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Transformation Office

Overview

Beginning in late 2020, SEPTA established the Efficiency & Accountability (E&A) program. Fundamentally, the E&A Program is a systematic and sustainable approach to creating operational efficiencies. The E&A Program is a bottom-up framework to brainstorm, evaluate, prioritize, and ultimately implement efficiency initiatives while simultaneously improving the way we collaborate. The E&A Program’s inaugural transformation plan totals 140 initiatives collectively estimated to have $102 million in recurring annual benefits.

When we at SEPTA come together, we truly make an impact on our people an community: our progress has never been as impactful as when it comes through engaging and empowering our employees. Through these collective efforts, we have seen real change ripple across the entire Authority, from 1234 Market to our districts, depots, communities, and beyond.

The E&A Program is successful when change is more than what SEPTA does, it is who we are.

Vision

Mission

The E&A Program is designed to seize the opportunity we have now to transform SEPTA into an efficient, productive, and accountable ogranization by building a diverse, inclusive and empowered workforce.

Process

Employees across our entire organization were instrumental in the creation and implementation of our very first transformation plan. By giving our employees the freedom and space to think creatively, as well as the support needed to execute the initiatives identified – we were able to accomplish great things in 2022.

Performance

To implement process improvements, business modernization and cost-savings, SEPTA has identified 140 performance-based initiatives to drive change across the Authority.

Meet the Team

  • Senior Director of Budgets and Transformation – Erik Johanson
  • Deputy Transformation Officer, Org Health – Ayanna Matlock
  • Deputy Transformation Officer, Performance – Emily Addis
  • Data Analyst, Organizational Health – Benjamin Aitoumeziane

Workstream and Workstream Leads

The initiatives are broken down into 6 Workstreams with dedicated Workstream Leads to ensure initiatives within their area are progressing as planned. Ensuring effective communication, monthly meetings are held to hear from Leaders of the Workstream through updates to schedules and key performance indicators (KPIs). It also provides an opportunity to discuss challenges and barriers initiative owners might be facing. Transformation Office is here to help minimize obstacles and offer encouragement.

septa logo

Corporate

Workstream Leads:
Erik Johanson
Robin Deveney

human resources

Human Resources

Workstream Leads:
Victoria Watts Trotman
Danetta Bullock

operations

Operations

Workstream Leads:
Roseann Coppola
Alexandra Bonecorse

organizational health

Organizational Health & Communications

Workstream Lead:
Ayanna Matlock

procurement

Procurement & Inventory Management

Workstream Leads:
Frank Zervos
Mike Wright, Jr.

real estate

Real Estate

Workstream Leads:
Michael Daniels
Kimberly Demps

Progress

SEPTA remains dedicated to serving as a responsible steward of public resources and fostering a culture of innovation and accountability. Through the E&A Program, SEPTA aims to position itself as a leader in the transit industry, delivering exceptional service to employees and the communities it serves. SEPTA recognizes that a combination of gradual improvements and large-scale transformations are critical to achieving the program’s goal of $102 million in recurring annual benefits. The second year of implementation has recognized $50.2 million in recurring annual benefits.

The initiatives of the E&A Program leverage both best practices and change management strategies to enhance SEPTA’s capabilities. These range from implementing new ways of working, to new strategies for recruiting, training, and retaining people.

Case Studies

SEPTA continued to make progress in rolling out technology to frontline peers in 2023.  

A total of 76 small computers were deployed to cashiers, enabling direct communication between managers and cashiers, and minimizing the amount of time spent by managers delivering printed notices and deviation sheets to cashiers.

By the Numbers: 
2023 net realized benefits: $108,824

An insurance Captive is a wholly owned subsidiary of a parent company, in this case SEPTA, that is used to provide alternative risk financing, reduce reliance on commercial insurance, limit volatility and bring down the total cost of risk.

Year 2 Update: In 2023, the SEPTA Board made a decision to form, capitalize and fund SEPTA’s captive insurance company, named Broad Street Risk Solutions. By operating its own insurance captive, SEPTA will be leveraging existing board-restricted funds to seed an innovative method of risk management, leading to long-term transformation of how SEPTA manages risk and significantly reducing it’s risk-related operating costs. According to a feasibility study provided by one of the captive industry’s leading voices, SEPTA expects to recognize savings of $7.9M in risk transfer in 2024, with increases annually expected in the future. Broad Street Risk Solutions is domiciled in the state of Arizona, has an established board of directors, and has retained a captive manager to manage the day-to-day operations of the company. Broad Street Risk Solutions is developing the strategic plan for the captive and will begin underwriting and retaining risk for SEPTA in 2024. 

By the Numbers:
Recognized net recurring benefits: $7,900,000

With SEPTA’s current warehouse stock valued at about $137 million, even minor changes in supply chain management practices can yield tremendous savings. SEPTA recognized the need to enhance procurement and inventory management processes to help cut down on the estimated $8.3 million lost each year.

One such enhancement replaces physical inventory count, where 100% of inventory is counted at once (a process that may take several weeks and halt operations), with cycle count assessments of small portions of inventory on a predetermined schedule, while utilizing the inventory KPI to hone in on specific locations.

The second enhancement replaces individual reports and paper-driven manual processes for inventory management, which often lead to errors and annual losses.  We started a 3-step auditing process:

  1. The alternate shift to the one that submits the counts, double checks the inventory discrepancies. 
  2. The field supervisor performs weekly audits of all high-value discrepancies and ensures all work orders were accurately processed PRIOR to inventory adjustments. 
  3. The inventory control team double checks the administrative actions to ensure the paperwork was done correctly and matches the workflow that’s inbound from Ops and the material received due to procurements.

These efforts have already resulted in policy and personnel changes within inventory procedures and produced benefits of $2,110,717 in 2023. 

Going forward, these efforts will continue to focus on loss-leaders, high-value, and frequently used materials, and further serve to decrease wasted time and inventory losses.

By the Numbers: 
2023 net realized benefits: $2,110,717 

Achieved 2.02% margin of error against $137 million stock value

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