MDTA strategic management plan

MDTA strategic management plan

Material Information

MDTA strategic management plan executive summary
Cover title:
Metro-Dade Transit Agency strategic management plan update 1995, executive summary
Volinski, Joel
Metropolitan Dade County Transit Agency
University of South Florida -- Center for Urban Transportation Research
Place of Publication:
University of South Florida, Center for Urban Transportation Research
Publication Date:
Physical Description:
1 online resource (20 p.) : ill. ;


Subjects / Keywords:
Local transit -- Planning -- Florida -- Miami-Dade County ( lcsh )
Local transit -- Management -- Florida -- Miami-Dade County ( lcsh )
Bus lines -- Planning -- Florida -- Miami-Dade County ( lcsh )
non-fiction ( marcgt )


General Note:
Prepared for the Metro-Dade Transit Agency.
General Note:
"December 1995."
Statement of Responsibility:
[principal author, Joel Volinski].

Record Information

Source Institution:
University of South Florida Library
Holding Location:
University of South Florida
Rights Management:
All applicable rights reserved by the source institution and holding location.
Resource Identifier:
029433892 ( ALEPH )
748839244 ( OCLC )
C01-00406 ( USFLDC DOI )
c1.406 ( USFLDC Handle )

Postcard Information



This item has the following downloads:

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MDTA strategic management plan
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[principal author, Joel Volinski].
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Metro-Dade Transit Agency :
strategic management plan update 1995, executive summary
[Tampa :
University of South Florida, Center for Urban Transportation Research,
1 online resource (20 p.) :
Prepared for the Metro-Dade Transit Agency.
"December 1995."
Description based on print version record.
2 610
Metropolitan Dade County Transit Agency.
Local transit
z Florida
Miami-Dade County
x Planning.
Local transit
Miami-Dade County
Bus lines
Miami-Dade County
Metropolitan Dade County Transit Agency.
University of South Florida.
Center for Urban Transportation Research.
i Print version:
Volinski, Joel.
t MDTA strategic management plan.
d [Tampa : University of South Florida, Center for Urban Transportation Research, 1995]
w (OCoLC)41226435
Center for Urban Transportation Research Publications [USF].


MOTA Strategic Management Plan Executive Summary December 1995


. \ ; \ I \ \ \ \ \ \ I \ \ I I \ I \ \ \ M E T R 0 D D 6 T I( \ '< S 1 T Melll>-D>

4 'I : I ' p )' 1!1 _,,.. lr _1_ ,'. "Unless d' we change the trectton we are we may end going, up where we are headed.


Scenario I The Optimistic case J ;r.l; '-_(!; {tElftif(l1' 'tr.:II'-Cl ,, ._rM Dade County experi en ces ro bust growth due to increa sed inte rnation al com merce spurred by the North American Free Trade Agreement (NAFTA) and the General Agreement on 'll:ade and Tariffs (GATT) as well as l ocal ly generated business devel op ment. Driven by gwwth man agement laws, most new devel op ment occur s near transit ser vices, with downtown Miami enjoyin g an upgrading and a bsorption of vacant office space A new World Trade Center generates more private investment. New jobs are creat ed as busin esses gro w and the a i r port and seaport expand. The improv ed oconomic eli mate helps address the root causes of poverty which, in con junction with othe r com munity initia tives, helps i' reduce }c crime and . .;. ....... _., ..;. the costs 1 ass ociated ", with p re .... .\ j ilf.. v.enting ";'f.' crrme. High speed rail connects south and cen tra l F l orida and along with m ore frequent service b y Tri Rail, publi c transp ortation travel opportunities and image are enhanced. These services s upp lement the new South Dixie Busway and Metro rail Pa lme tto extensi on whi c h were built on tim e an d un der budget with no operating glitches Tri Rail and the North Corridor project (in cluding portion s in Broward County ) make tran s it a more re gional issue, r es u l ting in the State Legislature's approval of a new regional source of revenue for transit in southeast Flori da. The redevel opment of the Home s tead A ir Force Base and transit ori ented developme nts in South Dade generate new ridership in the South Corridor. Both state and federal le gis l atio n and poli c i es continue t o be suppor t ive of intermoda l tra nspor tati on solu lions Th e Federal Thansporllltion Thust Fund is taken "off budget" and pro vides all the ca pital funds authorized by t h e Intermo dal Surface Transportation Efficiency Act (ISTEA) Congress passes a law requir ing all new federal mandates to be accom panied by federal funding. It al so re laxe s federal regu lati ons to reduce the c osts associated with gran t compli ance. Thansportation Managem ent Association s become active, as 5 doe s the Transit 202 0 Coali tion promo t ing the use of transit thfOughout the county. T he Dade County Expressway Authorit y ado pts polici es and es tablishes toll s that discour age auto use i n certain corri dors and gene rate revenues for transit operations. Joint devel opm ents occur at num erous station s an d transit centers, generating ridership and rev enue for MOTA whil e h e lping reduce vehicle miles traveled in the county. The local option gas tax remains in effect to serve as part of th e local capi t al ma tch for th e Progt am of Interrelat ed Projects (PIP). MDTA attends t o passen gers' concerns for saf ety, while main taining a consistent pro gram of bus rep lacements, bus stop am en ities and facilities main tenance. Employe es of MDTA are continually trained and provided with reliable equipm ent and vehicle s to pro vide qu ality service. Certain service s tha t can be performed l ess expensively and equally


