FY 2013 Operating and Capital Budget - Metro Transit
FY 2013 Operating and Capital Budget - Metro Transit
FY 2013 Operating and Capital Budget - Metro Transit
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Goals <strong>and</strong> Objectives Action Plan<br />
The following goals <strong>and</strong> objectives are consistent with the four primary organization level<br />
goals used to achieve <strong>Metro</strong>’s Strategic Plan. Progress in attaining these goals <strong>and</strong> objectives<br />
are measured through performance indicators. A list of performance indicators follows the<br />
Goals <strong>and</strong> Objectives Action Plan.<br />
Executive Services – Goals <strong>and</strong> Objectives Action Plan<br />
Goal: Deliver a high quality transit experience that is recognized by its customers,<br />
industry peers, <strong>and</strong> regional stakeholders for its excellence.<br />
Objective: Improve service quality <strong>and</strong> capacity for van, bus, <strong>and</strong> rail systems<br />
Strategy Action Steps Performance Measurements<br />
Economic Development<br />
BSDA Board <strong>and</strong> CEO<br />
confirm program goals <strong>and</strong><br />
continually update <strong>and</strong> refine<br />
BSDA's economic<br />
development direction<br />
Lead economic development<br />
component of <strong>Transit</strong> Oriented<br />
Development (TOD) <strong>and</strong> BRT<br />
planning <strong>and</strong> development<br />
• BSDA Board (possibly<br />
Strategic Planning<br />
Committee) providing<br />
oversight for economic<br />
development efforts<br />
• Economic Development<br />
staff interacting with<br />
BSDA/<strong>Metro</strong> engineering,<br />
planning, transit, grants,<br />
business enterprise,<br />
legislative, finance,<br />
marketing <strong>and</strong><br />
communication on projects<br />
• Economic Development<br />
staff interacting with local<br />
<strong>and</strong> national economic<br />
development groups for<br />
information <strong>and</strong> best<br />
practices<br />
• Interface with <strong>Metro</strong><br />
planning staff regarding<br />
TOD<br />
• Interface with community<br />
partners on TOD planning/<br />
finance/ development<br />
• Interface with property<br />
owners <strong>and</strong> planning staff<br />
on BRT<br />
• Thoughtful, short <strong>and</strong> long-term<br />
economic development<br />
projects/programs for the<br />
regional community (on-going)<br />
• Increased perception in the<br />
region as <strong>Metro</strong> being a key part<br />
of the community fabric (ongoing)<br />
• Improved community <strong>and</strong> private<br />
partnerships for BSDA <strong>and</strong><br />
<strong>Metro</strong> projects (on-going)<br />
• Bi-State Property Holding,<br />
Strategic Analysis<br />
• Ongoing TOD, improving<br />
quality of <strong>Metro</strong> station<br />
experience<br />
• Work on all 37 stations for<br />
potential TOD improvements<br />
• Initiate economic development<br />
related to BRT<br />
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