Strategic Planning and Management in Transit Agencies (2005) / Chapter Skim
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Pages 20-30
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From page 20... ...
The regional transit agency for the New York City region, the MTA, then prescribes certain overall goals and performance indicators to be used by each of its subsidiary agencies. The subsidiary agencies (e.g., MTA/ NYC Transit)
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in terms of making it easier to get the board to agree to the annual goals and objectives, and in giving the entire agency a sense of direction. Plan Implementation The chief executive officer also believes that AATA has been "extremely effective" (a rating of 5)
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DALLAS AREA RAPID TRANSIT Agency Description DART is a regional transportation authority that was created in 1983 to serve the Dallas metropolitan area. It operates more than 700 buses and 95 light-rail vehicles, and serves an area of 700 square miles and 2.1 million people.
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It is then reviewed by management each January, at the beginning of the annual business planning process. Factors considered in the review include • An analysis of business results; • The results of employee, customer, and climate surveys; • External events (such as issues being considered by the state legislature)
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Currently, deadlines are set and individuals are designated with oversight responsibility to provide the required information within the time frame. LOS ANGELES COUNTY METROPOLITAN TRANSPORTATION AUTHORITY Agency Description LACMTA is one of the biggest transit systems in the country.
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The following seven organization-wide strategic goals were developed: 1. Create a "safety" conscious culture throughout the MTA and its customers and business partners.
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. Key benefits cited included: Employees -- First Point of Contact with Clients and Customers Communication and Reinforcement Teamwork and Accountability Teamwork Teamwork Responsibilities Goal Achievements Identification of Every Employee's Individual Roles & Responsibilities Responsible for Implementing Goals Performance-based Compensation Assessment of Individual Contributions and Attainment towards Supporting Agency Goals and Objectives Planning Oversight and Monitoring Communicate Agency-wide Vision, Mission & Values Cascade to Middle Management & Frontline Supervisors Integrate Strategic Goals and Objectives into Budget and Performance Management Process Produce an Integrated Strategic Plan for Agency Linkage to Performance-based Compensation Oversight & Monitoring -- Develop and Coordinate Action Plans to Support Goals & Objectives FIGURE 5 LACMTA leadership model (Source: MTA Strategic Performance Program, FY 2003–2007)
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MTA NEW YORK CITY TRANSIT Agency Description MTA/NYC Transit is one of several subsidiaries under the New York Metropolitan Transportation Authority (MTA)
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TRANSIT AUTHORITY OF RIVER CITY Agency Description TARC serves the greater Louisville, Kentucky region, which includes service in Jefferson and Bullitt counties in Kentucky and Clark and Floyd counties in Indiana. The population of the service area is estimated to be approximately one million.
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• A Performance Plan that details the current year's departmental performance objectives. • A customer service analysis, a comprehensive study that includes input from riders, the general public, TARC board and staff, etc., and designed to identify the most "cost-effective, operationally sound, and customerfriendly" system of transit services possible.
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From page 30... ...
Keys to Success and Lessons Learned The keys to success for TARC have been engagement and involvement -- the executive director's goal is to "get everyone's thumb on the blade." Another key was to make sure to "carve out time for strategic planning and then make it sacred," a sentiment that is often echoed by other organizations. The executive director also provided the following observations: 30 • Look at the future with and without monetary constraints -- "you have to be able to dream, but you also have to be real." • Keep checking and rechecking who is engaging and who is not engaging in the process.
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