a ... ; . "1-l -well b y p r iv ate co nt rac t ors are procured throu gh compe ti tive pro posa ls. w hil e MOTA crea t es more flexible and inexpe n sive methods of serv in g areas no t requiring 40 foot buses. New electronic tracking capabilities enhance MOTA"s a bility to m onito r all transit vehicles. resu lting in more reliable service. As a res ult of all the above fact ors ( m o r e wo rk trips. more t o ur is ts, more intermoda l t rips. l ess c rime, n e w services jo in t developm e nt growth manage ment policies impr ovfld per formance et c. ), rid e r s hip o n MOTA incresse s s t e a d i ly. Campaigns t ar get e d to attract new i mmi grants to use tran s it a lso h e l p to increase t r an sit ridership and enhanc e transit' s image to a growing compon ent o f Dade s population. /\ new dedicated source of lo c al fund s for transit is e st a bli s h ed. Thi s assures approval of th e coun ty s application for s t at e and f e deral capital funds for p r o j ec ts i n the PIP Far e i n creases are kep t to a minimum. Sufficien t funds are availab l e to promote transi t effective l y throug h out the community. Metro Dade continues to s upport the MOTA with jitney enforcement ordinances and transit-sensitive land develo p ment codes. A pro transit elect ed offi ci al assum e s the office o f may o r of Dade County and serves as a for ceful advoca t e of servic e i m p r ovement s and p r o tran sit p o lici es Mun ici p a liti es and major corporati ons within the cou n ty agree t o wo rk a s part n e r s wi t h MDTA t o p ro vide alternati ve form s o f publi c transportation that compl e m e nt ex i s t in g services.


