[UPDATE: Akit weighs in with alternatives. A sample:
“We continue to suck, and the public knows it.”
“Proposition G saved us millions, and we used it to pay for the central subway.”
“There’s no such thing as a guarantee, except fare hikes and cuts in service.”
“We love cameras, including the malfunctioning ones operating on our entire fleet.”]
Look what just popped up this AM on MUNI’s section of Al Gore’s Information Superhighway (AGIS):
What a fucking joke.
Leave there be no doubt, San Francisco will never ever have “excellent” transportation choices.
(To wit, what about the politically-motivated Central Subway boondoggle – is that an excellent choice or is it a terrible, political choice?)
But, as always, You Make the Call.
I wonder what the old “Vision” was. At least with the draft Mission Statement (see below) or the TEP “Transit Effectiveness Project” (which was great on paper, but never really got off paper for the most part) we had realistic words.
*Now what if it said, “Excellent City, Great Transportation Choices?” Wouldn’t that be better? Or how about “Excellent City, So-So Transportation Choices?” I think we should strive to have a merely average transit system. That’s my Vision.
San Francisco: great city, excellent transportation choices
Draft Mission Statement
We work together to plan, build, operate, regulate and maintain the transportation network, with our partners, to connect communities
DISCUSSION AND RECOMMENDATIONS
Items for Discussion
• Does vision sound right in terms of where we want to be?
• Does mission capture what we do?
• Have we identified the right goals to achieve the vision?
• Have we identified the right objectives to achieve the goals?
• Will the performance indicators give a good picture of how we’re doing?
• Are the performance targets too timid or aggressive?
• Should we be more explicit (e.g., modal priority, maintenance & expansion)?
Revise and review the Strategic Plan (November 2011).
Present the Strategic Plan to MTA Board (January 2012).
Begin developing initiatives and actions (January 2012).
Coordinate the Capital and Operating Budget with the Strategic Plan (April 2012).
Each Division develops plans to implement the Strategic Plan (June 2012)