Tactical Plan of APTA's Business Member Board of Governors
Approved October 2, 2003
Executive Summary
This tactical plan, prepared by the Business Member Board of Governors (BMBG),
serves two main goals:
Respond to the needs and goals of business members, in order to enhance
the benefits, involvement, and satisfaction they derive from APTA membership.
-
Make a significant contribution to business members' public sector partners,
to APTA as a whole and the coming revision of its strategic plan, and, ultimately,
to the strength and long-term future of public transportation in North America.
The plan is organized into three main sections, plus a detailed appendix.
Section I briefly describes the BMBG and its objectives; then it highlights
the key drivers and core values-partnership, performance, advocacy, and integrity-that
underpin the plan.
Section II - The Business Case for Public Transportation, comprises a major
part of the document. It builds on APTA's current role in and vision for advancing
public transportation in North America. It stresses how the partnership of
the business sector and transit agencies yields benefits in economic well-being,
mobility for all, congestion relief, and environmental prudence. The two central
messages of the plan are, first, that public sector transit providers vitally
need their business counterparts in order to be successful. Second, the core
motive that drives APTA's private sector members is the opportunity to make
a long-term difference in the strength of pubic transportation, the well-being
of communities, and the quality of life for all North Americans.
Section III - Tactics, presents the five tactics that will be carried out
over the next five years, in order to achieve the goals of this plan. Those
tactics are summarized in the table below.
The appendix contains additional details on the action steps under each tactic,
along with background information on how the tactics and actions were developed.
| |
Tactic |
Desired Outcome |
Timeframe* |
| 1 |
Communicate the Business Case for Public Transportation |
Greater understanding of businesses' role in fostering
a healthy public transportation industry and marketplace. Greater governmental
and public support for transit and more favorable conditions for businesses.
|
Short to Medium |
| 2 |
Foster Implementation of Procurement Reform |
Application of best procurement practices, with mutual
benefits and time and cost savings for agencies and businesses. Implementation
of APTA recommendations and use of incentives to follow best practices.
|
Short, Medium, and Long |
| 3 |
Open APTA Leadership Positions to Business Members |
Increased numbers of business members in major leadership
positions within APTA. |
Medium to Long |
| 4 |
Educate Businesses on the Value of APTA Membership |
Increased business member participation in APTA and satisfaction
with benefits gained from involvement |
Short |
| 5 |
Enhance Business Opportunities for APTA Business Members |
Target information for businesses on impending contract
opportunities. Foster greater private investment and public funding, based
on market forecasts that public transportation is a growth industry. |
Medium to Long |
*Timeframe: Short = 0 to 18 months; Medium = to 3 years; Long: to 5 years
or beyond
I. Introduction
This tactical plan, prepared by the Business Member Board of Governors (BMBG),
serves two main goals. The first is to respond to the needs and goals of business
members, in order to enhance the benefits, involvement, and satisfaction they
derive from APTA membership. Second, the plan is aimed at making a significant
contribution to business members' public sector partners, to APTA as a whole,
and, ultimately, to the strength and long-term future of public transportation
in North America.
APTA's coming update of its strategic plan presents a valuable opportunity
for all its members to look to the future of our industry and identify priority
issues and strategies that need our collective effort. This plan offers the
business case for public transportation as a central theme in that strategic
review.
Over half of APTA's 1,500 members are business members-private sector companies
that provide the goods and services used in the provision of public transportation
in the United States and Canada. These private sector members are highly diverse
and are located across the US and Canada. The membership includes companies
and individuals doing business in all sectors of the transportation industry.
Membership ranges from large multi-national firms that build bus and rail
vehicles or design and engineer mass transit systems, to single proprietors
who provide services to the industry.
Objectives of the BMBG
Represent the interests of all business members relating to the policies
and direction of APTA;
Develop greater business member participation in APTA;
Develop better communication between governmental bodies and APTA business
members; and
Provide APTA with continuing business member support in its efforts to
represent the public transportation industry.
Key Drivers of the Tactical Plan
-
Reauthorization is a top priority. Business support on Capitol Hill and
across the country is critical to building needed support for public transportation.
Expanding business opportunities is why the private sector is actively
engaged in APTA.
Business members have value to add in their relationships with transit
agencies and via their active participation in APTA.
Business members want to enhance their relationships with their customers
through productive networking opportunities.
Business members want to be full partners in APTA and a distinct part
of the association's governance.
