Strategic
Issues Model graphicAATA Strategic Plan: Destination 2010
Adopted October 1999
The Ann Arbor Transportation Authority (AATA) was authorized by an act of the Michigan State Legislature in 1968 to provide public transportation services within Washtenaw County. The City of Ann Arbor created AATA's Articles of Incorporation and authorized the system to provide public mass transportation services both within and beyond the corporate limits of the City of Ann Arbor.
AATA is governed by a seven-member Board of Directors whose members are appointed by the Mayor of Ann Arbor with approval from the City Council. This Board sets policies and hires an Executive Director who is charged with the overall management of the transportation system. Recognizing the advantages of having a formal framework to help ensure the quality of its policy decisions, in 1998 the Board authorized the Executive Director to undertake the development of a ten-year strategic plan.
AATA envisions that the strategic plan, known as Destination 2010, will serve a number of purposes. In addition to its use as a policy-making tool, the plan will help provide a clear vision for AATA's future development by clarifying the links between excellent customer service and the organization's overall success. The plan also will be used as a framework to ensure that daily decisions are consistent with AATA's mission and vision. Finally, management views the strategic planning process as a way to improve internal communication and address issues regarding internal culture.
An ad hoc committee of senior management and representatives from the Board selected a consultant to work with AATA in the strategic planning process. A core team of representatives from all levels of the organization was created to oversee the process and work began on the project in early 1999.
The strategic plan represents the collaborative efforts of AATA Board members, management, and employees working together and utilizing input from a wide representation of the local community, including AATA's passengers; local government officials; business and industry leaders; and representatives of educational institutions and social service agencies. The plan is intended to be a flexible framework around which will be built AATA's and the community's transportation future over the next decade. A mechanism will be developed to ensure ongoing review and updating as necessary to keep the plan a "living working document".
It is the deep belief of the Ann Arbor Transportation Authority that convincing people to choose public transit is essential to the continued well-being of the community over the next ten years. Providing a transit system that adapts and fits to the changing needs of the area is critical to preserving the quality of life for everyone. AATA must meet the challenges of traffic congestion, pollution, energy conservation and social equity by providing and aggressively promoting the best possible transit services.
During the strategic planning process, these beliefs were formalized in statements of AATA's vision and values as complements to the previously-established mission statement.
MISSION
"It is the Mission of the Ann Arbor Transportation Authority to facilitate mobility by providing options for safe, efficient and reliable transportation."
VISION: "The Ride of Choice"
The Ann Arbor Transportation Authority is an organization providing, managing, and facilitating the greatest range of high-quality transportation options throughout Washtenaw County. It is an organization that respects and values its customers and its employees. AATA maintains its position as a recognized leader in the public transportation industry by being a flexible organization utilizing innovative technology and practices for the benefit of its customers. Members of AATA interact and work together and with external stakeholders in a spirit of cooperation and with the highest professional standards in order to make the organization "The Ride of Choice".
VALUES
AATA believes its actions must be built upon the following important and unchanging values:
Safety: Safety means security from hurt, injury or loss. AATA is pro-active in the promotion of vehicular, personal, and industrial safety for its customers, employees, and the general public. AATA provides thorough and ongoing safety-oriented training programs for all employees. In addition, equipment, policies, and actual practices are monitored and evaluated to ensure continued adherence to the guiding principle of "Safety First."
Reliability: Reliability translates into consistent performance over time and is critical to those who depend upon AATA for transportation. Adherence to published schedules in association with operating conditions is a high priority, however, schedules are always secondary to safety.
Reliability is also an important factor in AATA's relationship with the community. AATA can always be relied upon to be a responsible and dependable asset to the community by being an ally to local organizations, foundations, government, and civic groups.
Customer Customer service means giving the highest level of respect and service
Service and possible to the community in order to achieve the highest level
Satisfaction: of customer satisfaction. AATA was created by the community's residents and believes it exists to benefit and serve that community. AATA meets or exceeds the expectations and entitlements of its stakeholders by enhancing the welfare of the community through high-quality transportation services.