Scenario II The Pessimistic Case T he M exican monetaty crisis affects most of Latin America and the hop ed-for ben efits of NAFTA and GA'IT remain larg ely unre alized I mmigrants with few skill s, little educa tion an d ca ta strophic health car e need s come t o Miami in greater num bers, putting treme nd ous strains o n p ublic s ervices. Th e budg ets of th e County, School B oard and Jackson Memorial Hospital are inadeq uate to sat isfy the trem end ous demands. With many more peopl e com peting for jobs, unemployment increases and communi ty ten s i on s rise. Drugs and crime become even more prev a lent. Riots occur once again, tearing at the community's so cial fab ri c and harming the image o f Dade County thro ugh out the world. Tourism declines. The County's tax base s ta gn ates as mor e people and busine sses leave Dade fo. r "saf er comm u ni ties to the north Projections for incr eased p asse ngers and r evenue at the airport prov e wildly opti mistic Airp ort funds that might hav e been used towar d an east-west rail corridor pro jectare need ed to cover deb t serv ice at th e a irport. P rivate inte rests fail to come forward with a viable pl an to ope rate a hig h spee d rail p roject in F lorida wi tho ut en ormous stat e subsi die s TriRail fails to secure suflicient funding to improve peak hour service The South Dixie Busway is o nly min ima ll y accessible due to in adequ ate parking opportu nities, and no special ram ps are provid ed to the M e trorail Palmetto e xtens ion par king stru cture Both pro jects fail t o gener ate expecte d ridership. creating new doubt abo ut tran sit investments and their effec tive nes s in south Florida. T h e E xpre ssway Au thority hea vil y l obbied by devel oper s and parti ally appointed by a Governo r uninterest e d in tran sit gives pri orit y to highway improvements. Tbe Florid a Departm ent o f Transportation (FDOT) succ umbs to per sist ent requests t o transfer dollars from i ts trust funds to other pre ssing sta te nee ds. A cons or vative F l orida L egislature has little int erest in public transit. The state trans it block grant p rogram is reduced accor ding Jy. The federal budget contill ues to re main unbal ance d due to a stal led economy and spi rali ng health c are costs Fede ral transit operating assis tance is elimina t ed by a con serv ativ e Congress an d admin istration and fundin g for capi tal project s re m ains f ar Jess than lSTBA auth orization levels TI:ansportation Management Associations fail to sustain the m selves after ini tial FDOT fundin g for t hes e organizati ons exp ires The Transit 2020 Coalition loses spirit and focus 7 as fun din g f or tr ans it at all le v els d ecreases. Join t d evelop me nt prov es to be a disap p ointment as the Dadeland N orth pro ject is never fully devel oped and other sites are used for no nrevenue gen eret ing purpos es D eve lopment is happ en ing in low de nsity fash io n in the southern and west em portions of the county whe re transit service is sparse and diffic u lt to provide. Th e downt own Miami area is no t enjo ying reinvestment. With an econ omy ch aracter ized by relatively low paying service jobs, support for a tax dedi ca ted for transit is very weak. The loca l o ption gas tax is subjected to a ref erendum and fails. Accordingly, the County's a ppli cat ion for feder al funds for th e PIP lose s c redi bility. A n ew sports arena is built attracting both the Florid a Panthers and the Miami Heat from the Mi ami Arena Ridership on M etromover and Metrorail decr eas e accord ingly. TI:ans it servi ce must b e re duced coun ty-wide and fares are increased providing an oppo r tun ity for larger, non-regulated jitneys to become a force in busy corridors. MDTA must spend a dispro portio nate amount of its bud get on security services (and l ess on bus and rail service) as crim e increa ses in the c ommu nity and sp reads t o the transit system. Funds for employee t rai nin g and preven t ive main te nance are al so reduced The County reduces its funding for tran si t as par t of a larg er tax cu tting effort t o try to st em the incorpora tion of more cities. This action causes Dade to be


8 ineligible for State Block Grant funding. resulting in a $15,000,000 annual Joss of s tat e transit operating assis lance for MDTA. Services are reduced by 15% throughout th e system. A new elec t ed exec utive who doos not c onsider transit a priority takes office as mayor of Dade County, and is not reluctant to appoint his/her own supporters to im por tant pos itions within MOTA. The transit flee t continues to age as federal formula funds are insufficient to cover all capital replacement needs The Congressional delegation lacks th e l everage necessa r y to secure discretiona r y grants Rail v e hicl es designed to last 30 years suffer premature sys tem failures due to deferred maintenan ce Serv ice reliabil i ty decreases, profess ionalism decreases, and mora l e s inks. A Category 5 hurricane strikes the central portio n of Dade County drastically reducing the tax base and damaging much of MOTA's structures, facilities and equipme nt. Scenario Summary It i s impossible to predict whi c h e l ements of these scenarios are more likely t o occur It is impor tant to r e al ize that any o f th em co uld occur. MOTA would lik e t o be an agency that enhances the successful development o f Dade County by providing reli able, safe and efficient transit services through a well trained workforce dedicated to cus tomer satisfactio n The agency must not focus on ly o n week to-we e k administrative requ ire ments if it is to accom plish that goal. W ithin the next five years, MOTA cou l d be on the way to becoming a wor ld class ---transit system or a third world transit system. It must "affect action by bringing abou t more desired s tat es than wou l d oth erwise occur." Many of the factor s in the previous scenario s arc beyo nd the control of MOTA (n atio nal economy, immigr a tion policy, na tural disasters, health care costs, etc.). However. there are many areas in which MOTA can help influence the future. either through its own s taff or through friends of transit The best way t o predict the future is to inv en t it. MOTA must identify the fact ors critical to its succe ss, and d eve l op a set of feasible obj ectives. A sit ua lion audit can help MOTA identify t h ose cri tical succe ss factors