Core Values Reflected in the Tactical Plan
Partnership-among business members and with our public sector counterparts;
-
Performance-the need to show positive results, whether in more cost effective
business relationships, return on investment, or increased public transportation
performance and ridership;
-
Advocacy-public transportation merits forceful, strategic, concerted advocacy
by all of its champions to support its role in our nation's infrastructure
and our collective well-being; and
Integrity-transparency and adherence to the highest professional and ethical
standards in business and APTA relationships.
II. The Business of Public Transportation
Introduction
Transportation is society's literal and figurative lifeline. For centuries,
trade and commerce and the societies that they support have flourished when
superior transportation serves them.
In the United States, the link between transportation and our nation's economic
well being is extraordinarily well documented, ranging from the mission trails
of the West to the early trading routes in the East, from the transcontinental
railroad to streetcars and railroads that shaped our urban form, and from
the interstate highway system to the great airports of our nation.
Public transportation has been a powerful force in shaping the nation that
we are, and the nation that we want to be. Integral to our way of life are
the choices that public transit make available to us, both in access to earning
power and in lifestyle decisions. These special opportunities enrich and empower
us and must be protected.
APTA's Vision
APTA is the nation's primary advocacy group for advancing the case that public
transportation can help realize our American dream. Mobility, opportunity,
prosperity, freedom and choice are centerpieces of APTA's vision and public
transportation's mission.
The Association is made up of public and private interests that share a special
passion for what transit can do for our country. Together, these public and
private organizations plan, design, finance, build, operate and maintain America's
essential public transportation infrastructure, moving more than 9 billion
people each year.
Within APTA, these public and private interests work together to advance
transit's cause, and focus on vital initiatives:
Federal legislation, enacted by our Congressional representatives;
Administrative decisions, made by executive branch leaders in fulfillment
of Congressional laws;
State and local funding and policies related to public transportation
and urban mobility;
-
Advocacy, as a collective "voice of the industry" before the
above governmental bodies, the media and other key stakeholder groups; and
-
Industry health, for only fiscally sound private-sector goods and service
providers will continue to be capable of offering world-class technology
and professional expertise.
APTA is already engaged in a variety of initiatives on all of these matters.
For example, the association has a well-developed set of policies and strategies
for reauthorization of federal surface transportation laws, including federal
support for public transportation. Further, APTA's public and private members
collaborate on a continuing basis with the administration on many issues,
including procurement policies, rules, and regulations. Finally, APTA's "voice
of the industry" advocacy will not only bear special fruit during the
2003 reauthorization effort but will also have longer-term effects, which
are the objectives of its PT2 program. This landmark undertaking is being
jointly financed by the public and private members of APTA and is designed
to significantly enhance the role of public transportation as an essential
asset to the nation's strength and future.
BMBG's Input to APTA's Strategic Plan Update
At its annual meeting in January, BMBG committed to developing short- and
longer-term ideas and tactics for consideration by APTA as it prepares to
update the Association's Strategic Plan. Updating this plan is a priority
for the Association's Executive Committee.
Just consider the changed environment over the past few years. When APTA
developed its current strategic plan, the nation was enjoying unprecedented
levels of employment; the stock market was booming; and federal debt was being
reduced while federal funding for transit was at record levels. Just a few
years later, we are grappling with the horror of domestic terrorism, the reality
of international war, skyrocketing budget deficits and uncertain economic
times.
Thus, we have developed this business case as a "big picture" snapshot
of business member ideas, concerns and opportunities. We want to avoid a "flavor
of the month" approach; rather, we wish to focus on the underlying values
of public transportation and the major societal issues that affect and are
shaped by public transportation. A good strategic plan needs to think through
big ideas, and to stretch and challenge conventional thinking. Our objective
is to communicate a business perspective and vision of public transportation
as we move into the 21st century.
The Value Proposition
Investment in better public transportation has many mutually supportive pay-offs:
Essential support for a strong national-and local-economy;
-
Safe and secure mobility for all Americans, not only daily home-to-work
commuters but also our aging citizens and those living in small urban and
rural communities;
Critical relief for traffic congestion that, left unchecked, threatens
to strangle our mobility and economic efficiency; and
Environmental prudence, demonstrated through improved air quality, thoughtful
urban growth strategies and energy conservation.
A Strong Economy
Transit is an engine of our nation's economic growth and renewal. Public
transportation contributes to our economic strength in two fundamental ways:
Direct dollar investments are multiplied throughout the economy;
-
Improved transportation options create economic benefits for individuals,
households, businesses and governments.
