Implementing a strategic bus network in Tel Aviv
National Public Transport Authority
One of the most important strategic targets of the Ministry of Transport pertains to modal split: by 2040, 40% of all trips should be taken with a sustainable mode.
The strategic bus network plan is the first to detail all components necessary to reach this target. These components are defined by 10 items:
- Real-time customer support
- Strategic bus network
- Seamless multimodality
- High availability
- Clean energy
- Reduced car use
- Transparency
- Comfort & aesthetics
- Convenient pricing
- Strong brand.
These steps may seem fairly obvious, but how to actualise these objectives through policy measures is far less self-evident. That is precisely what the plan sets out to do: bridge the gap between long-term goals and current policies.
Innovative features
Translating goals into policy measures is challenging, because this usually requires the synchronisation of all stakeholders. This is particularly difficult in a complex system such as public transport, which consists of dozens of teams within the ministry, operators, local authorities, and companies.
The strategic plan has managed to organise, motivate and synchronise all relevant stakeholders by creating a matrix structure: each of the 10 steps described above corresponds with a task force, comprised of 12-15 members from all stakeholders.
Members report to their task force lead, as well as their regular team lead. This workflow ensures that the organisation retains a focus on long-term strategy, alongside the everyday operations of the PT system.
Customer experience management
The workplan of the ministry for 2023 is heavily based on the strategic plan. So far, 4 task forces have started working, promoting 15 components.
For instance, the step “Customer experience management” focuses on 4 components:
- Establish a single point of contact passengers can contact for all PT inquiries
- Manage customer experience in real time
- Establish a service standard
- Effectively communicate information in real-time to passengers.
Each of these components translates directly to projects with well-defined objectives and success metrics. For example, to actualise the first component, a new customer call centre was established. This centre will be able to answer any question about PT operations, changes, and trip planning.