.

Safety is the agency’s first priority. There is no greater need than ensuring the safety and security of the system’s users and the general public. Delivering a safer transportation experience requires coordination of the agency’s personnel and resources across the city, as well as maintaining a consistent, reliable, and safe transportation network with agency partners.

Goal 2: Make transit and other sustainable modes of transportation the most attractive and preferred means of travel.

The SFMTA is committed to fostering an urban environment where sustainable modes of travel are desirable, accessible, and preferred over operating a private vehicle. In line with the city’s Transit First Policy, the agency will continue to work on its ongoing service enhancements and multimodal infrastructure improvements across the city.

Goal 3: Improve the quality of life and environment in San Francisco and the region.

Through implementation of this goal, not only will the SFMTA strive to make a positive impact in people’s lives in the near-term, but also ensure the continued development of a more equitable and sustainable San Francisco in the long-term.

Goal 4: Create a workplace that delivers outstanding service.

Investing in the SFMTA workforce is a critical element to the overall achievement of the agency’s goals and objectives. When staff have the resources and tools to succeed, they can become more efficient, effective, and prepared to deliver services in support of all agency goals and objectives.

Implementation and Evaluation

Through the implementation of the last Strategic Plan, the agency recorded the lowest number of traffic deaths in recorded history, maintained a 50 percent non-private auto mode share, improved customer satisfaction to its highest level since 2001, and worked to replace transit vehicle fleet. When this new Strategic Plan goes into effect in July 2018, we will build on these efforts and develop new actions to achieve our strategic objectives. In addition to the ongoing service and projects you will see throughout the city, some new actions may include communications strategies, facilities improvements, and internal project delivery process improvements to make the agency more effective and efficient.

Tracking our Progress

Performance metrics and specific targets were also established in the Strategic Plan, and form the basis for our ongoing, transparent reporting on agency work. You can track our progress in implementing the Strategic Plan by checking out the interactive dashboards for the performance metrics. As we develop the dashboards for the new objectives and performance metrics outlined in the SFMTA Strategic Plan, they will be posted online there. In the meantime, information on existing agency metrics is available in the monthly Strategic Plan Progress Reports.

Also, we will be assessing the Strategic Plan elements every two years, in alignment with the agency’s budget cycle, to ensure that the agency is best serving the constantly evolving city and region.

For more information on the development of this Strategic Plan: