Transforming Public Transportation Institutional and Business Models (2012) / Chapter Skim
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Pages 19-25
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From page 19... ...
19 c h a p t e r 4 Several themes for successful change can be seen from the case studies, across a selection of public transportation agencies that have made fundamental changes in business and institutional models. As a word of caution, every agency also has its own unique political environment, governance structure, institutional capacity, financial resources, perceived role in the regional transportation system, and core mission, and these will influence the transferability of the lessons outlined below.
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20 ments, collaboration with the state to guide multimodal capacity expansion projects, collaboration with human service agencies through capital support and cost-sharing arrangements, and collaboration with private providers and contractors in major project initiatives as well as in the use of resources and assets. 4.2 Successful Change Requires a Clear Vision In almost all of the case studies, the transit agency, the regional planning organization, the business community, elected officials, or other stakeholders first defined a vision or desired outcome that subsequently helped guide the direction of fundamental change (as described in Table 4.1)
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21 and the state watched as the elimination of some intercity bus services isolated a number of smaller communities from any form of public transportation service. The state's vision for intercity bus service across the state was possible only with a new model in which the state targeted resources to define a network of services rather than respond to disconnected individual grant requests.
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22 A Move Away from City Council Governance in Charlotte. In Charlotte, the transit agency previously existed as a unit within the city government with oversight by the City Council.
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23 ment and obtain the desired technology at a lower cost. After implementing the technologies, the C-U MTD restructured the organization to give technology the focus that it needed for the successful implementation of improvements.
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24 4.7 Change May Require Realignment of Agency Authority with Other Regional Agencies Several of the change efforts documented in the case studies involved a shift of responsibility and/or authority, often with an enhanced emphasis on multimodal transportation planning, project delivery, and finance. In Vancouver, San Francisco, and San Diego, transit and highway planning and development functions were merged.
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25 Had the state not changed its approach, many of the less profitable routes would have faced elimination, and parts of the state would have been completely cut off from bus service. Protecting Economic Competitiveness in Charlotte.
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