Dollars invested in public transportation flow through all sectors of the
economy and a cross section of American communities -- large and small, urban
and rural. Through increased jobs, income, profit and tax revenue, they provide
an economic stimulus far exceeding the original investment - - as much as
six dollars for every dollar invested.
Every $1 billion invested in the nation's transportation infrastructure supports
approximately 47,500 jobs. This is a far better job-creation engine than tax
cuts or virtually all other federal programs.
Mobility for All
Responding to a lost tourist's appeal for directions, the old Vermont farmer
answered dryly, "You can't get there from here." To keep America-and
Americans-on the move we must provide mobility choices so we can in fact,
"… get there from here."
Transit affords people:
Greater freedom to live in a variety of settings
More mobility as a result of more travel choices
Greater access to varied destinations
Enhanced opportunities to lead a full and meaningful life
Our aging population is growing at a faster rate than any other population
group; within 25 years, one out of five people in the nation will be 65 or
older. Transit is an essential service for older persons and the lifeline
to living lives of quality and fulfillment.
Likewise, small urban and rural areas need better public transportation.
Nearly two-thirds of all residents in these communities have few, if any,
transportation options:
Traffic Congestion Relief
As more and more vehicles crowd the nation's roadways, traffic congestion
has an increasingly debilitating effect on our quality of life. Across America,
people, businesses and industry, our economy and the environment all pay a
higher and higher price for mounting congestion - - through delays, lost opportunities,
higher costs, increased accidents, reduced competitiveness, pollution, frustration
and much more.
The numbers bear out these realities:
-
Each person traveling in peak periods wastes, on average, 62 hours a year
-- nearly eight full working days -- in congestion delays.
-
Congestion is becoming more widespread, experienced by nearly 60 percent
of urban roadways in 2000.
-
In 2000, the total cost of congestion in terms of lost hours and wasted
fuel approached $100 billion.
Environmental Prudence
Transit can and does contribute to quality of life issues of genuine concern
to all Americans.
-
Air Quality - Half of our citizens live in areas that do not meet national
air quality standards. Transit expansion in these areas is an essential
contributor to improving air quality. For example, compared to private vehicles,
public transit produces 95 percent less carbon monoxide per passenger mile.
-
Urban Growth Strategies - Transit-friendly, walkable communities reduce
reliance on motor vehicles and promote higher levels of physical activity.
These more traditional urban settings may generate half the automobile trips
of similarly sized modern-day suburbs. Studies show that a single mile of
transit travel can substitute for five to seven miles of auto travel in
such settings.
As much as one-third of a city's land is devoted to serving the motor vehicles
when roads, service stations and parking lots are considered. Public transportation
drastically reduces the amount of land needed for cars.
Energy and Transit - More than 96% of the total energy used in the transportation
sector is derived from petroleum-representing consumption of over 13 million
barrels of oil per day, 55% of which is imported. This dependence on imported
fuel has had a significant impact on U.S. foreign policy, economic strength,
and balance of trade. In 2002, petroleum imports for transportation services
alone accounted for over $58 billion of the U.S. trade deficit.
Business-as-usual scenarios by the Energy Information Administration (EIA)
project that by 2020 transportation will be even more dependent on petroleum,
consuming over 19 million barrels of oil per day, 62% of that being imported.
EIA also predicts that the contribution of greenhouse gases from the transportation
sector will grow by 50% over this time period, to over 750 million metric
tons carbon equivalent.
This scenario can, and will, change if public transportation increases its
role in the movement of individuals.
The Business Member Perspective
Private-sector business interests are intertwined in each of these big-picture
value propositions. Businesses deliver special expertise, technological creativity,
and innovation and unparallel production capabilities in support of transit
system service providers.
Healthy and creative private businesses are essential in all aspects of public
transportation, ranging from equipment and supplies used in the operation
of transit systems to the planning, design, financing and construction of
technologically advanced transit infrastructure. Worded differently, public
transportation cannot flourish without a strong and healthy supply side.
The business members of APTA do business in communities of all sizes and
locations; for example, as providers of rural and senior citizen transit in
communities throughout the nation and as manufacturers of trains and buses
in states such as Alabama, Vermont, North Dakota and New Mexico - - as well
as New York, Illinois and California.
It's Not Just for Big Businesses: When a public transit agency engages
private companies to help in advancing its capital program, companies of all
sizes and disciplines contribute. As an example, final design of a new rapid
transit extension creates the equivalent of over 125 person years of work.