The concept of customer service also applies internally to employees who depend upon their coworkers in order to fulfill their own job responsibilities. AATA is dedicated to supporting its internal customers and believes they are entitled to the same high levels of cooperation and respect as external customers.
Respect: Respect defines the relationship between individuals. AATA insists that attentiveness, consideration, and courtesy be observed at all times and by all parties--whether the occasion involves a fellow employee, a customer, or a member of the general public.
Inclusiveness: Inclusiveness stems from adherence to the value of "respect" and results in a non-discriminatory organization. AATA considers each employee to be important, and in so doing, the entire organization becomes greater than the sum of its parts. Inclusiveness means that all employees, regardless of personal characteristics, are afforded the same level of respect and are actively encouraged to participate to the fullest in all AATA activities.
AATA also provides the same high-quality transportation service to all customers without discrimination. To ensure inclusiveness, AATA actively solicits and considers input and participation from customers, employees, and the community.
Cooperation: Cooperation means working together for a common benefit. As an organization, AATA exhibits cooperation by creating an atmosphere of respect for both internal and external stakeholders. This "teamwork" concept translates into individuals working together to reach common goals, with every individual subordinating his or her personal prominence to the efficiency and success of the whole group.
Responsibility: Responsibility means being accountable for one's actions or conduct. For AATA, this entails fulfilling all obligations in a legal, ethical and moral manner. Whether these obligations involve the environment, financial stewardship, community services, legal issues, customers, employees, or the general public, responsibility guides AATA's use of its assets and opportunities. Responsibility includes both stewardship of resources and adherence to the organization's core values.
Innovation: Innovation describes the introduction or use of new ideas, methods, or devices in order to do something in a new and better way, including the use of new technology and practices. AATA strives to be an industry leader in innovation and uses innovative technological solutions to transportation problems hand-in-hand with new methods and ideas.
Innovation is used to increase the efficiency and effectiveness of transportation services and to improve working conditions for employees. Behind this value is the belief that there is a better way of doing something just waiting to be discovered. A belief in the value of innovation includes the responsibility to share both successes and failures with other transportation providers so that all may benefit.
Flexibility: Flexibility is being willing and able to adapt to new, different, or changing conditions and is essential to take maximum advantage of innovations. AATA prides itself on being a flexible organization willing to capitalize on opportunities as they arise. Flexibility allows the organization to adapt to and better manage its constraints and incorporates the ability to make changes or adjustments in a relatively quick manner. Without the value of "cooperation", flexibility is difficult to achieve.
Integrity: Integrity incorporates recognizing the principles of right and wrong (ethics) and relating those principles to behavior (morals). AATA strives to maintain the highest level of character in its actions and does not tolerate lying, stealing, or deception in any form, for any purpose, or by any party. Included in integrity is a high regard for what are considered to be ethical professional standards within the transportation industry, government, and public service. AATA strives to demonstrate trustworthiness, credibility, frankness and sincerity to earn the trust of the community and its employees.
The Strategic Planning Process
The strategic plan was developed over a period of several months and involved a number of both internal and external stakeholders. Key to process was the use of the strategic issues model, which provided an overall contextual framework for the development of the plan.
Initially, a Selection Committee comprised of Board members and senior staff chose a consultant to assist with the strategic planning project. Together, this committee and the consultants reached agreement on the scope of work, project goals, and an approach to working together.
Central to developing the strategic plan was a commitment to include and involve all parts of AATA's organization. To this end, a number of teams were created that included senior management, Board members, and union and non-union staff:
The Core Team was responsible for coordinating all elements of the process, guiding and reviewing the work done by all other teams, and generating the final plan.
The Core Team, the consultants, and the Leadership Alignment Team worked together to produce a detailed work plan, defined the team structure as described above, and identified the key research areas where important information was needed. More than 40 individuals were involved in the work of various teams.
