Performance-based budgeting for North Carolina public transportation systems : final report - Page 84 |
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Performance-Based Budgeting for North Carolina Transit Systems
Institute for Transportation Research and Education, Public Transportation Group 76
Between February and June, management develops the strategies and programs that will
be necessary to achieve the goals and objectives for the upcoming fiscal year. In
addition, performance measures, targets and budget estimates are developed for the
various goals, objectives, strategies and programs. The budget estimates are incorporated
as appropriate in the proposed budget for the following year which is submitted to the
board in June for their review and approval (after considering year-to-date financial and
performance projections for the current year).
The approved agency budget is then used to develop the annual budget application for
SMAP funds that is sent to the NCDOT Public Transportation Division in January-
February.
The Results:
At the board/management retreat in May, the following strategic goals from the 200X
strategic plan were reviewed and affirmed:
§ To increase ridership on evenings and weekends.
§ To increase the cost recovery ratio to 40%.
§ To increase customer satisfaction to 90% or more.
§ To increase the use of alternative fuels and vehicles.
In addition, system performance problems were identified as follows:
§ A trend analysis revealed that passenger trips per vehicle mile have been steadily
declining, and the cost per passenger has been increasing at a rate far greater than
inflation. A peer group comparison also revealed that our performance on cost
per trip is 15% below our peers.
§ Our on-time performance has been declining, from 92% last year to 85% this
year.
In view of the strategic goals and in response to the performance problems described
above, the following budget-year objectives were developed for FY 200Y:
1. Ridership will be increased by 10% on evening and weekend service.
2. The recovery ratio will be increased from its current 20% to 30 %.
3. Customer satisfaction, as measured by the percentage of riders strongly or very
satisfied with our service, will be increased by at least 10%.
4. The agency will purchase and test four hybrid-electric buses.
5. Passenger trips per vehicle mile will be increased by at least 10%.
6. On-time performance will be increased to at least 90%.
In order to achieve these goals, the following strategies or actions were recommended:
1. In support of Objective #1, the Marketing Department will institute a
comprehensive marketing program aimed at potential evening and weekend
riders. This marketing program will be in place by September 30, 200X.
Object Description
Description
| Title | Performance-based budgeting for North Carolina public transportation systems : final report - Page 84 |
| Full Text | Performance-Based Budgeting for North Carolina Transit Systems Institute for Transportation Research and Education, Public Transportation Group 76 Between February and June, management develops the strategies and programs that will be necessary to achieve the goals and objectives for the upcoming fiscal year. In addition, performance measures, targets and budget estimates are developed for the various goals, objectives, strategies and programs. The budget estimates are incorporated as appropriate in the proposed budget for the following year which is submitted to the board in June for their review and approval (after considering year-to-date financial and performance projections for the current year). The approved agency budget is then used to develop the annual budget application for SMAP funds that is sent to the NCDOT Public Transportation Division in January- February. The Results: At the board/management retreat in May, the following strategic goals from the 200X strategic plan were reviewed and affirmed: § To increase ridership on evenings and weekends. § To increase the cost recovery ratio to 40%. § To increase customer satisfaction to 90% or more. § To increase the use of alternative fuels and vehicles. In addition, system performance problems were identified as follows: § A trend analysis revealed that passenger trips per vehicle mile have been steadily declining, and the cost per passenger has been increasing at a rate far greater than inflation. A peer group comparison also revealed that our performance on cost per trip is 15% below our peers. § Our on-time performance has been declining, from 92% last year to 85% this year. In view of the strategic goals and in response to the performance problems described above, the following budget-year objectives were developed for FY 200Y: 1. Ridership will be increased by 10% on evening and weekend service. 2. The recovery ratio will be increased from its current 20% to 30 %. 3. Customer satisfaction, as measured by the percentage of riders strongly or very satisfied with our service, will be increased by at least 10%. 4. The agency will purchase and test four hybrid-electric buses. 5. Passenger trips per vehicle mile will be increased by at least 10%. 6. On-time performance will be increased to at least 90%. In order to achieve these goals, the following strategies or actions were recommended: 1. In support of Objective #1, the Marketing Department will institute a comprehensive marketing program aimed at potential evening and weekend riders. This marketing program will be in place by September 30, 200X. |