Typically, literally dozens of firms take part in such an undertaking, carrying
out wide ranging services such as civil, structural and geotechnical engineering,
community interaction, real estate and utility planning, noise and vibration
control studies, fare collection, signals and communications and other systems
specification, etc.
The point is that transit means business -- for lots of different kinds of
businesses and for businesses both large and small, publicly traded as well
as sole proprietorships, run by people of all races and genders.
Next Steps
As it updates its Strategic Plan, APTA should address these issues:
APTA should embrace the reality that, "transit means business"
in all of its initiatives. The partnership between public and private members
of APTA should extend to all phases of the Association's activities, ranging
from legislative advocacy to governance of the Association, and from a continuing
assessment of transit's impact on our economic growth and development to
how transit promotes opportunity and entrepreneurship for the nation's small
businesses and the individuals who own and operate them.
APTA should systematically evaluate pro-transit and pro-business policies
now being used by other governments throughout the world. These range from
loan and performance guarantees and government backing of letters of credit
by the Canadian government to European Union support for research and development
to German government support for technology.
This is not to suggest that we propose federal government involvement
in all these areas. Rather, we need to catalog what other nations are doing
in support of their transit supply side companies and assess whether any
of these policies are appropriate in this country. Not all initiatives may
necessarily require Federal legislation; rather, administrative and executive
action may help to achieve some of these ends.
This is not to suggest that we propose federal government involvement
in all these areas. Rather, we need to catalog what other nations are doing
in support of their transit supply side companies and assess whether any
of these policies are appropriate in this country. Not all initiatives may
necessarily require Federal legislation; rather, administrative and executive
action may help to achieve some of these ends.
Technological development is vital; we need to think through how best
to marry public interests and private initiatives in the development of
technologies, services and products that allow public transportation to
better contribute to broader societal objectives, such as better land conservation,
more prudent energy utilization and enhanced mobility opportunities.
Final Comments
On behalf of APTA's full range of business members, the BMBG looks forward
to contributing on an ongoing basis to the broader APTA vision of what public
transportation in our nation can become. Private sector participants in public
transportation are reaching out as genuine partners who have a keen interest
in the long-term health and vitality of all phases of transit. Conversely,
when viewed as true partners, APTA's private-sector members know that their
health-indeed, very often their very existence-depends on such a symbiosis.
Let's move ahead, together!
Note on statistics: Preceding references to statistical data were
derived from recently published monographs of APTA's Public Transportation
Partnership for Tomorrow (PT2). Please visit APTA's website, www.apta.com
for more information about these publications.
III. Tactics
The five major tactics in this plan are summarized below, including highlights
on key areas for action and desired outcomes. The Appendix contains more specific
information on the tasks and timeframes for implementation, along with the
parties who will have lead responsibility to carry out the actions.
1. Communicate the Business Case for Public Transportation
This tactic focuses on making and communicating the compelling business case
for public transportation, both internally within APTA and externally with
decision makers at the federal, state, and local levels. One particular emphasis
area is to better understand state and local issues and promote enhanced partnerships
among APTA and its local business members, state and local governments, and
transit associations, so as to ensure support for transit at all levels. This
tactic will build on the business case information contained in Section II
of this plan and on PT2 strategies and materials. It will be implemented through
APTA's governmental relations and advocacy efforts; state and local outreach;
and at APTA meetings, forums, and retreats.
Achieving this tactic will foster greater understanding of the importance
of a healthy public transportation industry and marketplace by policy makers,
opinion leaders, and transit operators. It will enhance state and local governmental
support and funding for public transportation, more favorable state and local
laws for businesses, and implementation of best practices in procurement and
related areas. Through discussions among agency leaders and businesses in
APTA meetings and forums, it will increase mutual trust and rapport and address
key business relationship concerns, demonstrating that agency and business
goals are mutually beneficial.
2. Foster Implementation of Procurement Reform
Procurement reform and implementation of best practices have been a continuing
focus of effort within APTA and BMBG. This tactic will build on these important
initiatives, with particular focus on conducting local partnering workshops
on procurement; and working with FTA, transit agencies, and businesses to
identify effective ways to incentivize agencies to improve procurement practices.
Three initial partnering workshops will be conducted at different sized transit
properties across North America, followed by sessions to reach all APTA members
within three years. Potential incentives to implement best practices will
be identified through dialogues among FTA, transit properties, and businesses,
in order to establish a framework for workable incentives, followed by implementation
and then tracking successes.
