STRATEGIC BUSINESS PLAN QUARTERLY KPI REPORT FOR: FISCAL YEAR 2015 THROUGH QUARTER 4 (JULY 2014 THROUGH JUNE 2015)

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1 STRATEGIC BUSINESS PLAN QUARTERLY KPI REPORT FOR: FISCAL YEAR THROUGH QUARTER 4 (JULY THROUGH JUNE )

2 CONTENTS BALANCED SCORECARD OF KEY PERFORMANCE INDICATORS SAFETY & SECURITY SLIDE VEHICLE, PASSENGER & STATION ACCIDENTS 3 LOST TIME, NON LOST TIME 4 RESOURCE MANAGEMENT CARBON FOOTPRINT & WASTE DIVERSION RATE 5 PROCUREMENT TURNAROUND TIME 6 MATERIAL AVAILABILITY 7 BSD INTERNAL SATISFACTION PROCUREMENT 8 BSD INTERNAL SATISFACTION IT & DBE 9 THE CUSTOMER EXPERIENCE SERVICE RELIABILITY (ON TIME PERFORMANCE) 1 COMMUNICATIONS, COMMENDATIONS/COMPLAINTS, IT UPTIME 11 FINANCIAL EFFICIENCY UNLINKED TRIPS PER CAPITA & OPERATING EXPENSES PER TRIP 12 STATE OF GOOD REPAIR & RELIABILITY MEAN DISTANCE BETWEEN FAILURES BY MODE 13 MAJOR PROJECT MILESTONES & ASSET CONDITION 14 EMPLOYEE GROWTH AIM SUCCESSION PLANNING & DIVERSITY 15 2

3 SAFETY & SECURITY VEHICLE, PASSENGER INCIDENTS ACCIDENT RATE VEHICULAR INCIDENTS PER 1, MILES FY YEAR TO DATE (THROUGH JUNE) VEHICLE ACCIDENTS: 2,763 TOTAL MILEAGE: 87,391,789 VEHICLE INCIDENTS PER 1K MI: 3.16 ACCIDENT RATE PASSENGER INCIDENTS PER 1, MILES PASSENGER ACCIDENTS: 1,772 TOTAL MILEAGE: 87,391,789 PASSENGER INCIDENTS PER 1K MI: NOTE: Station Incidents Removed from KPI Report. Data Sources Have Shifted and Reporting of the Metric Will Be Deferred Until a New Baseline is Set. 3

4 SAFETY & SECURITY LOST TIME, NON LOST TIME, OPERATOR ASSAULTS LOST TIME RATE EMPLOYEE LOST TIME PER 2, HOURS FY YEAR TO DATE (THROUGH JUNE) EMPLOYEE LOST TIME INJURIES: 353 EMPLOYEE WORK HOURS: 19,458,36 LOST TIME PER 2K HOURS: 3.73 NON LOST TIME RATE EMPLOYEE NON LOST TIME PER 2, HOURS EMPLOYEE NON LOST TIME INJURIES: 76 EMPLOYEE WORK HOURS: 19,458,36 NON LOST TIME PER 2K HOURS:

5 RESOURCE MANAGEMENT CARBON FOOTPRINT & WASTE DIVERSION RATE FY YEAR TO DATE (THROUGH JUNE) LBS CO2 E PER PMT CARBON FOOTPRINT THRU JUN DIESEL (GALLONS): 14,661,16 ELECTRICITY (KWH): 488,194,265 GASOLINE (GALLONS): 2,393,837 NATURAL GAS (CCF): 2,659,648 HEATING OIL (GALLONS): 297,51 STEAM (MLBS): 37,729 TOTAL EMISSIONS (CO2 E): 912,979,734 PASSENGER MILES (PMT): 1,475,, SEPTA EMISSIONS PER PMT:.619 [COMPARED TO DRIVE ALONE:.87] WASTE DIVERSION RATE RECYCLING % 28% 24% 2% 16% 12% 8% 8.3% 11.6% 13.6% 14.% 18.% 2.% MUNICIPAL RECYCLING (TONS): 638 MUNICIPAL WASTE (TONS): 2,95 WASTE DIVERSION RATE: 18.% 4% % 5

6 RESOURCE MANAGEMENT PROCUREMENT TURNAROUND TIME PROCUREMENT TURNAROUND TIME $ 25, FY YEAR TO DATE (THROUGH Q4) PROCUREMENT TURNAROUND TIME $25, 1, PROCUREMENT TURNAROUND TIME $1, & ABOVE DAYS DAYS VARIANCE 1.% 6.% 2.% 2.% 6.7% 1.3%.% % 1.% 6

