STRATEGIC BUSINESS PLAN QUARTERLY KPI REPORT

STRATEGIC BUSINESS PLANQUARTERLY KPI REPORT

FOR: FISCAL YEAR 2017 THROUGH JUNE(JULY 2016 THROUGH JUNE 2017)

SEPTA STAT OVERVIEW

BALANCED SCORECARD OF KEY PERFORMANCE INDICATORS

CONTENTSSAFETY & SECURITY SLIDES Vehicle, Passenger & Station Accidents 3 Lost Time, Non‐Lost Time 4‐5

RESOURCE MANAGEMENT Carbon Footprint & Diesel Fuel Consumption 6‐7 Waste Diversion Rate 8 Procurement Turnaround Time 9 Material Availability & Internal Satisfaction 10‐12

THE CUSTOMER EXPERIENCE Service Reliability (On‐Time Performance) 13 Communications, Commendations/Complaints & IT Uptime 14‐16

FINANCIAL EFFICIENCY Unlinked Trips Per Capita & Operating Expenses Per Trip 17‐18 Marketing Partnerships (Philadelphia Eagles) 19

STATE OF GOOD REPAIR & RELIABILITY Vehicle Reliability (Mean Distance Between Failures) 20‐21 Vehicle Replacement 22 Major Project Milestones & Asset Condition 23

EMPLOYEE GROWTH AIM Succession Planning 24‐25 Diversity 26

2SEPTA STAT KPI – THRU JUN 2017

SAFETY & SECURITY

VEHICLE, PASSENGER & STATION INCIDENTS

THRU JUN: FY2017

VEHICLE INCIDENTS: 4,439 TOTAL MILEAGE: 86,371,852

VEHICLE INCIDENTS PER 100K MI: 5.14

THRU JUN: FY2017

PASSENGER INCIDENTS: 3,418 TOTAL MILEAGE: 86,371,852

PASSENGER INCIDENTS PER 100K MI: 3.96

3

FY2017 YEAR TO DATE (THROUGH JUN)

THRU JUN: FY2017

STATION INCIDENTS: 58 TOTAL RAIL RIDERSHIP: 128,747,090

STATION INCIDENTS PER 1M PASSENGER TRIPS: 0.45

SEPTA STAT KPI – THRU JUN 2017

5.61

5.145.16 5.185.05

4.8

5

5.2

5.4

5.6

2017 2018 2019

INCIDEN

T RA

TE

VEHICULAR ACCIDENTS PER 100,000 MILESFY ’13 Adjusted BaselineVehicular Accidents Per100,000 MilesFY ’17 Adjusted Goal