This tactic will strengthen both the public and the private sectors of the
transit industry through improved contractual relationships that follow best
practices by all parties and promote a win-win approach to procurement. It
will create an environment for healthy competition, leading to shorter procurement
cycles for buyers and sellers, lower costs for goods and services, and obtaining
the benefits of incentives.
3. Open APTA Leadership Positions to Business Members
Through this tactic business members seek to increase their contributions
to and leadership roles within APTA. As major public transportation industry
contributors and players, business members should routinely hold five to nine
positions as Vice Chairs on the Executive Committee. There is increasing recognition
among all APTA members of the value of business member leadership in mainstream
APTA activities. Previous changes to the bylaws have already opened and strengthened
opportunities for business members to serve in APTA leadership positions.
Further changes would open additional leadership opportunities for business
members (excluding positions targeted to specific groups like small operators
and state affairs).
This tactic will build on work of BMBG's Liaison Committee, with particular
emphasis on identifying additional leadership opportunities, exploring coordination
options between the BMBG and the APTA Board of Directors, recruiting business
members for leadership positions, publicizing business member contributions
to the association, and securing bylaws changes to open additional positions
to business members.
4. Educate Businesses on the Value of APTA Membership
This tactic builds on a core mission of BMBG and is aimed at demonstrating
visible benefits of APTA membership to existing and prospective business members.
It centers around developing materials and conducting outreach and sessions
to show business members the value to them of participating in APTA.
It is aimed at increasing business participation in and satisfaction with
APTA membership and services, as well as their involvement in APTA committees
and meetings. A related goal is to enhance business members' appreciation
of the practical benefits they gain by investing their dues, time, and energy
in APTA. It will also enhance interest in and opportunities for leadership
within APTA by its business members.
5. Enhance Business Opportunities for APTA Business Members
This tactic responds to the need for APTA programs that meet the needs of
its private sector members -- particularly those needs related to keeping
them informed about business opportunities and communicating market information
to the broader business community in which they must interact. The first action
item is the development of a program to regularly collect and share with business
members information on up-and-coming contract opportunities in public transportation.
The second action item calls for APTA to develop a market forecast on the
North American public transportation industry as a whole. This forecast is
intended to be shared with the investment community to demonstrate that transit
is a growth industry worthy of investment on both the public and private sides.
The goal is to enhance business opportunities for APTA members and to increase
their satisfaction with APTA membership and the services provided to them.
This tactic will also make APTA more attractive to prospective business members.
The market forecast is aimed at providing a credible, third-party forecast
that will support investment and lending to businesses by the financial community.
It will also make the case for greater governmental funding for public transportation
at the federal, state, and local levels.
Conclusion
This plan reflects several important goals of the BMBG. One is to make a
significant contribution to the public transportation industry as a whole,
now and into the future. Next, the BMBG strives to make a positive contribution
to APTA, through its programs and services, and particularly in the coming
update of APTA's strategic plan. The needs of business members are important
goal to be served, and the plan incorporates both the business perspective
on public transportation, as well as an array of actions that will improve
services and business opportunities for business members.
No plan can be successful in isolation. This plan fits within the broader
programs and strategies of APTA-that's one reason it's called a tactical plan.
It also builds upon current and ongoing initiatives of APTA and the BMBG,
such as information services, procurement reform, and outreach. It reflects
partnership between the business community and public transportation providers,
a partnership which is essential for both to be successful. It also incorporates
the core values of performance that will yield significant, positive results;
advocacy on behalf of a healthy public transportation industry; and integrity
in all business and APTA relationships.
No plan can be successful without action. The real proof
of this one will come with its implementation and the delivery of demonstrable
benefits for business members, public sector partners, APTA, and the transportation
industry. The BMBG looks to its leadership, committee chairs, and active cadre
of business members who will bear responsibility for carrying out the actions
identified in the plan. If the plan is a healthy one, the BMBG will want to
modify and add to it to build on its successes and to incorporate new priorities
that emerge in the coming years.
Appendix
Details of Action Items Under Each Tactic
The actions focus on short-, medium-, and long-term efforts within a five-year
horizon. Clearly, some of the longer term, bolder initiatives will require
continuing effort beyond five years to achieve or sustain their stated goals.
Some of the items build upon current work being carried out by BMBG and its
committees, APTA and its committees, and APTA staff. For instance, procurement
is an area that is being actively pursued through all of these channels. Others
reflect new initiatives that grew out of the survey of business members and
the deliberations and work of the BMBG in the course of developing this tactical
plan. The business case is a prime example.