7 RESOURCE MANAGEMENT MATERIAL AVAILABILITY FY YEAR TO DATE (THROUGH JUNE) MATERIAL AVAILABILITY INDICATOR BUS FLEET VEHICLES

8 RESOURCE MANAGEMENT BSD INTERNAL SATISFACTION PROCUREMENT PUBLIC REPORT FY YEAR TO DATE (THROUGH Q4) SATISFACTION WITH PROCUREMENT STAFF MOST RECENT EXPERIENCE SERVICE QUALITY RESPONSIVENESS COMMUNICATIONS PROACTIVENESS COURTESY KNOWLEDGE fy15q1/2 fy15q3 fy15q SEPTA.ORG INFO SEPTA.ORG CLARITY INSIDE.SEPTA INFO INSIDE.SEPTA CLARITY EASE OF ELECTRONIC UNDERSTANDING INFO PROCUREMENT SYSTEM (EPS) fy15q1/2 fy15q3 fy15q4 SUMMARY RESULTS TOTAL fyq1/2 fyq3 fyq4 RESPONDENTS OVERALL SATISFACTION SATISFACTION WITH OUTCOME % RIGHT VENDOR WAS SELECTED 87.3% 87.5% 88.89% 82.93% SATISFACTION WITH PROCUREMENT PROCESS MOST RECENT EXPERIENCE MAINFRAME & ASI APPLICATIONS E GARAGE INTRANET 8

9 RESOURCE MANAGEMENT BSD INTERNAL SATISFACTION IT & DBE PROGRAM FY YEAR TO DATE (THROUGH Q4) "MY PROBLEM WAS RESOLVED TO MY COMPLETE SATISFACTION" PUBLIC REPORT % COMPLETE SATISFACTION 1% 9% 8% 7% 6% 5% 4% 3% 2% 7.5% 3.8% 19.8% 4.5% 4.% 3.8% 3.8% 3.% 3.5% 3.3% 2.9% 22.7% 23.3% 23.4% 23.1% 68.9% 69.8% 69.2% 69.6% 7.2% DBE SURVEY 1% % THRU Q1 THRU Q2 IT SATISFACTION SURVEY THRU Q3 THRU Q4 STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE 9

10 THE CUSTOMER EXPERIENCE 8.% 78.% 76.% 74.% 72.% 7.% BUS & TROLLEY BUS 78.5% 1.% 98.% 96.% 94.% 92.% 9.% SERVICE RELIABILITY (ON TIME PERFORMANCE) BROAD STREET LINE 99.2% 1.% 98.% 96.% 94.% 92.% 9.% MARKET FRANKFORD LINE 98.% 1 8.% 78.% 76.% 74.% 72.% 7.% CITY TROLLEYS 79.6% 96.% 94.% 92.% 9.% 88.% 86.% MEDIA SHARON HILL LINES 95.1% 1.% 98.% 96.% 94.% 92.% 9.% NORRISTOWN HIGH SPEED LINE 99.3% 95.% 93.% 91.% 89.% 87.% 85.% 87.4% REGIONAL RAIL 9.% 87.% 84.% 81.% 78.% 75.% FY YEAR TO DATE (THROUGH JUNE) CCT CITY 83.1% CCT SUBURBAN 95.% 93.% 91.7% 91.% 89.% 87.% 85.%

11 THE CUSTOMER EXPERIENCE COMMUNICATIONS, COMMENDATIONS/COMPLAINTS IT UPTIME 5, 4, 3, 2, 1, COMMUNICATION ACTIVITY INDEX FY YEAR TO DATE (THROUGH JUNE) SEPTA.ORG TRAFFIC (1K VIEWS) 119,263 CONTROL CENTER TWEETS: 28,68 APP DOWNLOADS: 149,452 SEPTA_SOCIAL COMPOSITE: 45,653 TOTAL ACTIVITY INDEX: 342,436 SEPTA.ORG 1K PAGEVIEWS APP DOWNLOADS SEPTA_SOCIAL COMPOSITE CONTROL CENTER RATIO COMMENDATIONS TO COMPLAINTS COMMENDATIONS: 2,446 COMPLAINTS: 41,56 RATIO:.596 UPTIME %. 1.% 99.% 98.% 97.% 96.% (YTD) UPTIME OF MISSION CRITICAL IT SYSTEMS 99.78% 99.76% 99.99% 98.46% 99.99% WEBSITE TOTAL DOWN: 4 MIN WEBSITE UPTIME: 99.99% API/REALTIME TOTAL DOWN: 138 MIN API/REALTIME UPTIME: 98.46% 95.% WEBSITE API/REAL/TIME 11

