References in periodicals archive ?
To counter this situation, GCRTA has made major investments in technology and information systems that allow the authority to manage critical operations with credible data.
In December 2007, GCRTA adapted the performance stat model to the transit environment and called its program TransitStat.
GCRTA's executive management team, Office of Management and Budget (OMB), and several department directors are panel members for these forums.
In 2009, GCRTA incorporated Administrative TransitStat to the existing program.
After TransitStat had been underway for a year, GCRTA implemented the FAST Approach (1) to continue moving forward.
Management can use the GCRTA's existing databases to create replicable and verifiable analyses; this includes databases for scheduling and planning, financial and accounting, procurement, and time keeping, all of which are used to identify trends, seek root causes, and recommend solutions.
Through detailed analysis of overtime costs for drivers, developing more effective ways to dispense overtime, effectively managing and monitoring the amount of time to complete tasks, and maximizing use of the organization's maintenance and material system, GCRTA saved $2.3 million in 2008, compared to 2007.
Another successful example from the TransitStat program is the decrease in towing charges the GCRTA has experienced because of the Vehicle Reliability program, added to the TransitStat program in July 2008.
"This will link two of the most ambitious urban developments this city has ever known," said Earl Martin, President of the GCRTA Board of Trustees.
GCRTA officials maintain that the walkway will benefit the transit system as well.
The Ohio Department of Transportation (ODOT) helped GCRTA secure federal funding for the walkway via the Congestion Mitigation and Air Quality Program (CMAQ) created under the Intermodal Surface Transportation Efficiency Act of 1991.
Acronyms browser ?
Full browser ?