President Kennedy once famously said “for of those to whom much is given, much is required.” Public transportation systems across the nation are precisely in that position.
While ridership levels are at record lows, revenues to public transit agencies are at record highs. With much being given, much should be expected in return. And, as this publication has suggested 100 times, this won’t come in the form of ridership. We believe that this expectation will be met, by utilizing these resources to bring measurable value.
The recently enacted record Infrastructure Investment and Jobs Act has given public transportation systems the once in a generation opportunity to demonstrate that elected officials were wise to have made the choices they did. We believe this is an opportunity to demonstrate that government can be done great.
And this happens by picking projects that actually improve performance. Rather than simply selecting projects, agencies should critically examine the desired performance outcomes that the organization seeks to deliver, and then select the capital investments most aligned with improved performance results. If the performance outcome is improved customer satisfaction, then investing in a multi-million dollar “Wi-Fi on buses” system, when your own customers rank that as the 17th most important factor in their satisfaction levels, is a perfect example of poor project prioritization. Conversely, if a performance outcome is community value, then building a new rail line that catalyzes new housing, retail and office space, and job creation is precisely a project that drives performance.
There are 3 key elements to selecting projects that will drive improved performance.
- Know What Performance Outcomes Are – having an understanding of what areas of your organization demonstrate successful management. Is it customer satisfaction? Community value? Financial sustainability? A clear, defined performance outcome will inform project selection.
- Prioritized Influencers – not all elements of an experience are created equally. Think of a restaurant – is it more important to have great food, great service or be a great setting? This allows the restaurant to know whether to invest in an amazing chef, hire and train wait staff differently, or build the coolest bar environment. The same is true in our organizations, understanding precisely the factors that will most influence the desired performance outcome – and then prioritizing them will greatly inform decision making.
- Cost versus Value – regardless of whether funding is at record levels, there is a finite amount of money. If you can deliver two mega projects, or 122 smaller projects, what is the impact on the desired performance outcomes? Taking this emotionless, fact-based approach to understanding that perhaps resources towards a broader based of initiatives that are actually more likely to drive improved performance may wind up a better investment decision.
Much has been provided to the transit industry and to the agencies that deliver the service. Much will be required to prove elected officials were right to have believed in us. Picking the right projects to provide improved, measurable performance will go a long way towards realizing that objective.