12 FINANCIAL EFFICIENCY UNLINKED TRIPS PER CAPITA OPERATING EXPENSES PER UNLINKED TRIP UNLINKED PASSENGER TRIPS PER CAPITA FY YEAR TO DATE (THROUGH JUNE) UNLINKED PASSENGER TRIPS: 33,119, REGIONAL POPULATION: 4,63,958 TRIPS PER CAPITA: 81.2 $5. OPERATING EXPENSES PER UNLINKED PASSENGER TRIP SEPTA VS. BENCHMARKS $4.5 $4. $3.5 $3. $3.9 $4.23 $3.9 $3.71 OPERATING EXPENSES: $1,287,658, UNLINKED PASSENGER TRIPS: 33,119, OPERATING EXPENSES PER TRIP: $3.9 $ TRIPS PER SE PA RESIDENT EXPENSE PER TRIP SEPTA INDUSTRY PHILA CPI U THRU JUN 12

13 STATE OF GOOD REPAIR & RELIABILITY 15, 12, 9, 6, 3, BUS & TROLLEY BUS MDBF TRACKED AT DISTRICT LEVEL SEE FOLLOWING PAGE 2, 16, 12, 8, 4, VEHICLE RELIABILITY (MEAN DISTANCE BETWEEN FAILURES) BROAD STREET LINE 157,99 1, 8, 6, 4, 2, MARKET FRANKFORD LINE 93,32 13 YTD 1, 8, 6, 4, 2, CITY TROLLEYS 6,795 35, 28, 21, 14, 7, MEDIA SHARON HILL LINES 2,977 6, 48, 36, 24, 12, NORRISTOWN HIGH SPEED LINE 41,468 6, 48, 36, 24, 12, REGIONAL RAIL 38,157 25, 2, 15, 1, 5, FY YEAR TO DATE (THROUGH JUNE) CCT CITY 18,226 4, 32, 24, 16, 8, CCT SUBURBAN 39,462

14 STATE OF GOOD REPAIR & RELIABILITY MAJOR PROJECT MILESTONES ASSET CONDITION % ACHIEVED 1.% 9.% 8.% 7.% 6.% 5.% 4.% 3.% 2.% 1.%.% ACHIEVEMENT OF PROJECT MILESTONES WITHIN 9 DAYS OF DEADLINE 85.4% 8.% FY JUL DEC : MAJOR PROJECT DEADLINES: 43 COMPLETED WITHIN 9 DAYS: 37 % ACHIEVEMENT: 86.1% JAN JUN : MAJOR PROJECT DEADLINES: 41 COMPLETED WITHIN 9 DAYS: 35 % ACHIEVEMENT: 85.4% OVERALL FY % ACHIEVEMENT: 85.7% ASSET CONDITION THIS METRIC WILL BE REPORTED PENDING GUIDANCE FROM THE FEDERAL TRANSIT ADMINISTRATION (NEXT: TBD) 14

15 EMPLOYEE GROWTH SUCCESSION PLANNING & DIVERSITY AIM SUCCESSION PLANNING PROGRAM FTA Awards Innovative Workforce Development Grant to SEPTA AIM Program Planning Initiated AIM Pool of Candidates Finalized Mentor Program Developed & Implemented; Participant Development Goals Established Monthly Leadership Development; Quarterly Mentor/ Manager Status Reviews TARGET: Program Implementation Review Completed TARGET: Phase II Key Position Analysis Conducted TARGET: Phase II Selection Process Completed TARGET: 5% Fill Rate for Key Vacant Positions PROGRESS UPDATE 26 Participants in AIM Pool 2 for 2 on Key Strategic Positions Filled from Pool 7 Interim Promotions Also Received Among Participants Plans Underway to Expand Succession Planning Programs to Front Line Managers and Directors CONTINUED INCREMENTAL IMPROVEMENT DIVERSITY FROM ONGOING FOCUS ON WOMEN AND MINORITY HIRING EFFORTS REFERENCE BASELINE (AS OF:) PROGRESS TARGET JOB CATEGORY GAP AREA 7/1/8 7/1/13 7/1/14 7/1/15 7/13 7/15 7/1/19 MANAGEMENT (CURRENT TOTAL: 1,127) PROFESSIONAL (CURRENT TOTAL: 425) MINORITY WOMEN MINORITY WOMEN 36.2% (39) 14.5% (156) 32.6% (119) 3.1% (11) 39.3% (431) 16.4% (18) 36.1% (143) 34.8% (138) 39.8% (435) 16.9% (185) 38.1% (155) 35.9% (146) 42.% (473) 17.2% (194) 36.5% (155) 36.% (153) +2.7% (+42) +.8% (+14) +.4% (+12) +1.2% (+15) 43.% 1.% 19.% 1.8% 4.% 3.5% 41.% 5.% 15

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