BEST on Strategic Planning 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!

BEST on Strategic Planning September 2008 Existing plans in the Nordic capitals Movia Business Plan 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 Copenhagen Movia:plan and purchase by tendering bus, local trains and ferry operations. Movia was established 2007 DSB:plan and operate commuter and other trains Metro:plan and operate the metro No common strategic plan, but “Byens Net”, fare system and information Organisation of PT in Helsinki HKL: 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 area The 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 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 heading Source: 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 Economy Plan Mission Organisation Vision 2012 and strategic actions

BEST on Strategic Planning September 2008 Contents of the plan: Copenhagen Stockholm Analyses Mission Vision Strategic choices – overall strategic objectives Strategies and tactical objectives Objectives and activity plans for departments Objectives and activity plans for employees Business concept (mission) Core values of the brand Common values Vision Management by objectives –Management model Main goal areas

BEST on Strategic Planning September 2008 Ruter: Vision and values ”I prefer travelling with Ruter” 400 million trips with Ruter in 2025 after an 70% increase. Every third trip in the region is conducted with PT (now every 4th). 53% PT market share Reliable Open Brave Eco-friendly Conscious of the environment Creative and modern Takes customers seriously

BEST on Strategic Planning September 2008 Ruter: “Areas of success” – focus areas Customers Society Economy Personnel Operators

BEST on Strategic Planning September 2008 Ruter: Strategy and objectives 2015 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 Vision Public Transport quality is better than the users expect Producer Vision HCT is the leading producer of PT in the region Personnel Vision HCT offers meaningful jobs Authority Vision HCT creates preconditions for a successful public transport Transport Vision A well-functioning system of competitive public transport Sustainable Development Vision The main part of PT is operated with electricity or gas Economic Vision Costs 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 decreasing 2.Heavy traffic is increasing 3.Competition on funds with other public welfare services 4.Focus on the environment – local and global 5.Customer focus on reliability, travel time and safety 6.Compex interaction between authorities (Movia, Metro, DSB), the municipalities and regions 7.Operating costs under pressure due to economical conditions 8.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 “Flextrafik everywhere”

BEST on Strategic Planning September 2008 Movia: “Focus Areas” + strategic objectives More loyal customers –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 journey, improved information, comfortable interchanges, simple fares system, travel guarantee Growth in Flextrafik –Strategic objectives: integration of service levels and IT-systems, increased number of trips, professional service by research and training The efficient and innovative Movia –Strategic objective: ideas of improvement handled in a systematic way, development of organisation and products, business orientation, Traffic Plan for Movia The competent employees –Strategic objectives: Job satisfaction and employee loyalty, education and training

BEST on Strategic Planning September 2008 SL: Business Concept We offer all in the County of Stockholm a well designed, attractive and accessible public transport on rail and road. We meet customer needs for mobility with simple and reliable public transport worth its price. Our business contributes to a sustainable long term development of the region

BEST on Strategic Planning September 2008 SL: Model for Efficient Management Business Concept and Vision –Our task and what we want to achieve Perspectives –Our main stake-holders and common way of working Comprehensive objectives –Comprehensive ambition for each perspective, emanating from business concept and vision Goal areas –What we must be good at to reach comprehensive goals Action Plan –Activities to reach the objectives – the contribution of the whole organisation

BEST on Strategic Planning September 2008 SL: Management by values Core values of the brand Simplicity Reliability Comprehensive view Common values Cooperation Responsibility Trust Commitment

BEST on Strategic Planning September 2008 SL: Perspectives: the main stake-holders Main stake-holders Customers Operators Personnel Owner Society Management by objectives For each perspective: Comprehensive objectives –Steering measures and figures Goal areas –Steering measures and figures

BEST on Strategic Planning September 2008 SL Perspectives: comprehensive objectives and goal areas: Examples: “Customers” and “Suppliers” Suppliers Comprehensive objective “Businesslike behaviour in our relations to suppliers, and a close cooperation with partners with crucial impact on quality of customer supply” Steering measure –Share of not delayed customers Goal areas Quality secured processes of tendering and following-up of contracts Safety Punctuality Reliable and accessible traffic information Attractive and secure customer environment Working environment in the traffic system Customers: Comprehensive objectives “More and more satisfied customers” Steering measures: –Satisfied customers –Dissatisfied customers –Loyal customers Goal areas Customer oriented traffic supply Safety Punctuality Reliable and accessible traffic information Attractive and secure customer environments Active marketing and sales

BEST on Strategic Planning September 2008 How do we create the plan? The Strategic Planning Process Strategies, action- plans Resources Objectives Internal and external communication Analyses market, frameworks challenges Implemen tation Evaluation SP Mission, Vision, Values

BEST on Strategic Planning September 2008 Stake-holder involvement in the process Government Regional officials Communities Owners Employees Operators Customers Other organisations Nature of involvement? Frequency? Impact?

BEST on Strategic Planning September 2008 Implementation of the strategic plan? Ruter –K 2009 includes short term action plan + economic plan Movia –Each focus area includes strategies and operative goals, broken down to departments (2008) and employees (2009) HKL –Each vision includes strategic choices on rather detailed level, but no goals SL –Each perspective includes comprehensive objectives, goal areas, steering measures and key figures

BEST on Strategic Planning September 2008 Evaluation and improvement of the planning process? Resources Internal resources/time External costs Benefits 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 heading

BEST on Strategic Planning September 2008 Impact of strategic planning vs resources spent?

BEST on Strategic Planning September 2008 On which issues should BEST conduct a workshop 2009? Ranking of strategic issues 1Relevant analyses 1Understanding mega trends 2Efficient use of information from surveys, customer complaints etc 3Identification of future needs, demands and expectations 4SWOT analyses 5Funding/financing 6Other issue? 5How to define comprehensive and long term goals 6How to develop strategies and action plans 7The stakeholder issue -How to create knowledge, understanding and commitment among internal and external stake-holders 8To handle the balance between “service logic” and “political logic” - PTA as a tool for the politicians and/or as a organisation of PT professionals with integrity? 9How to successfully implement a strategic plan 10How to evaluate and improve the strategic planning process