1 / 29

Benchmarking Public Transport Strategic Planning

Participants Ruter AS, Oslo HKL, Helsinki Movia, Copenhagen SL, Stockholm. Objective We want to make strategic planning more efficient by learning from each other. Benchmarking Public Transport Strategic Planning. Strategy

barclay-kim
Download Presentation

Benchmarking Public Transport Strategic Planning

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Participants Ruter AS, Oslo HKL, Helsinki Movia, Copenhagen SL, Stockholm Objective We want to make strategic planning more efficient by learning from each other BenchmarkingPublic Transport Strategic Planning Strategy We focus on the strategic plan as well as on the planning process Welcome to join us! BEST on Strategic Planning September 2008

  2. MoviaBusiness Plan 2008-2010 Planning horizon: 2010 The first plan for Movia Helsinki Transport Strategy: Vision and Strategic actions Planning horizon: 2012 Presented 2002, updated 2005 Ruter K 2009 Planning horizon: 2025 Goals and strategies: 2015 The first plan for Ruter, to be updated next year SL Strategic platform 2008 Planning horizon: 5 years, annually updated Existing plans in the Nordic capitals BEST on Strategic Planning September 2008

  3. Introduction: Who owns the problem? Organisation of PT in Copenhagen Movia: plan and purchase by tendering bus, local trains and ferry operations. Movia was established 2007 DSB: plan and operate commuter and other trains Metro: plan and operate the metro No common strategic plan, but “Byens Net”, fare system and information Organisation of PT in Helsinki HKL: plan and purchase by tendering bus operations in the city + plan and operate metro and tram YTV: plan and purchase by tendering bus and local trains operations in the metropolitan area The two PTAs to be amalgamated 2010 BEST on Strategic Planning September 2008

  4. Basic question:Who owns the problem? Organisation of PT in Oslo Ruter: plan and purchase by tendering bus and ferry operations in the Oslo-Akershus region + plan and operate metro and tram. Ruter was established 2008. Organisation of PT in Stockholm SL: plan and purchase by tendering bus, metro, commuter train, local train and tram operations. SL was established 1967 BEST on Strategic Planning September 2008

  5. Basic question:Why a “Strategic Plan”? • To know where we are standing – and where we are going • To secure best possible public transport, a high share of the market and an efficient use of resources • To demonstrate our priorities and point out what we think is important • To explain the framework of our business • To consolidate short term actions with long term goals • To inform partners and stake holders where we are heading Source: K2009, Oslo BEST on Strategic Planning September 2008

  6. Basic question:What constitutes successful strategic planning? • Strong focus on customer needs, demands and expectations • Ambitious - but not unrealistic • System approach + relevant information + analytic skills • A planning process that secures internal commitment and involves partners and stake holders BEST on Strategic Planning September 2008

  7. Status Strategic goals Business concept, vision, values, success areas National and local frameworks Market development Public transport and the private car Perspectives for PT 2025: environment and traffic supply Alternatives: Trend and Change Strategy and objectives 2015 Action Plan 2009-2012 Economy Plan 2009-2012 Mission Organisation Vision 2012 and strategic actions Contents of the plan:Oslo Helsinki BEST on Strategic Planning September 2008

  8. Analyses Mission Vision Strategic choices – overall strategic objectives Strategies and tactical objectives Objectives and activity plans for departments Objectives and activity plans for employees Business concept (mission) Core values of the brand Common values Vision Management by objectives Management model Main goal areas Contents of the plan:Copenhagen Stockholm BEST on Strategic Planning September 2008

  9. Ruter:Vision and values ”I prefer travelling with Ruter” 400 million trips with Ruter in 2025 after an 70% increase. Every third trip in the region is conducted with PT (now every 4th). 53% PT market share • Reliable • Open • Brave • Eco-friendly • Conscious of the environment • Creative and modern • Takes customers seriously BEST on Strategic Planning September 2008

  10. Ruter:“Areas of success” – focus areas • Customers • Society • Economy • Personnel • Operators BEST on Strategic Planning September 2008

  11. Ruter:Strategy and objectives 2015 • Customers and market share • Environment and safety • Quality • Fares • Roles of different PT modes • Interchanges and Park´n Ride • Accessibility for buses • Purchasing strategy, organisation and economy BEST on Strategic Planning September 2008

  12. HKL:Mission Helsinki City Transport enables equal mobility for all and creates the preconditions for a well-functioning and vital city BEST on Strategic Planning September 2008

  13. Customer Vision Public Transport quality is better than the users expect Producer Vision HCT is the leading producer of PT in the region Personnel Vision HCT offers meaningful jobs Authority Vision HCT creates preconditions for a successful public transport Transport Vision A well-functioning system of competitive public transport Sustainable Development Vision The main part of PT is operated with electricity or gas Economic Vision Costs are covered by fares, taxes and congestion charges HKL:Vision 2012 – with seven dimensions BEST on Strategic Planning September 2008

  14. Authority vision Core issue: financing investments and increased traffic supply The role and responsibility of the PTA is emphasised Power from City Council transferred to HCT Regional cooperation based on partnership between the two Authorities Customer vision Core issue: improvement of image and customer services Quality development Development of incentives for competitive tendering to support quality High class real time information to passengers Renewal of the ticketing system HKL:Visions  Strategic Choices(Examples) BEST on Strategic Planning September 2008

