FY2017 PROPOSED BUDGET

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Washington Metropolitan Area Transit Authority Proposed FY2017 Budget Chapter 3 in decision making throughout the Authority. CSCM carries out its responsibilities through the following offices: • Customer Service (CSVC) • Customer Care (CARE) Media Relations (MREL) • External Relations (EREL) • Employee Communications (EMPL) • Marketing and Advertising (MKTG) • Customer Research (RESR) FY2017 Business Plan The Department of Customer Service, Communications and Marketing (CSCM) has multiple new initiatives underway that will help Metro attract and retain riders, improve passenger communications, expand two-way dialogue with customers, enhance customer care, better engage employees, and increase revenues from advertising. The initiatives include: New To FY2017 • Attract and Retain Riders: • Customer Research will inform the Authority specifically what changes are needed to retain and win riders back who may have switched modes. • Better Bus Marketing Campaign – as Metro works with jurisdictions on traffic signal prioritization to make buses 20% faster, Marketing will launch a campaign to promote improvements • New Pass Products – work to develop and market new pass programs to universities and commuters. • SmartBenefits Account Growth – in the coming fiscal year, targeting an additional 350 new employer accounts • Improve Passenger Communications: • Embed communicators in the Rail Operations Control Center to develop technology and business process improvements that will deliver more real-time information to customers using digital channels • Following launch of improved website, developing a new mobile app that allows service information to be delivered passively to cell phones using GPS technology • Launch Metro TV program via YouTube and local public TV stations • Expand Two-Way Dialogue: • Modernize Customer Contact Center with new customer relationship software, realtime social media engagement, and simplified customer complaint handling • Create small staff of customer advocates to provide mobile, in station/transit center presence and high touch customer support • Implement FTA-mandated Public Participation Plan to ensure inclusive strategies around feedback for planned projects • Grow Amplify—the online Customer Community—to expand voice of customer in decision making • Engage the Riders Advisory Council in broader customer feedback to increase effectiveness III-82
Washington Metropolitan Area Transit Authority Proposed FY2017 Budget Chapter 3 • Engage Employees: • Provide station managers with asset tool that supplies real-time information about repair status for fare vendors, elevators and escalators, and other station equipment. • Continue new customer care programs that define customer service for Metro’s workforce, institutionalize it through job descriptions and performance evaluations, enhance training, and celebrate success through employee recognition programs • Expand Local Customer Care Committee pilot from two to four divisions in 2015, to include all rail and bus divisions by the end of calendar year 2017 • Increase Advertising Revenue: • Add $2.0 million or more to the $20.0 million annual revenue goal through expansion of digital advertising and other categories. FY2016 Highlights and Major Accomplishments • Issued 17 alerts, aid MTPD in apprehension of crime suspects (MREL). • Improved neutral or balanced tone in media coverage by 20 percentage points (MREL). • Increased social media followers by 10 percent across all channels (MREL). • Contributed to rider injury reduction in target stations with 10 prevention events (EREL). • Seamlessly implemented Public Participation Plan (PPP) throughout Metro; significantly increased internal and external stakeholder engagement around service (EREL). • Delivered extensive communications support services to Interim GM and ELT (CSCM). • Launched 7000 series rail car with positive feedback from customers and stakeholders (CSCM). • Produced award-winning marketing campaigns Metroway and Silver Line (MKTG). • Increased SmartBenefits enrollment, adding 65 new companies (MKTG). • Launched 4 local customer care committees, held over 20 town hall style meetings, introduced new weekly Hot Sheets for frontline employees (CSCM). • Developed new business tool for station managers to monitor repairs; launched customer service employee recognition program (CSCM). • Executed internal department customer studies around MTPD injuries, COUN Performance; DDOT Peapod; Smartbenefits service quality; other studies utilized for decision making (RESR). • Conducted studies, surveys, and focus groups to support customer care initiative, employee engagement improvement goals, fare pilot, and rail travel (RESR). III-83
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S A F E T Y, S E R V I C E A N D F
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For Metrorail, we will continue our
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Jim Corcoran was appointed as a Pri
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Table of Contents Chapter I. Introd
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Washington Metropolitan Area Transi
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Proposed FY2017 Budget Appendix A S
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FY2017 PROPOSED BUDGET

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