Summary of MOTA's Situation Audit Thoro is an old riddle that asks, "How many sides does a circle have?". The correct answer is two: the outside and the inside. This riddle is particu larly appropriate for organiza tions that are undertaking a strategic planning process. These organizations are con cerned with two environments: (1) the external environ ment and (2) the internal environ ment. In general. the extern al environment is comprised of a ll the factors that affect an organi7.ation from without. T h e external environment is largely outside of the dil:ect control of an organization, but it influ ences the ability of t he organi zation to accomplish its mis sion The effectiveness of an organization is determined by its ability to adapt to, and help shape, the ever changing nature of the external environ ment. The intema.l environ ment is comprised of those proc esses and resources t hat are, for the most part under the control of the organization. When developing a strategic plan it is helpful for an organi zation to conduct a situation a u dit t o analyze and identify external trends forces and issues that will have an impac t on its goal s and operations. Again, the purpose is to b etter anticipate what might happen in the next fow years This a.llows the organization to strategically position itsell to make the most of upcoming opportunities and counter dis tinct threats. This situation audit also requires an honest self assessment to determine an agency's strengths and weaknesses. Organizations can change internal priorities. resources or processes to a llow th e m to respond positive l y to t h e ever changing opportuni ties and threats presen t ed by the externa.l environment. 9 Strategic Plan Process and Results of Situation Audit Throughou t the latter hall of 1994 and the first q u arter of 1995, MOTA e ngaged in the process o f identifying its strengths and weaknesses. It also reviewed the major trends and issues affecting public transportation. Representatives of all functions ofMDTA took part in numer ous focus group me e tings facilitated by the Center for Urban Thansportation Research (CUTR). The insigh t s gained through these meetings were suppl emented by further research cond u cted by CUTR of p lans, r eports and other sources of info r mation repo rt ing on Dade County's develop ment, economy and popula tion. In addition, CUTR con ducted a historical scan of MDTA performance from 1991 to 1994 (see "Appendix A : Eva.luation of Performance Against 1991 SMP Objectives"). It a.lso reviewed reports that specifically researched the opinions of MOTA's employees and its pre sent and po tentia.! customers "Appendix B: MOTA Strategic Manag e m ent Plan Update: A Situation Audit" provides a c omp l e t e description o f the p r ocess as well as the full text of the results of that research. The rasults of this process are presented in summary form in the figure on the following pages.


' _,. Insufficient Marketing--_ Lengthy Hiring Process .. Insufficient Communication RelationshiP/ Selective Supervisory Deficiencies(.. Inefficiencies of Labor ; Bus On-Time Performance Signage and Information Rel

J.oint Capabilities Cars for. Expansion .. '1 ..( '1:' . ... ;<, ,, . ,, !i "-' ..


12 ...,._ :.:!. ; "t( . l '"" ,.,._ .. ,. """'" . . .. .. ... I' ' t I > l l I I l


1. Funding 13 The scenarios developed thr ough the visioning process in the b eginning of the report help to demonstrate the com po si te effects of MDT A's strengths. weaknesses, opportunities and threats. MDTA mus t make sense of this complex set of c i rcumstances in a way that is easily unde rstood by all employees who bring t heir indispensab l e energy to the agency each day. There must be a mu tual understanding of the factors t hat determine MDTA's success There are over a thousan d activities t hat need to be prope r ly tended to in the course of a year, and they are al l important. However, there are certain fact ors that are funda mentally critical to MDTA over the next three years if it is to accomplish its mission. They are: To secure sufficient funding to main tain existing services in an extremely difficult fiscal environ ment through creativity, hurd choices and tl1e eli minatlon o f outdated practic es while pursuing new sow:ces o f funds for future growtl1. 2. Support To gain support for the promotion and funding of transit, and the adoption of complementary public policies. 3. Customer-Oriented Perfonnance Th achieve and maintain service standards that challenge our empl oyees and result in a high love! of customer satisfaction, i ncreased ridership and public support. 4. Human Resources To attra<.t, develop and maintain a dedica t ed and skilled workforce by providing a fair and c hal lenging work environmen t that recognizes teamwork and added value. and results in s uperior performance. 5. Communications/Informa tion To maximize performance and commitment through extensive internal information sharing. 6. Facilities/Equipment To procure and mai ntain the equipment and facilities required for MDTA employees to provid e the highest customer satisfaction possible within tight budget constraints. All of these critica l success factors rel ate to each other in a circular and interdepend ent fashion. Clearly, MDTA, as any other agency, needs to secure funding in order to accomplish its mission. The next two years will require numerous changes in the agency to operate within hig hl y res trictive fiscal constra ints. It will not secure additiona! funding if it does not have support from within and without. It is not deserving o f nor will it receive, suppo rt if it does not perform its services in a manner that satisfies cus tomers. It cannot perform well if it does not have w ell trained, committed employees (human resour ces). It will not have committed employees if the agency does not commun icate with them and keep personnel well informed and involved in agency improvements. Finally, MDTA employees must hav e the facilities and equi pment necessary to provide sat isfacto ry transit services.