Each action includes a statement of what the action is, its purpose, desired
outcomes, and measures of success. Each also has a list of key steps and their
timeframe(s), the entity that will have lead responsibility for implementation,
and current and ongoing related efforts by BMBG and/or APTA.
1. Communicate the Business Case for Public Transportation
1a. Create and Disseminate the Business Case
Establish the business case for public transportation. Distribute it at all
major APTA meetings and as part of the governmental relations and other APTA
advocacy efforts at all levels of government.
Purpose: Communicate the industry's business case to top levels of transit
agency and transit business management, as well as to government officials
and other key opinion leaders at all levels of government.
Outcomes and Measures of Success: Greater understanding of the importance
of a healthy public transportation industry and marketplace by policy makers,
opinion leaders and the operating side of the industry itself. This will be
measured by:
Larger public transportation appropriations and authorizations
Greater success rate in state and local referenda for public transportation
Common working agendas for BMBG and APTA leadership
Healthier bottom lines for businesses involved in public transportation
Greater adoption of balanced procurement practices
Research and development partnerships among operating agencies and businesses
Steps and Timeframe: (2003-2004):
Establish and finalize the business case
Present to APTA leadership and other forums
Promote in the BMBG newsletter and Passenger Transport
Publish the business case
Present to officials and media at all levels of government (PT2, etc.)
Evaluate results and refine content
Lead responsibility: BMBG Outreach and Government Relations Committees
Related efforts:
1b. Communicate the Business Case to State and Local Officials
Develop a communications plan to ensure that the business case for reaches
state and local government officials.
Purpose: Ensure governmental support for transit at all government levels;
demonstrate value of APTA's efforts to market development for business members;
better understanding of issues within states and localities and better partnerships
among APTA and local stakeholders.
Outcomes and Measures of Success: Greater state and local governmental support
for public transportation, more favorable state and local laws for the supply
side, as measured by:
Higher state and local public transportation budgets
Fewer "silly" state and local laws (e.g., weird state licensing
laws, etc.)
Larger APTA Business Member membership
Steps and Timeframe: (2003-2004):
Develop business case.
Develop goals and objectives of state/local outreach campaign for business
case.
Use PT2 effort to communicate business case to state/local officials.
Make business case available to state transit associations, other groups
friendly to the cause.
Help state/local groups to use business case in local campaigns
Monitor and modify plan implementation as necessary.
Lead responsibility: BMBG Government Affairs Committee
Related efforts:
PT2 Campaign
State association efforts.
Local referenda campaigns
Other stakeholder efforts (ridership groups, environmental groups, etc.)
1c. Conduct Partnership Forums at Major Meetings and Retreats
Establish the basic agenda for forums at all APTA major meetings and retreats,
to include business members at each, beginning with the 2004 general manager/board
member retreat.
Purpose: Involve top levels of transit agency and transit business management
in a discussion of key business concerns and demonstrate that both sides'
agendas are mutually beneficial.
Outcomes and Measures of Success:
Greater level of trust and working rapport established between agency and
business personnel, as measured by:
Fewer instances of slower pay/reduced average days outstanding on invoices
Common working agendas for BMBG and APTA leadership as whole
Operating management's advocacy of business concerns before FTA and Capitol
Hill
Greater adoption of Standard Bus Procurement Guidelines
Research and development partnerships among operating agencies and businesses
Steps and Timeframe: (2003-2004):
Establish commitments for forums from APTA leadership
Develop agendas tailored to each meeting's audience/content
Promote in the BMBG newsletter and Passenger Transport
Hold five forum sessions at APTA main conferences and retreats in 2004
Evaluate results and refine content
Lead responsibility: Programs Committee
Related efforts:
2. Foster Implementation of Procurement Reform
2a. Develop and Implement a Procurement Partnering Module
Purpose: Educate all levels of agency and business personnel regarding best
practices and why their implementation is mutually beneficial. The partnering
module would be used in on-site workshops across North America.
Outcomes and Measures of Success:
Improved Cash Flow-yields lower prices
-
Prompt invoice processing. Measure: Invoices paid within 30
days.
-
Easier release of mobilization money. Measure: Mobilization
allowance released within 30 days of notice to proceed.
-
Retainage secured by a letter of credit. Measure: Retainage
not held by Agency but guaranteed by use of a letter of credit supplied
by business.
-
Prompt change order authorization. Measure: Change order authorization
implemented within 30 days of scope agreement.
-
Advance payments allowed if guaranteed by callable advance
payment bond or letter of credit. Measure: Advance payments allowed
and secured by a form of advance payment bond or a letter of credit.