  15. Movia:Mission Movia establishes a coherent public transportation system and increases the mobility in the Eastern part of Denmark in an environmental friendly way BEST on Strategic Planning September 2008

  16. Movia:Challenges • Market share of public transport is decreasing • Heavy traffic is increasing • Competition on funds with other public welfare services • Focus on the environment – local and global • Customer focus on reliability, travel time and safety • Compex interaction between authorities (Movia, Metro, DSB), the municipalities and regions • Operating costs under pressure due to economical conditions • The funding agreement for Movia is still under discussion BEST on Strategic Planning September 2008

  17. Movia:Overall Strategic Objectives • “10 more in 10” • 10 million more passengers 2010 • “Flextrafik everywhere” BEST on Strategic Planning September 2008

  18. More loyal customers Strategic objectives: priority to the bus, travel card to all, relevant information, communication of advantages, build relations, safety and security, personal solutions, self-service Involvement in Municipalities & Regions Strategic objectives: High satisfaction rate for consulting and purchasing, decrease pollution Changed way of handling tasks between Movia and operators Strategic objectives: incentives to strengthen customer focus, competitive market, competence boost, reporting instead of control The connected transport system Strategic objectives: focus on the total journey, improved information, comfortable interchanges, simple fares system, travel guarantee Growth in Flextrafik Strategic objectives: integration of service levels and IT-systems, increased number of trips, professional service by research and training The efficient and innovative Movia Strategic objective: ideas of improvement handled in a systematic way, development of organisation and products, business orientation, Traffic Plan for Movia The competent employees Strategic objectives: Job satisfaction and employee loyalty, education and training Movia:“Focus Areas” + strategic objectives BEST on Strategic Planning September 2008

  19. SL:Business Concept We offer all in the County of Stockholm a well designed, attractive and accessible public transport on rail and road. We meet customer needs for mobility with simple and reliable public transport worth its price. Our business contributes to a sustainable long term development of the region BEST on Strategic Planning September 2008

  20. SL:Model for Efficient Management • Business Concept and Vision • Our task and what we want to achieve • Perspectives • Our main stake-holders and common way of working • Comprehensive objectives • Comprehensive ambition for each perspective, emanating from business concept and vision • Goal areas • What we must be good at to reach comprehensive goals • Action Plan • Activities to reach the objectives – the contribution of the whole organisation BEST on Strategic Planning September 2008

  21. Core values of the brand Simplicity Reliability Comprehensive view Common values Cooperation Responsibility Trust Commitment SL:Management by values BEST on Strategic Planning September 2008

  22. Main stake-holders Customers Operators Personnel Owner Society Management by objectives For each perspective: Comprehensive objectives Steering measures and figures Goal areas Steering measures and figures SL:Perspectives: the main stake-holders BEST on Strategic Planning September 2008

  23. Suppliers Comprehensive objective “Businesslike behaviour in our relations to suppliers, and a close cooperation with partners with crucial impact on quality of customer supply” Steering measure Share of not delayed customers Goal areas Quality secured processes of tendering and following-up of contracts Safety Punctuality Reliable and accessible traffic information Attractive and secure customer environment Working environment in the traffic system Customers: Comprehensive objectives “More and more satisfied customers” Steering measures: Satisfied customers Dissatisfied customers Loyal customers Goal areas Customer oriented traffic supply Safety Punctuality Reliable and accessible traffic information Attractive and secure customer environments Active marketing and sales SL Perspectives: comprehensive objectives and goal areas:Examples: “Customers” and “Suppliers” BEST on Strategic Planning September 2008

  24. How do we create the plan?The Strategic Planning Process Mission, Vision, Values Strategies, action- plans Objectives Evaluation Analyses market, frameworks challenges Implementation SP Resources Internal and external communication BEST on Strategic Planning September 2008

  25. Government Regional officials Communities Owners Employees Operators Customers Other organisations Nature of involvement? Frequency? Impact? Stake-holder involvement in the process BEST on Strategic Planning September 2008

  26. Implementation of the strategic plan? • Ruter • K 2009 includes short term action plan + economic plan • Movia • Each focus area includes strategies and operative goals, broken down to departments (2008) and employees (2009) • HKL • Each vision includes strategic choices on rather detailed level, but no goals • SL • Each perspective includes comprehensive objectives, goal areas, steering measures and key figures BEST on Strategic Planning September 2008

  27. Resources Internal resources/time External costs Benefits To know where we are standing – and where we are going To secure best possible public transport, a high share of the market and an efficient use of resources To demonstrate our priorities and point out what we think is important To explain the framework of our business To consolidate short term actions with long term goals To inform partners and stake holders where we are heading Evaluation and improvement of the planning process? BEST on Strategic Planning September 2008

  28. Impact of strategic planning vs resources spent? BEST on Strategic Planning September 2008

  29. Relevant analyses Understanding mega trends Efficient use of information from surveys, customer complaints etc Identification of future needs, demands and expectations SWOT analyses Funding/financing Other issue? How to define comprehensive and long term goals 6 How to develop strategies and action plans The stakeholder issue How to create knowledge, understanding and commitment among internal and external stake-holders To handle the balance between “service logic” and “political logic” - PTA as a tool for the politicians and/or as a organisation of PT professionals with integrity? How to successfully implement a strategic plan 10 How to evaluate and improve the strategic planning process On which issues should BEST conduct a workshop 2009?Ranking of strategic issues BEST on Strategic Planning September 2008

More Related