From
SARTA's Executive Download PDF version here: CEOAccents2008.pdf
Over the years, the Stark Area Regional Transit Authority has proven to be a
trendsetter and an agency that has set the benchmark for excellence in the
transportation industry. This is evidenced in our ability to always rebound
during tough situations in an ever changing financial climate and to focus
on what is important at all times—namely, maintaining public transportation
service for Stark County residents. With a hardworking staff that is always
willing to adapt to change, it is no wonder why the agency was recognized as
the most Outstanding Transit System in 2006 for the 2007 year. It is with
this foundation that I provide you with an update that outlines what has
been going on at SARTA since that time.
As we wind down the 2008 year and prepare for 2009, it is important to
provide our riders with some of the recent challenges the agency has faced
and how we have been able to deal with
those challenges
with only a minimum impact to
service on the street.
SARTA, like the average household, was faced with the impact of rising crude
oil prices. This caused our fuel budget to double by the end of the first
quarter of this fiscal year. Correspondingly, the Board and Staff responded
immediately by making adjustments to our budget that were designed to
absolve the impact of this phenomenon. We opted to use more preventive
maintenance monies and adjust some of our budget line items - including
eliminating our advertising budget and reducing pay raises for
administrative staff. This helped the agency move some monies from these
line items to our diesel fuel budget, minimizing any potential for cutting
service on the street.
Next, we reviewed our modes of operation to determine if any activities
contributed to a waste of resources at SARTA. This review led to a number of
internal initiatives all aimed at reducing energy consumption. This
included, but was not limited to the following:
a.
Requiring bus operators to turn off their
buses during layovers lasting more than five minutes.
b.
Adjusting some of our routing to minimize
miles travelled on each route.
c.
Adjusting some routes to eliminate incidental
or overlapping segments of our bus routes.
d.
Realigning of our bus stops to incorporate
“three-block spacing” in order to reduce the amount of stop-and-go bus
traffic on each route.
So, in response to the pressures of rising diesel fuel prices, we are happy
to announce that these activities were instrumental in allowing SARTA to
keep its current level of service and maintain optimal staffing levels so as
to not eliminate entire routes.
As part of adjusting for these unforeseen challenges, SARTA was forced to
raise fares for rides on the system. It is worthy to note that SARTA has not
raised fares in its 11 years of operation since going countywide in 1997. In
making these adjustments, SARTA staff took the time and care to publicly
discuss these initiatives with our riders, stakeholders, the community at
large and with civic leaders within the communities we serve. The result was
a seamless deployment of the negotiated outcome of these initiatives. We do
extend our profound gratitude to our riders who undoubtedly understood our
position with regard to maintaining our current level of service to
accommodate increases in ridership.
With our contentious contract negotiations behind us, and the agency poised
to end the year within revenue budget, we should not forget how we came to
this position in the first place. To that end, I am calling for a new focus
on Back to Basics.
With this new mantra of “Back to Basics” we will begin a comprehensive
review of SARTA’s internal processes starting with our “Five Bold Steps.”
1.)
Operate Within Budget – With all the pressures facing the agency,
the question remained: Are we operating within our budgetary constraints?
Our review indicated we are. In fact, SARTA has not operated outside our
budgetary parameters or exceeded our revenue stream since the agency
revamped its services in 2002. This mandate by our Board has been one of the
major reasons that this agency has become a cradle for creativity,
continuous improvement, and challenging our own established norms. To date,
we continue to make necessary adjustments to ensure we never spend more
money than what was projected to be available to the agency through various
grants and funding sources.
2.)
Build High Quality Staff and Board – This is another area in which we have
remained consistent and true to the directives of the SARTA Board. To meet
the challenges of recent times, including living up to the concept of doing
more with less, we must strive to improve the skills of both the SARTA Staff
and Board. To this end, SARTA has consistently provided opportunities for
all employees to improve their skills through training. For the agency’s
Board of Trustees, they have continually planned and attended strategic
sessions that provide them with better insight of the latest developments in
public transportation and governance. These sessions have tremendously
improved their oversight and ownership of the agency’s activities. One area
of concern that must be monitored closely would be the outcome of any
contract talks between SARTA and the Union. The delay in reaching an
agreement not only affects the agency’s ability to manage costs, but impacts
our ability to build quality staff especially among Coach Operators. Since
personnel represents our largest expenditure and Union Members are our
largest pool of employees, the outcome of contract negotiations will be
critical in determining the agency’s next steps in light of increasing
costs.
3.)
Grow Ridership – The years 2005 and 2006 brought with them
unprecedented ridership increases (39% & 15%) respectively. In 2007,
ridership flat lined. This slowing of ridership did not give us any cause
for concern given that the agency picked up almost 300,000 additional rides
in the preceding two years. It is our intent, however, to use this
opportunity to develop creative adjustments that will ensure we continue to
live within the Board mandated Five Bold Steps. For 2008, ridership
has been increasing at a steady 8.5%
4.)
Maximize Financial Flexibility – Our review of this area generated some
adjustments for the agency. Some of the adjustments include changing the way
we accrue vacations, adopting self-insurance for our healthcare benefits,
and some minor items that have both direct and indirect financial
implications.
5.)
Build Public Support – With the elimination of SARTA’s advertising
budget to comply with our first Bold Step, this has become increasingly
challenging. However, our staff continues to receive positive
feedback both through press commentaries and compliments from riders and
Stark County Citizens as a whole. During the months of July and August of
2008, SARTA received the highest number of customer compliments since July
of 2004. Additionally, we have intensified our participation in events
including representation at community, family, and business fairs.
Despite all efforts at containing costs and maintaining our effectiveness,
there is no doubt that the continuing increases in the cost of diesel fuel
and other operating costs such as healthcare and liability insurance, will
continue to be center stage and the precursor for new programs adopted by
the agency. Let me assure you that SARTA’s staff and board are poised and
ready to take on this challenge of minimizing any negative impact on our
effectiveness and ability to provide excellent service for our riders and
Stark County tax payers.
Our way forward through the trials ahead may seem difficult; however, we are
up to the task and challenges. Being voted the Most Outstanding Public
Transit system in America is a testament to the quality and professionalism
of the SARTA Board and employees. These qualities will surely get us through
any difficult and challenging times ahead.
We are SARTA and you are invited to… Come Ride with Us!