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9 c h a p t e r 1 1.1 Research Objective This study describes and explains how transit agencies are making transformative changes in institutional and busi- ness models that equip them to handle forces that threaten the long-run efficiency, effectiveness, reliability, safety, and security of the nationâs public transportation systems. The phrase âinstitutional and business modelsâ is shorthand for a wide range of strategic issues that includes customer markets, operations and capital asset management, mission, long- range planning, functional areas of expertise, technical skill sets, business processes, funding mechanisms, performance measures, governance models, organizational structures, and collaborative practices. While institutional and business models in many transit organizations have changed over the past decade, the reasons for change and the way it is achieved are rarely documented in the literature. The research approach and conclusions of this study are based on 14 case studies of public transportation organizations that have implemented fundamental change. The case studies help explain what changes agencies are mak- ing, why, and how. This report highlights transferable lessons that can help guide transit agencies that are undertaking or considering similar efforts. 1.2 Report Organization Chapter 2: Defining Examples of Transformative Change identifies examples of transformative change relevant to this research effort and summarizes the focus of 14 case studies explored as part of the research. Chapter 3: Drivers of Change Faced by the Transit Indus- try describes the most significant forces spurring change within public transportation agencies. This chapter also provides a summary of drivers of change found in the case studies. Chapter 4: Themes for Successful Change Strategies pro- vides an overview of common, transferable lessons identified in the case studies. Chapter 5: Development of a Strategy for Fundamental Change defines eight actions transit agencies should consider as they embark on strategies to promote fundamental change. The appendix to this report provides an overview of the case study process and all 14 case studies undertaken for this research effort. Introduction