FY '18 Goal

SBP 5‐yr Adjusted Goal

4.22

3.96

3.713.633.8

3.2

3.4

3.6

3.8

4

4.2

4.4

2017 2018 2019

INCIDEN

T RA

TE

PASSENGER INCIDENTS PER 100,000 MILESFY ’13 Adjusted Baseline

Passenger Incidents Per100,000 MilesFY ’17 Adjusted Goal

FY '18 Goal


1.41

0.45

1.57 1.66

1.27

0

0.5

1

1.5

2

2017 2018 2019

INCIDEN

T RA

TE

STATION INCIDENTS PER 1M PASSENGER TRIPSFY ’13 Adjusted Baseline

Station Incidents Per 1MTripsFY ’17 Adjusted Goal

FY '18 Goal


LOST TIMESAFETY & SECURITY

4

3.94 4.72

3.90 3.77

2.35

4.23

2.91 2.46

3.79

2.58 2.70

4.29

‐

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

Jul 11

Jul 12

Jul 13

Jul 14

Jul 15

Jul 16

Aug 11

Aug 12

Aug 13

Aug 14

Aug 15

Aug 16

Sep 11

Sep 12

Sep 13

Sep 14

Sep 15

Sep 16

Oct 11

Oct 12

Oct 13

Oct 14

Oct 15

Oct 16

Nov

11

Nov

12

Nov

13

Nov

14

Nov

15

Nov

16

Dec 11

Dec 12

Dec 13

Dec 14

Dec 15

Dec 16

Jan 12

Jan 13

Jan 14

Jan 15

Jan 16

Jan 17

Feb 12

Feb 13

Feb 14

Feb 15

Feb 16

Feb 17

Mar 12

Mar 13

Mar 14

Mar 15

Mar 16

Mar 17

Apr 1

2Ap

r 13

Apr 1

4Ap

r 15

Apr 1

6Ap

r 17

May 12

May 13

May 14

May 15

May 16

May 17

Jun 12

Jun 13

Jun 14

Jun 15

Jun 16

Jun 17

LOST TIM

E RA

TE

LOST‐TIME RATE BY MONTH

Source: SEPTA System Safety, Via Workers Compensation Database

THRU JUN: FY2017 FY2016

EMPLOYEE LOST TIME INJURIES: 334 420 EMPLOYEE WORK HOURS: 18,583,452 19,827,080

LOST TIME PER 200K HOURS: 3.59 4.24


5.12 4.38 3.94 4.24 3.59

0.001.002.003.004.005.006.007.00

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

LOST TIM

E RA

TE

EMPLOYEE LOST‐TIME PER 200,000 HOURS

TREND GOAL THRU JUN


NON LOST TIMESAFETY & SECURITY

5

9.20 7.52 7.53

7.26 6.80 6.56 7.06 8.20

10.83

5.31

7.65 6.78

‐

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

Jul 11

Jul 12

Jul 13

Jul 14

Jul 15

Jul 16

Aug 11

Aug 12

Aug 13

Aug 14

Aug 15

Aug 16

Sep 11

Sep 12

Sep 13

Sep 14

Sep 15

Sep 16

Oct 11

Oct 12

Oct 13

Oct 14

Oct 15

Oct 16

Nov

11

Nov

12

Nov

13

Nov

14

Nov

15

Nov

16

Dec 11

Dec 12

Dec 13

Dec 14

Dec 15

Dec 16

Jan 12

Jan 13

Jan 14

Jan 15

Jan 16

Jan 17

Feb 12

Feb 13

Feb 14

Feb 15

Feb 16

Feb 17

Mar 12

Mar 13

Mar 14

Mar 15

Mar 16

Mar 17

Apr 1

2Ap

r 13

Apr 1

4Ap

r 15

Apr 1

6Ap

r 17

May 12

May 13

May 14

May 15

May 16

May 17

Jun 12

Jun 13

Jun 14

Jun 15

Jun 16

Jun 17

NON LOST TIM

E RA

TE

NON LOST TIME RATE BY MONTH

Source: SEPTA System Safety, Via Workers Compensation Database


EMPLOYEE NON LOST TIME INJURIES: 790 760 EMPLOYEE WORK HOURS: 18,583,452 19,827,080

NON LOST TIME PER 200K HOURS: 8.50 7.67

7.79 8.19 7.37 7.67

8.50

4.005.006.007.008.009.0010.00

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019N

ON LOST‐TIM

E RA

TE

EMPLOYEE NON LOST‐TIME PER 200,000 HOURS

TREND GOAL THRU JUN



CARBON FOOTPRINTRESOURCE MANAGEMENT

6Source: SEPTA Strategic Planning & Analysis, GHG Inventory

0.551 0.583 0.642

0.555

0.489

0.3000.3500.4000.4500.5000.5500.6000.6500.7000.7500.800

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

LBS CO

2‐E PE

R PM

T

CARBON FOOTPRINT

THRU JUN TREND GOAL

FY2017 YEAR TO DATE (THROUGH JUN)THRU JUN: FY2017 FY2016

DIESEL (GALLONS): 13,819,198 14,076,028 ELECTRICITY (KWH): 479,873,903 475,323,806 GASOLINE (GALLONS): 2,215,447 2,394,112 NATURAL GAS (CCF): 2,479,102 2,107,924 HEATING OIL (GALLONS): 287,403 257,793 STEAM (MLBS): 25,261 23,459

TOTAL EMISSIONS (LBS CO2‐E): 808,948,112 808,993,305 PASSENGER MILES (PMT): 1,387,332,000 1,467,382,500

SEPTA EMISSIONS PER PMT: 0.583 0.551 [COMPARED TO DRIVE ALONE: 0.870]

0.35 0.290.42

0.62

0.87

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

1.00

RegionalRail

SubwayElevated

Trolley Bus PrivateAuto(SOV)

LBS GHG/PMT

EACH SEPTA MODE EMITS LESS GHG PER PASSENGER MILE THAN SINGLE OCCUPANCY

VEHICLES


Diesel Buses42%

Electric Trains & Trolleys40%

Non‐Revenue Vehicles

3%

Building Heat5%

Building Electricity

10%

SEPTA GHG INVENTORY (CY2016)

20082.80

20092.97

20102.98

20113.05

20123.42

20133.32

20143.29

20153.38

20163.33

‐1,600,000‐1,400,000‐1,200,000‐1,000,000‐800,000‐600,000‐400,000‐200,000

0200,000400,000600,000

METRIC TO

NS CO

2E

SEPTA REDUCES REGIONAL TRANSPORTATION GHG BY MORE THAN 3:1

Emissions Produced Emissions Displaced Net Emissions

DIESEL FUEL CONSUMPTION

RESOURCE MANAGEMENT

7

17.1M 16.8M 16.7M15.9M 15.6M 15.3M 15.0M 14.9M 14.9M

14.3M 14.0M

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

GAL

LONS

ANNUAL DIESEL USE (INCLUDING NON‐REVENUE VEHICLES)

