Conference Proceedings 26 - Transportation Research Board

182 PERFORMANCE MEASURES TO IMPROVE TRANSPORTATION SYSTEMS AND AGENCY OPERATIONStegic and operational goals and objectives are reviewedon a regular basis.MARTA’s performance review process identifiesfactors that influence the attainment of our missionqualitypublic transportation (demonstrated by increasingtrends in ridership) as safe (trends in internaland external safety-related issues), and effective (financialefficiency and relative costs for service delivery).The premise that measurable trends in suchindicators will influence the results of mission accomplishmentis what drives the organizational improvementprocess at the action plan level.Selection of MeasuresMARTA considers many factors in determining its informationrequirements. Some information is requestedor required by external agencies, whereasother information is internal and essential for MARTAto determine its performance.Laws and regulations mandate some of this information.MARTA was created and is governed by theMetropolitan Atlanta Rapid Transit Authority Act, aGeorgia statute that imposes certain financial reportingrequirements. MARTA receives funding from thefederal government, which imposes other reportingrequirements to ensure that MARTA meets FTA, Departmentof Transportation, and Environmental ProtectionAgency guidelines. This information must beprovided to ensure continued funding and authorizationto operate. Other mandated information is requiredto meet equal opportunity and safety reportingrequirements.Information selection for internal measures isbased on how performance contributes to the successof MARTA’s five strategic goals:• Customer focus,• Transit advocacy,• Employee development,• Continued quality improvement, and• Business management.Customer Focus Focusing on the customer, MARTAuses a quality-of-service survey as a guide for trackingperformance. The survey is conducted annuallyby MARTA to determine satisfaction of its customerswith the system. The results of this survey are analyzedand disseminated throughout MARTA. Leadershipthen identifies performance measures at all levelsaligned with the factors found in the survey andmonitors them regularly to ensure that the organizationis improving performance in areas importantto customers.MARTA also responds daily to and tracks customercomplaints, recommendations, and suggestions.The customer service center uses the helpdeskexpert automated tool to process and maintain a centraldepository for this information, and it preparesa monthly report for management. This informationprovides an ongoing measure of satisfaction of ridersand is used to modify operations when warranted.Transit Advocacy Transit advocacy is the initiativethat brings the other four strategic goals into focus.Successful attention to our customers and employees,development of sound business practices, and continuousimprovement of our processes will help to ensurethat MARTA, as the centerpiece of transit inAtlanta, benefits as more and more people choosetransit as their preferred method of transportation.Employee Development Employee satisfaction andwell-being are important to MARTA’s leadership.MARTA conducted an organizationwide employeesurvey in 1995 and 1999 to determine satisfactionand, on the basis of the results, reorganized to makeitself more effective. MARTA also developed actionplans at all levels to focus on areas of employee concernand has just initiated a new survey to determinethe current state of employee satisfaction.Continuous Quality Improvement As MARTA continuesits expansion and conducts significant renovationson equipment and infrastructure, it monitorsthe progress of the various projects. Managers trackthe progress of contractors and employee projectgroups daily. A bimonthly report and briefing to executivemanagement covers the schedule and budgetstatus of major construction projects.Business Management Fiscal stability is importantto MARTA because although MARTA is a quasigovernmententity, it must by law receive 35 percent ofits operating budget from the fare box. In addition,50 percent of the sales tax revenues must be appliedto capital projects and cannot be used to subsidizethe operating costs. MARTA constantly monitors itsrevenue from our sales tax, passenger fares, federalgrants, advertising, and other sources, comparing itwith targets and estimates. Information is collectedand reported each month to senior management andthe board of directors.Integration of MeasuresMARTA’s performance measures do not exist in isolation.Strong relationships exist between the mea-