14 Critical Success Factor #1: Funding II is critical for MOTA to continue to emphasize : joint development, stric t standards for Amer i cans with D i sabilities Act (ADA) elig i b i lity, the main stream i ng o f the d i sabled from Specialized Transportat i on Services (STS) to fixed route services, rewarding employ ees who identify new ways to reduce expenses or generate new revenues. utilizing state grants and credits and imple menting strategies to reduce fare evasion. The following actio n s m us t also be take n t o enha nce funding : 1. Produce more system example, transmater i als in mult i ple i a n portation man guages to attract g r ow ing agement associamarkets to generate more lions, cities. farebox revenue. deve l opment 2. Target (narrowcast) maraut h or i ties, Chamber s of keting efforts to t h e popu Commerce, colleges, l ation segments most employers. etc ) to lever likely to generate maxi age limited resources mum ridership. red uce costs and max i -3. I ns t all co l orful e l ectro n ic mize market pene t rat i on. message boards i n transit 7. Identify and implement facilities and vehicles, opportunities for compel-and expand the program itive purch ase of mul tiple of "illustrated buses" to services within the generate new reve n ues. framework of exis t ing 4 Work with the labor labor agreements. uni ons and emp l oyee 8 Continue promot i ng fedtask forc e s to identify and era! financial support for reduce the expenses formu l a funding and ear caused by inefficiencies marking o f bus and rail in the agency's p r esent transit projects. methods and work rules. 9 Support the development 5. De,elop a package of of a dedica ted regional adjustments to fares source of funding for improved access to new trans i t. fare media (including a 10. Continue promoting commuter check program) and incentives for greater state financial parcusto m e r s to use transit. t i cipat i on in local and 6. Partne r with other p u b l ic regio n al tra n sit programs and private agencies (for


Critical Success Factor # 2: Support M DTA must continue to assist the Transit 2020 Coalition, maintain a close association with airport/seaport expansion p lans, provide superior construction management, provide service to special events (on a break-even basis), maintai n an excellent Disadvantaged Business Enterprise (DBE) and Affirmative Action record and coord i nate all corridor development efforts in str i ct accordance with the Metro-Dade Transportation Plan to the year 2015. In add ition the following actions are crit ical: 1. Engage i n more in t ernal 4. Maintain close communications to review of plans deal enhance MDTA employee i ng with public poli support for agency initia cies that signi f i cant! y tives, and celebrate affect transit (parking, agency successes. growth management 2. Aggressively promote road pricing, congas new services, pos itive lion management, etc.). programs (such as bikes 5. Work with public and on buses and the Safe private groups who can S tr eets program), security help promote transit in measures and improved any number of ways (for performance through reg example, pass-sale out ular meetings with the lets, adopt-a-stop, ads on media scheduled around schedules, municipalities major miles t ones as partners for alterna tive achieved by MDTA services, un i vers ities as throughout the year. sources of interns, cost sharing with companies 3. Provide materials clearly for remote service, etc.). expla i ning the signifi cance o f transit i n Dade 6. Find common ground County. Stress transit's (shared in t erests) with linkages with less congasrepresentatives of the tion, economic opportu l abor unions and strive to nity, mobility, etc. Transit increase trus t and team trips are means to an e nd, work. not ends themselves. 15 7. Re-emphasiz e customer relations as a priority concern an d institute a customer service award program for MDTA. 8. Review proposals for h ighways and communi ty development to encourage transit-friendly design. 9. Provide information and assistance t o the Dade County Expressway A ut hori ty.