FY2017 YEAR TO DATE (THROUGH JUN)DIESEL VS. HYBRID

FISCAL YEAR TO DATE

DIESEL OR HYBRID

MILES GALLONS MPGHYBRID SAVINGS

FY2014DIESEL* 27,314,576 9,535,466 2.86

41%HYBRID 18,075,702 4,477,808 4.04TOTAL* 45,390,278 14,013,274 3.24

FY2015DIESEL* 25,444,676 8,818,258 2.89

32%HYBRID 20,012,488 5,250,584 3.81TOTAL* 45,457,164 14,068,842 3.23

FY2016DIESEL* 21,092,297 6,849,874 3.08

18%HYBRID 24,402,055 6,725,868 3.63TOTAL* 45,494,352 13,575,742 3.35

FY2017DIESEL* 20,907,209 6,632,686 3.15

15%HYBRID* 24,132,592 6,640,028 3.63TOTAL* 45,039,801 13,272,714 3.39

BY LOCATION

LOCATIONDIESEL OR HYBRID

MILES GALLONS MPGHYBRID SAVINGS

FRONTIERDIESEL 3,573,446 817,983 4.37

15%

HYBRID 1,613,260 310,961 5.19

110 VICTORYDIESEL 4,373,263 1,262,506 3.46HYBRID 2,509,984 529,223 4.74

ALLEGHENY HYBRID* 3,315,876 1,195,938 2.77

CALLOWHILLDIESEL 2,642,339 989,800 2.67HYBRID 2,048,037 551,909 3.71

COMLYDIESEL* 1,111,099 351,071 3.16HYBRID* 4,315,656 1,089,037 3.96

FRANKFORDDIESEL 2,409,111 874,011 2.76HYBRID 1,320,649 346,502 3.81

GERMANTOWN DIESEL 382,012 94,532 4.04

MIDVALEDIESEL* 2,656,872 988,967 2.69HYBRID* 6,862,858 1,966,967 3.49

SOUTHERNDIESEL 3,759,067 1,253,816 3.00HYBRID 2,146,272 649,491 3.30

* INCLUDES 60‐FOOT ARTICULATED BUSES

BY FLEET

FLEETDIESEL / HYBRID

MILES GALLONS MPG

1996 NABI 416.08 DIESEL 335 417 0.802000 ELDORADO TRANSMRKRE29 DIESEL 156,219 44,580 3.502000 NEW FLYER D40LF DIESEL 2,390,124 883,167 2.712002 NEW FLYER D40LF DIESEL 4,882,706 1,799,635 2.712002 NEW FLYER DE40LF HYBRID 41,822 12,839 3.262003 CHAMPION DEFENDER27 DIESEL 8,377 3,215 2.612003 NEW FLYER DE40LF HYBRID 592,864 181,882 3.262004 NEW FLYER D40LF DIESEL 8,516,610 2,539,459 3.352005 NEW FLYER D40LF DIESEL 4,735,422 1,315,476 3.602008 NEW FLYER DE40LF HYBRID 3,245,122 790,335 4.112009 NEW FLYER DE40LF HYBRID 3,937,491 1,063,064 3.702010 NEW FLYER DE40LF HYBRID 4,935,080 1,087,112 4.542011 NEW FLYER DE40LF HYBRID 3,289,813 839,978 3.922013 NOVA NOVA LFS HEV ‐ 60 HYBRID 2,084,398 776,419 2.682014 NOVA NOVA LFS HEV ‐ 60 HYBRID 1,011,920 439,171 2.302014 NOVA NOVA LFS HEV ‐ 40 HYBRID 2,800,312 695,789 4.022015 NOVA NOVA LFS HEV ‐ 60 HYBRID 1,380,223 447,669 3.082016 NOVA NOVA LFS HEV ‐ 60 HYBRID 811,935 305,213 2.662016 NEW FLYER D30LF DIESEL 217,416 46,737 4.652017 NEW FLYER DE40LF HYBRID 1,612 557 2.89


WASTE DIVERSION RATERESOURCE MANAGEMENT

8Source: SEPTA Strategic Planning & Analysis, Waste Report


MUNICIPAL RECYCLING (TONS): 567 630 MUNICIPAL WASTE (TONS): 2,569 2,746

WASTE DIVERSION RATE: 18.1% 18.7%


8.3%11.6%

14.5% 15.0% 17.0%18.7% 18.1%

0%

4%

8%

12%

16%

20%

24%

28%

2011

2012

2013

2014

2015

2016

2017

2018

2019

RECY

CLING %

WASTE DIVERSION RATE

TREND GOAL


4

103

6

100

7

118

8

116

(3)

112

(1)

107

22

120

15

120

22

120

22

120

18

122

18

126

(0)

127

10

114

19

113

14

111

11

113

6

118

16

107

13

114

24

107

10

107

20

109

10

112

16

122

31

119

13

118

6

108

1

117

11

110

11

111

19

114

13

110

19

110

26

114

22

111

25

118

23

115

19

115

31

118

20

111

23

112

23

113

29

111

15

116

16

111

49

122

25

115

34

120

28

127

27

119

33

115

30

120

21

140

(10)

10

30

50

70

90

110

130

150

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Diverted

Land

fill

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June July August Sep Oct Nov Dec Jan Feb Mar Apr May June July August Sep Oct Nov Dec Jan Feb Mar Apr May June

2013 2014 2015 2016 2017

COST PER

TON

COST PER TON

PROCUREMENT TURNAROUND TIME

RESOURCE MANAGEMENT

9

18.0 17.019.5 19.4 19.2

0

6

12

18

24

30

2013

2014

2015

2016

2017

2018

2019

DAY

S

PROCUREMENT TURNAROUND TIME$0‐25,000

TREND GOAL

48.055.0 55.6 51.2 52.8

0

16

32

48

64

80

2013

2014

2015

2016

2017

2018

2019

DAY

S

PROCUREMENT TURNAROUND TIME$25,000‐100,000

TREND GOAL

6.7%

‐1.3%

‐11.4%‐11.5%‐20.0%

‐12.0%

‐4.0%

4.0%

12.0%

20.0%

2014

2015

2016

2017

2018

2019

VARIAN

CE

PROCUREMENT TURNAROUND TIME$100,000 & ABOVE

TREND GOAL

FY2017 (THROUGH JUN)

PROCUREMENT SIZE M

ONTH

Jul‐14

Aug‐14

Sep‐14

Oct‐14

Nov

‐14

Dec‐14

Jan‐15

Feb‐15

Mar‐15

Apr‐15

May‐15

Jun‐15

Jul‐1

5

Aug‐15

Sep‐15

Oct‐15

Nov

‐15

Dec‐15

Jan‐16

Feb‐16

Mar‐16

Apr‐16

May‐16

Jun‐16

Jul‐1

6

Aug‐16

Sep‐16

Oct‐16

Nov

‐16

Dec‐16

Jan‐17

Feb‐17

Mar‐17

Apr‐17

May‐17

Jun‐17

$0‐25K ACTU

AL

19.1 17.7 18.8 16.6 17.2 20.4 22.9 18.5 22.1 20.6 19.5 21.0 23.1 16.9 18.7 19.3 18.4 17.8 19.3 18.7 20.3 19.0 23.0 19.0 19.6 18.3 18.2 16.6 28.0 26.4 19.4 16.1 17.2 16.4 18.9 18.0