-
Shorter procurement cycles-yields prompt project delivery. Measure:
Procurement cycles limited based upon type of procurement.
-
Reasonable contract terms and conditions-yields improved business
relationships. Measure: contract terms and conditions uniformly more reasonable.
-
Appropriate use of the RFP process-yields better submissions. Measure:
RFP process is used appropriately.
-
FTA and business incentives for use of best practices-yields more
effective project management. Measure: FTA establishes incentives for use
of best practices.
-
Improved relationship between business and agency personnel at
all levels. Measure: Greater level of trust established between agency and
business personnel.
Steps and Timeframe:
Short-Term:
Establish and fund a pilot program
Complete design of the interactive partnering module
Hold three partnering sessions in three regions at different size properties,
one small, one medium, and one large
Evaluate and refine the module
Establish program funding
Mid-term:
6. Begin holding sessions in North America with goal of reaching all APTA
members within three years.
Long-term:
7. Maintain ongoing dialogue between the public sector, business members,
and FTA, committed to an improved and effective procurement process for all
parties.
Lead Responsibility: BMBG Procurement Committee
Related Efforts:
2b. Incentivize Agencies to Follow Procurement Guidelines
Incentivize transit agencies to conduct their procurements in accordance
with the recommendations and guidelines developed by the APTA Procurement
Task Force and to use APTA's Standard Bus Procurement Guidelines, with emphasis
on the following items:
Elimination of negative cash flow
Prompt payment
Liquidated damages balanced by incentives
Use of RFP instead of IFB
Balanced risk
Efficient and unambiguous procurement process
Improved DBE opportunities
Purpose: Strengthen both the public and the private sector of the transit
industry. Create an environment for healthy competition leading to lower costs
for goods and services.
Outcomes:
-
Implementation of better procurement practices, including the APTA
Procurement Task Force work products, the Standard Bus Procurement Guidelines,
and others
Win-win approach to procurements
Obtain the benefits of the incentives
Measure of Success:
Steps and Timeframe:
Short-term:
-
Hold discussions and meetings with FTA to identify or develop incentives
that FTA will offer to grantees in this context.
Conduct a survey of other possible incentives to identify and develop
ones that can be offered in addition to those of the FTA.
Medium-term:
Establish a framework for the incentives.
Publicize the incentives program to the industry
Long-term:
Measure and publicize successful implementation to assure continuity
Lead Responsibility: BMBG Procurement Committee
Related Efforts:
3. Open APTA Leadership Positions to Business Members
Purpose: Ensure that business members have equal access for APTA leadership
positions.
Outcomes and Measures of Success:
-
As major industry contributors and players, business members routinely
hold five to nine positions as Vice Chairs on the Executive Committee.
-
Increasing recognition among APTA members of the value of business
member leadership in mainstream APTA activities.
-
Bylaws are amended to allow for business member eligibility for
all APTA Vice Chair positions not targeted to specific groups, i.e. small
operators, state affairs.
Steps and Timeframe:
Identify key Vice Chair positions to target. Liaison Committee has lead.
-
Explore options for ensuring effective coordination between the BMBG and
APTA Board of Directors via the Business Members that serve on the APTA
Board and or hold Vice Chair positions. Governance Task Force has lead to
develop options for BMBG consideration
-
Recruit Business Members for committee membership/leadership on APTA standing
committees. Liaison Committee has lead.
-
Seek active participation in Nominating Committee. BMBG Chair and Liaison
Committee have lead.
-
Publicize/promote active participation of Business Members through Passenger
Transport and other PR efforts, e.g., Mass Transit, METRO. Outreach Committee
to target articles for each BMBG newsletter, quarterly for Passenger Transport
and other publications.
-
Develop strategy for obtaining a bylaws change that would open up the
number of positions that Business Members could compete for including allowing
Business Members to serve as APTA Chair. The BMGB Chair should establish
a small group to develop a strategy for achieving this goal for full BMBG
discussion and support.
Gain Bylaw change.
Business Members hold five to nine vice-chair positions. Liaison Committee
has lead.
Responsibility: New governance task group appointed by BMBG chair
Related Efforts:
4. Educate Businesses on the Value of APTA Membership
Develop materials and conduct outreach and sessions to show business members
the value and benefits of participating in APTA.
Purpose: Demonstrate visible benefits to existing and prospective business
members.
Outcomes and Measures of Success:
-
Increased member satisfaction with APTA membership, services, and
activities.
Increased business member participation in meetings and committees.