18 Critical Succes s Factor # 3 : Customer-Oriented Performance M DTA m u s t es t ab lish t h e followi n g perfor m ance sta n da r ds, wit h F Y 199 4 as the base year. that can be measured a n d seen by customers and ea sily remembered and under stood by e m ploy ees: ------------_,, . i m ely eliable ccessible ICe ate nexp e n stve rips Ti mely Ac h ieve and m aintain at l east : 80% schedu l e adhe renc e for bus 97% schedule adherence for r ail 75% sch edule adhe renc e for paratransi t R eliabl e Comp l ete 98% o f schedu led preventive main t e n a n c e in spections on sch edule No m ore t h a n one bus r oad call every 4,00 0 miles Assure that stat i ons escala t ors a n d eleva t o r s oper a te at l east 95% of tim e Accessible / 0 Comply w ith ADA r equire m ents by January 30, 1997 S t ock 30 new far e me d i a o utl e t s by January 1, 1 997 Answer at least 80% of Customer I nformatio n Uni t calls wit hin 75 seconds Nic e Reduce transit comp l ai nts b y 20% by January 1, 1997 Respond to 85% o f com plaints within 15 days Assure that revenue ve h icl e air condi tio n ing operates 100% o f all ser vice hour s Ac h ieve 95% s a t i sfaction w ith faci lity and v e h i cle clean li ness and a gen c y per sonne l by Janu ary 1 1 997 I nstall 100 additiona l bus shelters by January 1. 1998 Comp l ete 30% of customer s e rvi c e tra in i ng b y J anua ry 1, 199 7 Sate R educe preventable veh i cle accidents b y 5% by Januar y 1, 1 997 Decrease i n dus t rial acci dents by 10% b y Janu ary 1. 1997 I n s t all comple te l y ope r a t i ve Automated V e h icl e L ocating S ys t em hy March 1, 1996 Increase r i der percep t i on of persona l sec urity b y 10% by janu ary l 1 997 I nexpensive Ac hi eve 38% system-ge n er a t ed reven u e Mai n t a in 1994 cost p e r tr i p through 1997 Keep cos t per ho ur n o mo re t han inflation Identify 10 feasible w a ys t o reduce costs by May 1 1 996 Identify 5 feas ibl e way s to generate new revenue s by May 1. 1996 T rips I ncrease ridersh i p b y no less t han popul ation percentage increase


Critical Success Factor # 4: Human Resources M DTA must continue to look for ways to shorten the hiring process, appeal two-tier hiring requirements when appropriate, reemphasize the training of supervisors on ad ministrat io n of labor agreements increase educational requirements where possibl e to minimize future skills gaps and par ticipate in the nationa l program designed to improve the bus operator survey and selection process (BOSS). In addition the follo w ing act i ons are particularly important: I ....;;. _____________ '\:> 1. Avoid critical personnel 5. Emphasize for-shortages that affect direct mal and con service delivery, partic u tinual i n f ormal l arly in bus mainte n a nce. recogniti o n o f 2. Establish caree r lad d er employee paths and trai n in g pro-accomplish-m ents g rams for 75% of MOTA enhanced by more "manpersonnel by September agement by wandering 30, 1996. around." 3. Summarize training 6. Continue to review opportunities available to staffing levels for vehicle MOTA employees in a and faciliti es main te-brochure and distribute to all employees by May 1, nance. 1996. 7. Provide trai ning on how 4. Establish peer evaluation t o more effectively utilize process for managers tha t computer information manage men t systems on a judges th e ir teamwork, continuo us basis. communications, and responses to complaints 8. Create cross-functional and suggestions. task forces that analyze, 9. 17 . . . . . solve and minimize com-p la ints, and improve agency processes (for example communication compl aint processing, market analyses, labor r e lat ions, partnership for-ma tio n, team bu ilding, absenteeism, e t c ) Impleme nt bus maintenence job targets for bus, rail and mover.