GOAL 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21

$25‐100K ACTU

AL

49.8 44.1 55.6 67.0 56.7 63.6 58.9 67.0 47.6 55.7 51.9 50.0 55.6 69.0 32.6 60.0 56.3 43.0 61.5 51.3 62.3 43.4 44.2 60.9 60.9 41.5 126 55.0 44.8 21.9 36.2 58.7 40.7 58.2 48.2 42.0

GOAL 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40

$100K+ ACTU

AL

‐1.3% (VS. GOAL) ‐11.4% (VS. GOAL) ‐11.5% (VS. GOAL)

GOAL +0.00% (VARIANCE TO GOAL)


MATERIAL AVAILABILITY INDICATOR

RESOURCE MANAGEMENT

10


Source: SEPTA Procurement & Supply Chain Management

FY2016 FY2017

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

ALL 1 1 5 4 1 3 3 1 1 1 1 2 1 2 1

CAL 1 2 1 3 2 2 1 1 1

COM 2 3 5 1 1 2 3 1 3 1 1 1

FRA 1 1 1 1 1 1 1 2

FRT 3 1 2 1 1 1 3 2 4 2 1 1 1 3 4 3

MID 1 3 9 6 1 2 3 1 2 3 2 1 2 1 1 4 2 3 1 3

SOU 2 1 1 3 1 1 3 1 1 1 1 1 1 1

VIC 1 1 1 1 2 2 1 1

FRO 1 5 2 1 1 2 2

TOT 8 9 21 22 14 5 5 9 11 7 10 9 3 3 1 3 6 7 10 6 6 8 8 14

AVG 8.0 8.5 12.7 15.0 14.8 13.2 12.0 11.6 11.6 11.1 11.0 10.8 3.0 3.0 2.3 2.5 3.2 3.8 4.7 4.9 5.0 5.3 5.5 6.3

12.5 11.3

12.8

9.5 10.8

6.3

02468

101214

2012

2013

2014

2015

2016

2017

2018

2019

VEHICLES

BUS FLEET

TREND GOAL


INTERNAL SATISFACTION –PROCUREMENT

RESOURCE MANAGEMENT

11

FY2017 YEAR (THROUGH H1)

SUMMARY RESULTS TOTAL 2015 H1 2015 H2 2016 H1 2016 H2 2017 H1 2017 H2RESPONDENTS 349 122 92 43 92 73 59OVERALL SATISFACTION 3.62 3.68 3.60 3.48 3.59 3.90 3.86SATISFACTION WITH OUTCOME 3.65 3.68 3.64 3.67 3.62 3.84 3.86% RIGHT VENDOR WAS SELECTED 85.84% 87.50% 88.89% 82.93% 81.40% 88.73% 86.21%

3.93.8 3.81

3.64

4.26

3.923.85 3.86 3.843.68

4.14

3.943.83

3.713.6 3.62

3.953.81

3.923.83

3.92

3.63

4.24

4.014.06 3.99 3.973.88

4.34.18

4.00 4.02 3.97 4.02

4.264.14

3.0

3.2

3.4

3.6

3.8

4.0

4.2

4.4

SERVICE QUALITY RESPONSIVENESS COMMUNICATIONS PROACTIVENESS COURTESY KNOWLEDGE

SATISFACTION WITH PROCUREMENT STAFF ‐MOST RECENT EXPERIENCE

2015 H1 2015 H2 2016 H1 2016 H2 2017 H1 2017 H2


3.45 3.463.39

3.33.18

3.273.15

3.363.34 3.33 3.31 3.273.18

3.29 3.243.16

3.6 3.56 3.56 3.523.44 3.41 3.37

3.53.63

3.52 3.58 3.52 3.5 3.49 3.49 3.5

3.79 3.74 3.743.67 3.63

3.763.63 3.66

3.76 3.773.66 3.70 3.66 3.63

3.33 3.35

3.0

3.2

3.4

3.6

3.8

4.0

SEPTA.ORG INFO SEPTA.ORG CLARITY INSIDE SEPTA INFO INSIDE SEPTA CLARITY EASE OFUNDERSTANDING INFO

ELECTRONICPROCUREMENT SYSTEM

MAINFRAME & ASIAPPLICATIONS

E‐GARAGE INTRANET

SATISFACTION WITH PROCUREMENT PROCESS ‐MOST RECENT EXPERIENCE

2015 H1 2015 H2 2016 H1 2016 H2 2017 H1 2017 H2

INTERNAL SATISFACTION –INFORMATION TECHNOLOGY

RESOURCE MANAGEMENT

12

4.614.72

4.62 4.664.74 4.74

4.67 4.72

4.0

4.2

4.4

4.6

4.8

5.0

RESPONSIVENESS COURTESY

SATISFACTION WITH HELP DESK STAFF

2017 Q1 2017 Q2 2017 Q3 2017 Q4


4.694.62

4.72 4.684.69 4.63 4.66 4.724.744.67

4.74 4.724.76 4.75 4.78 4.79

4.0

4.2

4.4

4.6

4.8

5.0

QUALITY OF SERVICE PROACTIVENESS COURTESY KNOWLEDGE

SATISFACTION WITH IT TECHNICIAN STAFF

2017 Q1 2017 Q2 2017 Q3 2017 Q4

NEW MEASUREMENT SCALE BEGINNING FY2017 Q4

4.614.674.754.72

0.00 1.00 2.00 3.00 4.00 5.00

2017 Q1

2017 Q2

2017 Q3

2017 Q4

OVERALL SATISFACTION

SERVICE RELIABILITY (ON‐TIME PERFORMANCE)

