Strategic Planning and Management in Transit Agencies (2005) / Chapter Skim
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Pages 4-11
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There is increased recognition that strategic planning is not enough by itself and that too many good strategic plans have been left to gather dust. Effective leadership is required to both develop and implement strategic plans.
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. • Strategic plans as tools to communicate and control -- Plans can be an important way of communicating the organization's intentions both internally (helping to ensure that everyone in the organization is pulling in the same direction)
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. To remedy this, they developed the balanced scorecard idea, an approach that provides a framework for helping an organization achieve its long-term strategic goals by viewing the organization from four key perspectives: (1)
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It found that there were a number of obstacles to conducting strategic planning in agencies, and that these obstacles differed according to the size of the agency. For example, inadequate staff resources was regarded as a significant obstacle by small agencies, but much less so by large ones.
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(The case studies were Alameda–Contra Costa Transit, NJ Transit, Port Authority of Allegheny County Transit, Seattle Metro, and the Utah Transit Authority.) In addition, the report discusses the following key differences between planning in the public and private sectors (9, pp.
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An environmental scan generally involves an analysis or assessment of both the external and internal issues that are likely to affect an organization. It is sometimes referred to as a "situation audit." It concluded that in the various transportation agencies studied, a "strategic management process and its benefits are present and understood in less than a dozen state departments of transportation" and that "many of the remainder -- plus many transit, airport, port authorities, and other publicly funded transportation agencies -- seem to have insufficient interest in, or understanding of, strategic management" (10, p.
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They argue that strategic management can be one of the tools in the larger strategy of OD. More specifically they describe a concept of "strategic agenda management." Strategic agenda management basically involves the "collective management of a strategic agenda, which changes as an organization's problems and opportunities change." The authors state that "effective strategic agenda management requires intensive, continuous, and collective involvement of senior management," and that a strategic agenda must be highly selective if it is not to overtax the organization's ability to manage strategic issues (16, p.
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11 service quality. It tracks efficiency and quality from the customer's viewpoint.
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