-
Increased member identification of benefits they gain by their
investment of dues, time, and energy in committees, meetings, and other
APTA-sponsored activities.
Steps and Timeframe:
-
Identify existing and potential new activities in which to make the case
about the value of business members' participation in APTA.
-
Develop information from APTA member services staff and from other action
items in this tactical plan about specific benefits of business membership
in APTA.
Conduct program sessions and networking activities for business members
Monitor changes in business member participation and satisfaction.
Lead responsibility: BMBG Outreach Committee
Related efforts:
5. Enhance Business Opportunities for APTA Business Members
5a. Establish a Contract Opportunities "Early Warning System"
Establish a means to notify business members of up-and-coming contract opportunities
(through such sources as TransportMAX, the APTA research department, and others).
Purpose: Demonstrate visible benefits to existing and prospective business
members.
Outcomes and Measures of Success:
-
Launch of the system, measured by a functioning system with coverage
of contract opportunities at the 50 largest transit agencies
-
Use of the system, measured by levels of member usage and degree
of their satisfaction with the system
-
Greater retention of existing business members, measured by percent
of existing member renewals
-
Higher rates of attracting new members, measured by number of new
member enrollments.
Steps and Timeframe: (2004-2005)
-
Establish members' tracking needs (what to track, how far into future,
etc.) and proposed methodology; determine availability of appropriate transit
agency information; and develop plan for reporting/tracking of transit data
and format for report to the industry, including project cost.
Present to BMBG and appropriate agency personnel for feedback.
Develop reporting system
Launch new tracking system.
Monitor success, make recommended changes
Lead responsibility: BMBG Procurement Committee
Related efforts:
APTA Vehicle Data Book
APTA Fact Book
Transport MAX
5b. Develop an APTA Market Forecast
Produce a market forecast that could be presented to financial institutions
to prove a better case for investment in the supply side of the transit industry.
Purpose: Demonstrate visible benefits to existing and prospective business
members; demonstrate and quantify business case for transit.
Outcomes and measures of success:
-
Quantification that public transportation is a growth industry
in the U.S. now and into the future, as measured by:
Production of a credible third-party market forecast.
Greater Wall Street investment in/commercial lending to supply-side
companies
Greater governmental funding
Higher Business Member membership in APTA
Steps and Timeframe: (2004-2005):
Identify key areas for forecast, seeking input from Wall Street and others
who will use the information; estimate project cost
Identify existing data and areas where further research is needed
Suggest forecast methodologies
Identify responsible party (APTA research department, freelancer, research
firm, etc.)
Select report team, monitor progress
Lead responsibility: BMBG Outreach Committee
Related efforts:
Postscript
How the Tactics Were Developed
As a precursor to developing the draft plan, telephone interviews and an
email survey of business members provided input on the core issues, needs,
and goals which members wished to be addressed as the plan was formulated.
The BMBG then developed ten action items in the areas of Education, Communication,
and Access to Information; Making the Business Case for Public Transportation;
Governance; and Procurement. Each of the areas was supported by a Task Force
of business members, who did the hard work of framing and then developing
the action items listed below. While all of the actions were deemed important,
those highlighted in bold below were flagged as draft priorities for action
over the coming five years at the March 2003 meeting of the BMBG. In some
areas where member surveys yielded suggestions for action-for instance, legislation
and member services-the Task Forces determined that current activities were
effective in addressing stated needs. In other areas highlighted by business
members-such as the financial aspects of APTA membership-we realized that
the issues, while significant, must be addressed within the larger context
of APTA leadership and committees.
Revisions to the draft plan were made in response to feedback from business
members and participants in two listening sessions, conducted in San Jose
and Milwaukee in the Spring of 2003, in order to gather comments and suggestions
on the draft plan. One action item, Conducting Educational Partnership Forums,
is not included in the revised plan because commenters felt that this is already
under active implementation by APTA and its business members. The remaining
items, including priorities, were consolidated into five major initiatives,
as presented in the table and descriptions in the main body of this tactical
plan, in response to suggestions that we have fewer tactics and that the distinctions
between the major tactical areas be made clearer.
Education, communication, and access to information:
Conduct Educational Partnership Forums
Conduct Forums at Major Meetings and Retreats
Educate Businesses on the Value of APTA Membership
Establish a Contract Opportunities "Early Warning System"
Develop an APTA Market Forecast
Communicate the Business Case to State and Local Officials
Making the business case for public transportation:
Governance:
Procurement:
Return to Business Member Board of
Governors (BMBG) page
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