THE CUSTOMER EXPERIENCE

13

77.7%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

BUS & TROLLEY BUS98.8%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

BROAD STREET LINE

97.4%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

MARKET‐FRANKFORD LINE

78.3%

72.0%74.0%76.0%78.0%80.0%82.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

CITY TROLLEYS94.4%

85.0%87.0%89.0%91.0%93.0%95.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

MEDIA‐SHARON HILL LINES99.5%

90.0%92.0%94.0%96.0%98.0%

100.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

NORRISTOWN HIGH‐SPEED LINE

77.6%

50.0%60.0%70.0%80.0%90.0%

100.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

REGIONAL RAIL

80.0%

75.0%78.0%81.0%84.0%87.0%90.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

CCT‐CITY

88.8%

85.0%87.0%89.0%91.0%93.0%95.0%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

CCT‐SUBURBAN

FY2017 YEAR TO DATE

(THROUGH JUN)


COMMUNICATIONS THE CUSTOMER EXPERIENCE

14

9,552 9,417 9,329 9,226 9,492 10,285 12,520 11,842 10,332 9,683 9,828 9,848 9,738 9,598 9,643 9,675 9,590 9,634 10,822 10,047 11,192 9,306 10,059 9,960 10,461 10,121 12,559

9,479 9,181 9,360 11,894

8,877 9,019 8,797 8,638 9,263 12,130 9,752 10,101 10,381 11,561 9,378 9,666 8,640 9,932 8,734 8,656 8,807

2,129 2,779 2,561 2,754 2,962 2,704 3,918 3,624

2,979 3,099 3,289 2,964 3,311 3,186 3,334 3,075 3,897 3,952 4,644 3,827 4,063 3,716 3,673 3,670 3,515 3,326

5,080

3,140 3,095 3,601

6,020

3,572 4,075 3,967 4,057 3,954

6,752

4,362 5,045 4,951 6,285

4,738 5,380 4,682 5,685

4,632 4,481 4,875

11,000

22,600 16,100

19,000

11,600 9,830

7,950 7,960 8,240 8,690 13,228

19,289 16,673 12,952 12,422

13,767 11,915

12,218

8,737 9,472 10,089 10,693 10,833

13,020

9,490 9,081 8,980

12,189

9,065 9,728 8,376 7,816 9,385

12,840

5,011

11,558 8,560

10,489

7,870 8,096 6,171

8,127 7,677 7,975

10,514

3,454

4,735

1,965

3,386

2,603

1,479 1,378 1,312 1,307 1,809

1,254

1,522 1,974

2,298 1,484

2,063 3,470

3,374

2,784 2,708 3,328

3,731 4,069

4,824

3,423 3,440 2,629

3,911

3,109 3,305

3,006 2,741 3,674

5,507

6,030

6,658

5,307

7,325

4,923 4,516

3,321

4,547

2,840 3,431

4,890

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

Jul‐1

3Au

g‐13

Sep‐13

Oct‐13

Nov

‐13

Dec‐13

Jan‐14

Feb‐14

Mar‐14

Apr‐14

May‐14

Jun‐14

Jul‐1

4Au

g‐14

Sep‐14

Oct‐14

Nov

‐14

Dec‐14

Jan‐15

Feb‐15

Mar‐15

Apr‐15

May‐15

Jun‐15

Jul‐1

5Au

g‐15

Sep‐15

Oct‐15

Nov

‐15

Dec‐15

Jan‐16

Feb‐16

Mar‐16

Apr‐16

May‐16

Jun‐16

Jul‐1

6Au

g‐16

Sep‐16

Oc t‐16

Nov

‐16

Dec‐16

Jan‐17

Feb‐17

Mar‐17

Apr‐17

May‐17

Jun‐17

INDEX

SUBC

OMPO

NEN

T

INDEX CATEGORIES BY MONTH

SEPTA.ORG (1K VIEWS) SEPTA_SOCIAL COMPOSITE APP DOWNLOADS CONTROL CENTER TWEETS GOAL

Source: SEPTA Control Center, Information Technology, Customer Service Departments


THRU JUN: FY2017 FY2016 SEPTA.ORG TRAFFIC (1K) 117,738 117,649 CONTROL CENTER TWEETS: 59,295 41,862 APP DOWNLOADS: 104,888 118,796 SEPTA_SOCIAL COMPOSITE: 61,868 47,402