18 Critical Success Factor # 5: Communications/Information Effect ive communica t ion is vital to an agency that wishes to maximize teamwork and mini mize divisive nes s Commu ni catio ns are particularly challenging in transit, where employees work in the field from remote facilities 24 hours a day. In an age when information is power, the workforce is further empowered when information is freely shared. The followi ng actions are necessary for MOTA t o improve communications and enhance information s h aring. 1. Establish a formal and contin u ous inter nal com mun ica tions process (including well-structured monthly and quarterly meeti ngs ) that h e lps ensure all employees a re aware of agency progress and directio n 2. E n sure the broad distrib u tion, and encourage the rev i ew, of reports regular ly produced by and for MOTA. including the major findings of research reports. 3. Install a fully functiona l Executive Information System by June 30, 1996 4. Hold monthly meetings o f representatives of market i ng, public information, service planning and scheduling, systems plan n ing and operations to review market info rma tion, determine what information should be sought in future tracking studies and adjus t ser vice according ly. 5. Representatives of Serv i ce Planning, Operat ion s, and Administration must oper ate from the same data base and agree on service hours, budget and perso n nel to ensure staying with in budget. 6. Deve l op a true strategic marketing plan based o n information developed in 114 above and other sources dealing with eco nomic and demographic information to gu i de fut ure service configura tion, TPDs marketing wor k p lans and capital needs. 7 I n ternally promote all the positive developments e {;. '., "' ... ,_ < ...... "'-':-> Jl> occurri n g with bus ser v i ces end equip m ent i n part i cular. 8. E ncour age senior manage men t staff to dev e lop rela t i ons h ips with their pee r s across the nat ion and the world (by phone a n d e l ec Iro nic mail) to broaden their perspectives, and require them to share gained knowledge with other s t aff. 9. Review all elements of the agency's image and identi ty, emphasize the fact that MOTA has 300.000 chances a day to make a good i mpression and stress a positive can-do attitude.


19 Critical Success Facto r # 6: Facilit ies/Equipment M DTA must compl ete installation of the Automated Vehicl e Locating System and continue to monitor corridor studies, comp l y with ADA requirements, stress bus stop amenities, maintain a strict bus replacement schedule, coordinate with FOOT on the design of between the Busway and Metrorail and upgrade the Centr al Control system The following actions are also essential: 1. Develop and budget pre -and ventive maintenance demand, schedules for all major starting equipment and facilities January for FY 1997. 1, 1996. 2. Complete an ob jective 6. Finish detennination of the the preventiv e mainteresources necessary to nance schedu ling system provide appropriate prefor specialized equipment ventive maintenance to located at bus and rail the rail fleet by April 30, main t enance facilities. 1996. 7. Install security cameras on 3. Replace data transmission as many revenue vehicles cable with fiber optics for as possible to improve Metrorail by January 1, personal security for oper 1997. ators and passengers, 4. Install a Graphic reduce fare evasion and mi n imize graffiti. Sc heduling S ystem with optimizat ion featur es that 8. Receive bids for the congenera te the l owest cost struction of the Herald possible run assi gnments Plaza Metromover Station by June 1, 1996. and proceed with con5. Develop and implement struction if the project is financ i elly feasible. plans to utilize smaller revenue service vehiclos in areas of lower density 9. Purchase necessary righ tof-way and complero the final design for the Metro rail Palme tto Extension by January 1, 1997. 1 0 Prepare joint development packages for at least three transit system si t es per year.


20 ... \ '11 ... 'f l 1 r1 Jr 1 1 "{ lf" I i11 J ... 1 I i,\ .., "' .. .. ..,. ., . ,_ -..... ..... -. "'i'""i' .. .. '''"' . "" ., . ... n nl: d l n I I d u t : t i n n o f l i i S mmn faclu r:--w i ll a n aloil i l \ lu '" i b u l'\ \ \ t ll i , j u s t a n et: : \ :-:ailol' c a t lrul tit din:d i u n (Jf 1 hut thl'<.Htgh pl ;lluti n ; fu l contr o l o f hi:--sail $Iii ma t h hi:-. fin.t l d Thi:-; Slrah::.:it: Plan i:-ds:-i;!lttd to i hul( :'-ILTr.-\ >ai b '' Nl for tlw IW.\1 tlll'l't' u f iht! l..t!\' ''' :-.t l ht tlt!Sirt In \\Uri.. ol:" t1w lx-H .. rnwnl ul on ...... Inti pl(t inlpucl, .. d to a monu llw \ 'ftri t U'\ d :IIIJTA II\ <'>la hli>hi 1u i ol'i1i ' t.: omnw n g oal s. I I '\. 'It i l ity :ilh t n n \" 1\ l ... I' l ror 1 ork o f r


Special thanks to the MOTA staff who participated in the strategic planning process. Pdncipal Author: Joel Volinski iCUTR Center for Urba n Transpo r tation Research Designed by Matia Be.rlin and Patricia Henderson, CUTR Photogmphy by: 1\rgelio Hemandez, MetroDade. Communications Department Bobbie Carmona-Crichton. MOTA, Marketing Department


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