BEST on Strategic Plannin g September 2008 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 Strategy We focus on the strategic plan as well as on the planning process Welcome to join us!
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BEST on Strategic Planning September 2008 Benchmarking Public Transport Strategic Planning Participants Ruter AS, Oslo HKL, Helsinki Movia, Copenhagen.
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BEST on Strategic Planning September 2008
BenchmarkingPublic 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
StrategyWe focus on the strategic plan as well as on the planning process
Welcome to join us!
BEST on Strategic Planning September 2008
Existing plans in the Nordic capitals
Movia Business 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
BEST on Strategic Planning September 2008
Introduction:
Who owns the problem?
Organisation of PT in CopenhagenMovia: plan and purchase by tendering bus, local trains and ferry
operations. Movia was established 2007DSB: plan and operate commuter and other trainsMetro: plan and operate the metro No common strategic plan, but “Byens Net”, fare system and information
Organisation of PT in HelsinkiHKL: 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 areaThe two PTAs to be amalgamated 2010
BEST on Strategic Planning September 2008
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
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
headingSource: K2009,
Oslo
BEST on Strategic Planning September 2008
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
Contents of the plan:
Oslo Helsinki
• 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
• 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
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
HKL:
Vision 2012 – with seven dimensions
Customer VisionPublic Transport quality is better than the users expect
Producer VisionHCT is the leading producer of PT in the region
Personnel VisionHCT offers meaningful jobs
Authority VisionHCT creates preconditions for a successful public transport
Transport VisionA well-functioning system of competitive public transport
Sustainable Development VisionThe main part of PT is operated with electricity or gas
Economic VisionCosts are covered by fares, taxes and congestion charges
BEST on Strategic Planning September 2008
HKL:
Visions Strategic Choices (Examples)
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
BEST on Strategic Planning September 2008
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
Movia:
Challenges
1. Market share of public transport is decreasing2. Heavy traffic is increasing3. Competition on funds with other public welfare services4. Focus on the environment – local and global5. Customer focus on reliability, travel time and safety6. Compex interaction between authorities (Movia, Metro,
DSB), the municipalities and regions7. Operating costs under pressure due to economical
conditions8. The funding agreement for Movia is still under
discussion
BEST on Strategic Planning September 2008
Movia:
Overall Strategic Objectives
• “10 more in 10”– 10 million more passengers 2010
– 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