TOTAL ACTIVITY INDEX: 343,789 325,709


‐

100,000

200,000

300,000

400,000

500,000

2014 2015 2016 2017 2018 2019

COMMUNICATION ACTIVITY INDEX

SEPTA.ORG 1K PAGEVIEWS @SEPTA_SOCIAL COMPOSITEAPP DOWNLOADS CONTROL CENTERGOAL

COMMENDATIONS/COMPLAINTS

THE CUSTOMER EXPERIENCE

15

0

0.02

0.04

0.06

0.08

0.1

0.12

0

1,000

2,000

3,000

4,000

5,000

6,000

07/13

08/13

09/13

10/13

11/13

12/13

01/14

02/14

03/14

04/14

05/14

06/14

07/14

08/14

09/14

10/14

11/14

12/14

01/15

02/15

03/15

04/15

05/15

06/15

07/15

08/15

09/15

10/15

11/15

12/15

01/16

02/16

03/16

04/16

05/16

06/16

07/16

08/16

09/16

10/16

11/16

12/16

01/17

02/17

03/17

04/17

05/17

06/17

COMMEN

DAT

IONS & COMPLAINTS

COMMENDATIONS & COMPLAINTS BY MONTH

COMMENDATIONS COMPLAINTS COMMENDATIONS‐TO‐COMPLAINTS

Source: SEPTA Veritas Reports

THRU JUN: FY2017 FY2016 COMMENDATIONS: 2,904 2,518 COMPLAINTS: 53,216 47,568

RATIO: 0.0546 0.0529

0.0596

0.0550

0.0602

0.0529 0.0546

0.000

0.020

0.040

0.060

0.080

0.100

2011

2012

2013

2014

2015

2016

2017

2018

2019

RATIO

COMMENDATIONS‐TO‐COMPLAINTS

TREND GOAL THRU JUN



IT UPTIMETHE CUSTOMER EXPERIENCE

16

99.9%99.2%

99.9%99.9%98.8%

99.96%

94.9%

91.7%

97.5%

99.97%99.4% 99.8%99.6%99.3% 99.5% 99.8%99.8%

99.2%

84.7%

98.3%

99.8% 99.9%98.8%

99.6%99.8% 99.7% 99.6%99.8%99.8%

GOAL: 99.99%

80%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

Jul‐1

3Au

g‐13

Sep‐13

Oct‐13

Nov

‐13

Dec‐13

Jan‐14

Feb‐14

Mar‐14

Apr‐14

May‐14

Jun‐14

Jul‐1

4Au

g‐14

Sep‐14

Oct‐14

Nov

‐14

Dec‐14

Jan‐15

Feb‐15

Mar‐15

Apr‐15

May‐15

Jun‐15

Jul‐1

5Au

g‐15

Sep‐15

Oct‐15

Nov

‐15

Dec‐15

Jan‐16

Feb‐16

Mar‐16

Apr‐16

May‐16

Jun‐16

Jul‐1

6Au

g‐16

Sep‐16

Oc t‐16

Nov

‐16

Dec‐16

Jan‐17

Feb‐17

Mar‐17

Apr‐17

May‐17

Jun‐17

UPT

IME %

UPTIME BY MONTH

WEBSITE API/REAL‐TIME GOAL

Source: SEPTA Information Technology Department


WEBSITE DOWNTIME: 1 HR 0 HRS WEBSITE UPTIME: 99.99% 100%

API/REALTIME DOWNTIME: 21.8HRS 146.6HRS API/REALTIME UPTIME: 99.76% 98.37%

FY2017 YEAR TO DATE (THROUGH JUN)99.78% 99.99% 100.00% 99.99%99.76%

98.46% 98.37%

99.76% 99.99%

95.0%

96.0%

97.0%

98.0%

99.0%

100.0%

2014 2015 2016 2017 2018 2019

UPT

IME %

UPTIME OF MISSION CRITICAL IT SYSTEMS

WEBSITE API/REAL‐TIME GOAL


UNLINKED TRIPS PER CAPITA

FINANCIAL EFFICIENCY

17

23.017

27.92925.664 26.082 25.113 23.319 23.431 24.553

31.203

24.333

30.122

23.532

0

5

10

15

20

25

30

35

40

Jul 11

Jul 13

Jul 15

Aug 12

Aug 14

Aug 16

Sep 11

Sep 13

Sep 15

Oct 12

Oct 14

Oct 16

Nov

11

Nov

13

Nov

15

Dec 12

Dec 14

Dec 16

Jan 12

Jan 14

Jan 16

Feb 13

Feb 15

Feb 17

Mar 12

Mar 14

Mar 16

Apr 1

3

Apr 1

5

Apr 1

7

May 12

May 14

May 16

Jun 13

Jun 15

Jun 17

MILLIONS OF TR

IPS

UNLINKED PASSENGER TRIPS BY MONTH

CTD STD RRDSource: SEPTA Board Report


UNLINKED PASSENGER TRIPS: 308,229,000 326,085,000 REGIONAL POPULATION: 4,095,710 4,088,722

TRIPS PER CAPITA: 75.3 79.8

FY2017 YEAR TO DATE (THROUGH JUN)79.8

75.3 78.2

83.3 87.4

0

20

40

60

80

100

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

TRIPS PE

R SE PA RE

SIDEN

T

UNLINKED PASSENGER TRIPS PER CAPITA

THRU JUN TREND GOAL


OPERATING EXPENSES PER UNLINKED TRIP


18

$4.91 $4.46

$4.02 $4.16

$4.89 $4.64 $4.95

$4.30 $4.03

$4.32 $4.02 $4.09

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

Jul 12

Jul 14

Jul 16

Aug 12

Aug 14

Aug 16

Sep 12

Sep 14

Sep 16

Oct 12

Oct 14

Oct 16

Nov

12

Nov

14

Nov

16

Dec 12

Dec 14

Dec 16

Jan 13

Jan 15

Jan 17

Feb 13

Feb 15

Feb 17

Mar 13

Mar 15

Mar 17

Apr 1

3

Apr 1

5

Apr 1

7

May 13

May 15

May 17

Jun 13

Jun 15

Jun 17

EXPE

NSE PER

TRIP

OPERATING EXPENSES PER UNLINKED PASSENGER TRIP BY MONTH

Source: SEPTA Board Report, National Transit Database


OPERATING EXPENSE: $1,353,073,000 $1,318,576,000 UNLINKED PASSENGER TRIPS: 308,299,000 326,085,000

OPERATING EXPENSE PER TRIP: $4.39 $4.04$3.09

$4.54

$3.74 $4.04

$4.39

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

EXPE

NSE PER

TRIP

OPERATING EXPENSES PER UNLINKED PASSENGER TRIPSEPTA VS. BENCHMARKS

SEPTA INDUSTRY PHILA CPI‐U THRU JUN



MARKETING PARTNERSHIPS


19

PHILADELPHIA EAGLES HOME GAMESAVERAGE REGULAR SEASON TOTALS

2007: 7,900 (+50%) 2008: 8,200 2009: 7,900 2010: 8,600 2011: 8,440 2012: 8,500 2013: 10,200 2014: 12,300 (‐3%) 2015: 12,345 2016: 11,881


0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

9/7/14

@ 1PM

9/21

/14 @ 1PM

10/5/14 @ 1PM

10/12/14

@ 8:30P

M11/10/14

@ 8:30P

M11/23/14

@ 1PM

12/7/14 @ 4:25P

M12/14/14

@ 8:30P

M9/20

/15 @ 4:25P

M10/11/15

@ 1:00P

M10/19/15

@ 8:30P

M11/15/15

@ 1:00P

M11/22/15

@ 1:00P

M12/13/15

@ 1:00P

M12/20/15

@ 8:30P

M12/26/15

@ 8:30P

M9/11

/16 @ 1:00P

M9/25

/16 @ 4:25P

M10/23/16

@ 1:00P

M11/13/16

@ 1:00P

M11/28/16

@ 8:30P

M12/11/16

@ 1:00P

M12/22/16

@ 8:25P

M01/01/17

@ 1:00P

M

2014 SEASON 2015 SEASON 2016

GAM

EDAY

RIDER

S

EAGLES GAMEDAY RIDERSHIP

VEHICLE RELIABILITY (MEAN DISTANCE BETWEEN FAILURES)

STATE OF GOOD REPAIR & RELIABILITY

20

0

3,000

6,000

9,000

12,000

15,0002010

2011

2012

2013

2014

2015

2016

2017

2018

2019

BUS & TROLLEY BUS

MDBF TRACKED AT DISTRICT LEVEL –SEE FOLLOWING PAGE

165,978

040,00080,000

120,000160,000200,000240,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

BROAD STREET LINE108,591

020,00040,00060,00080,000

100,000120,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

MARKET‐FRANKFORD LINE

10,006

0

5,000

10,000

15,000

20,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

CITY TROLLEYS

26,174

07,000

14,00021,00028,00035,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

MEDIA‐SHARON HILL LINES

51,872

012,00024,00036,00048,00060,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

NORRISTOWN HIGH‐SPEED LINE

23,546

012,00024,00036,00048,00060,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

REGIONAL RAIL

17,364

05,000

10,00015,00020,00025,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

CCT ‐ CITY41,219

010,00020,00030,00040,00050,000

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

CCT ‐ SUBURBAN

FY2017 YEAR TO DATE

(THROUGH JUN)


VEHICLE RELIABILITY (MEAN DISTANCE BETWEEN FAILURES)

21

FY2017 YEAR TO DATE

(THROUGH JUN)

6,925

0

3,000

6,000

9,000

12,000

15,000

2012

2013

2014

2015

2016

2017

2018

2019

ALLEGHENY

6,723

0

3,000

6,000

9,000

12,000

15,000

2012

2013

2014

2015

2016

2017

2018

2019

CALLOWHILL13,182

0

3,000

6,000

9,000

12,000

15,000

2012

2013

2014

2015

2016

2017

2018

2019

COMLY

14,604

03,0006,0009,000

12,00015,000

2012

2013

2014

2015

2016

2017

2018

2019

FRANKFORD

7,339

03,0006,0009,000

12,00015,000

2012

2013

2014

2015

2016

2017

2018

2019

MIDVALE

7,530

03,0006,0009,000

12,00015,000

2012

2013

2014

2015

2016

2017

2018

2019

SOUTHERN

26,446

010,00020,00030,00040,00050,000

2012

2013

2014

2015

2016

2017

2018

2019

FRONTIER

12,002

06,000

12,00018,00024,00030,000

2012

2013

2014

2015

2016

2017

2018

2019

110 VICTORY

CITY DISTRICT

SUBURBAN DISTRICT

SEPTA BUS OPERATING LOCATIONS



BUS & RAILVEHICLE REPLACEMENTPROGRESS UPDATES


Source: SEPTA Vehicle Engineering SEPTA STAT KPI – THRU JUN 2017

22


JUNE VEHICLE REPLACEMENT PROGRESS WILL BE COMBINED WITH JULY REPLACEMENT PROGRESS

AUGUST PROGRESS TO BE REPORTED IN CORE TEAM KPI FOR AUGUST 2017

MAJOR PROJECT MILESTONES

80.0%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%100.0%

2010

‐12010

‐22011

‐12011

‐22012

‐12012

‐22013

‐12013

‐22014

‐12014

‐22015

‐12015

‐22016

‐12016

‐22017

‐12017

‐22018

‐12018

‐22019

‐12019

‐2

% ACH

IEVE

D

ACHIEVEMENT OF PROJECT MILESTONES WITHIN 90 DAYS OF DEADLINE

TREND GOAL

23

38 4336 31

22 24 23 2721

37 37 3543

59

40 40

89

86

5 2 36

4

8 6 6

7

11

10 9

0

10

20

30

40

50

60

70

80

FY2010‐1 FY2010‐2 FY2011‐1 FY2011‐2 FY2012‐1 FY2012‐2 FY2013‐1 FY2013‐2 FY2014‐1 FY2014‐2 FY2015‐1 FY2015‐2 FY2016‐1 FY2016‐2 FY2017‐1 FY2017‐2

NUMBE

R OF MILESTO

NES

MAJOR PROJECT MILESTONES MADE & MISSED BY SIX‐MONTH PERIOD

MAKES MISSESSource: SEPTA EM&C Project Control Department

JUL‐DEC 2016: MAJOR PROJECT DEADLINES: 50 COMPLETED WITHIN 90 DAYS: 40 % ACHIEVEMENT: 80.0%

JAN‐JUN 2017: MAJOR PROJECT DEADLINES: 49 COMPLETED WITHIN 90 DAYS: 40 % ACHIEVEMENT: 81.63%



WORKFORCE DEVELOPMENTEMPLOYEE GROWTH

24Source: SEPTA Training & Development DepartmentSEPTA STAT KPI – THRU JUN 2017

2011 ‐ 2013 2014 2015 2016 2017 2018 2019

“ADVANCING INTERNAL MANAGEMENT” (AIM)FOR: SENIOR‐LEVEL KEY STRATEGIC POSITIONS

2016 UPDATE: Progress: 2 for 2 key strategic positions filled from pool; 7 promotions into other positions Target: 50% Fill Rate by 2019

FTA Awards $100K Innovative Workforce Development Grant to SEPTA

AIM Planning Initiated 9 Key Positions Identified, 26

Candidates selected Transit Leadership

Development Toolkit provided to as a resource for transit agency succession planning

Begin pool development

Mentoring Program

Development Goals

Monthly Programming

Monthly Program Continued

Development Goals Achieved

22 participants graduate

Program Review

AIM Program replacedwith an Executive Development Certificate

Procurement of new courses for executive/seniormanagement level

Start program in March/April

WORKFORCE DEVELOPMENTEMPLOYEE GROWTH

25Source: SEPTA Training & Development DepartmentSEPTA STAT KPI – THRU JUN 2017

2011 ‐ 2013 2014 2015 2016 2017 2018 2019AIM ASSISTANT DIRECTOR

FOR: FIRST‐LEVEL MANAGERS TO BE DEVELOPED INTO ASSISTANT DIRECTORS2016 End‐of‐Year Progress Report: 27 Participants Graduated 12/1/16 ‐ 11 promotions and 3 in pools Feasibility Study and

Field Research conducted

Executive‐Level notice to proceed

Program and Selection process developed

Pool of 28 selected and development begins

Development Continues

Graduation for 27 completed on 12/1/2016

AIM AD graduates to continue participation in implementation of team projects

Phase II Pool initiated, posting, selection and launch of Phase II AIM AD to be complete by Spring

Similar program with reduced scope for Incumbent ADs in the works

Phase II AIM AD Pool graduation in May 2018

Recruitmentand Selection of Phase III AIM AD Pool late 2018

Projected Graduation AIM AD IIIPool late 2019

Re‐evaluation of priority positions in EM&C and Operations Line Management for succession planning

FUTURE PROGRAMS UNDER CONSIDERATIONAIM FIRST‐LEVEL MANAGER

FOR: HOURLY TO BE DEVELOPED INTO FIRST‐LEVEL MANAGERS

DIVERSITYEMPLOYEE GROWTH

26Source: SEPTA EEO/AA Department

CONTINUED INCREMENTAL IMPROVEMENT FROM ONGOING FOCUS ON WOMEN AND MINORITY HIRING EFFORTS

JOB CATEGORY GOAL AREA

REFERENCE BASELINE TREND (AS OF:) PROGRESS7/13‐7/15

TARGET7/1/19 GAP

7/1/08 7/1/13 7/1/14 7/1/15 10/1/15 1/1/16 4/1/16 7/1/16 10/1/16 1/1/17 4/1/17 7/1/17

MANAGEMENT (CURRENT

TOTAL: 1,155)

MINORITY36.2%(390)

39.3%(431)

39.8%(435)

42.0%(473)

42.7%(481)

43.9%(472)

43.8%(481)

44.4% (499)

44.9%(511)

45.8%(520)

45.7% (527)

46.1% (533)

+6.9%(+102) 43.0%

WOMEN14.5%(156)

16.4%(180)

16.9%(185)

17.2%(194)

17.4%(196)

18.5%(199)

18.6%(204)

19.0% (214)

19.2%(219)

20.0%(227)

19.9% (229)

19.8% (229)

+3.4%(+49) 19.0%

PROFESSIONAL (CURRENT TOTAL: 434)

MINORITY32.6%(119)

36.1%(143)

38.1%(155)

36.5%(155)

37.7%(162)

38.8%(166)

38.9%(172)

38.1% (167)

38.3%(169)

38.3%(170)

38.9% (172)

39.2% (170)

+3.1%(+27) 40.0% (0.8%)

WOMEN30.1%(110)

34.8%(138)

35.9%(146)

36.0%(153)

35.6%(153)

35.7%(153)

34.8%(154)

35.2% (154)

33.8%(149)

34.0%(151)

34.2% (151)

34.1% (148)

‐0.7%(+10) 41.0% (6.9%)


Documents

STRATEGIC BUSINESS PLAN QUARTERLY KPI REPORT