The Research Team, the Core Team, and the AATA Board of Directors identified strategic issues and opportunities to be explored further by the Research Team. The Strategic Issues and Opportunities Team designed a series of work sessions to involve and educate all employees about the work plan and to involve them in the process of defining the challenges and opportunities facing the organization over the next ten years. These sessions, which came to be known as the "Mr. Potato Head" events, were facilitated by teams of staff and Board members. More than a dozen sessions were held with 98% of AATA staff participating in at least one.
The employee input gathered during the Mr. Potato Head events was used to generate ideas for future development and to formalize a set of organizational values. This process also resulted in the creation of the strategic issues model which summarizes graphically how AATA perceives its strategic environment. This model later became a way to better visualize the relationships among all issues which impact upon the organization.
A special team known as the Stakeholder Council Design Team was chartered by the Core Team for the purpose of identifying individuals representing groups outside the AATA organization who have a major interest in the future of public transit in the area. More than 60 such stakeholders were identified as representatives of passengers, local government and businesses, the public school systems and universities, and social service agencies. A series of four stakeholder sessions were held with a total of 45 stakeholders participating. The stakeholder sessions were facilitated by AATA staff and were designed to gather the views and preferences of these individuals. The various ideas presented by the stakeholders were carefully recorded so that they could be considered along with the ideas generated through internal research efforts.
Subsequently, the Core Team reviewed information gathered by the Research Team and the Internal Culture Team, as well as information gathered during numerous internal and external stakeholder sessions. This information was organized to reflect the interest and importance given it during stakeholder discussions.
A subgroup of the Core Team, using information gathered during all phases of research and the stakeholder sessions, then developed a draft strategic plan which included mission, vision, and value statements. This draft strategic plan was submitted to both the Board of Directors and internal stakeholders for final review to ensure it would be supported by the Board, staff, and employees.
Following the review process, the Board of Directors approved the strategic plan. The completed plan was then disseminated throughout the community (including to the stakeholders).
As part of an ongoing process, the Board of Directors will work with AATA management staff to create annual goals and objectives for implementation of the strategic plan over time. Draft goals and objectives for the organization as a whole will be developed for review and approval by the Board as an initial step in the creation of the goals and objectives.
The strategic plan will be monitored at minimum on an annual basis and modified as appropriate to account for changing conditions and continuing stakeholder input. These changing conditions may have already been contemplated in the plan itself, or may materialize unexpectedly during the course of plan implementation.
Early in the process of identifying the strategic issues facing AATA, it became clear there were many different opportunities and constraints working independently and in concert to affect the organization. Recognizing the complexity involved in the relationships among these opportunities and constraints, the teams felt it necessary to develop an effective way to think and act upon them. The outcome of this effort was the development of the "Strategic Issues Model", which provided a contextual framework for the strategic planning process.
Strategic
Issues Model graphic
The purpose of the model is to illustrate how AATA's core values surround the discussion of its core issues, as expressed in terms of questions regarding "where", "who", and "what" must be considered. The variables surrounding and affecting the core issues are the opportunities and constraints. In using the model, AATA learned how to balance the various elements and understand the relationships among them.
All employees were trained to use the model, practiced using it, and eventually applied it during strategic planning sessions. As the organization gained experience with the model, it became clear that this framework should continue to be used during implementation of the strategic plan. The outcome of this systems approach to strategic thinking contributed to an increased awareness by the entire work force of what is possible when everyone works together.
A crucial element in developing AATA's strategic plan involved accumulating data upon which to base future assumptions. The body of knowledge generated became the foundation for the development of the plan, which is intended to direct AATA toward its preferred future, while at the same time allowing the organization the flexibility to take maximum advantage of changing conditions as they unfold and of various opportunities as they are revealed.
Since no one has perfect forward vision, it is important in any ongoing strategic planning process to institute a method by which changing conditions are regularly checked against the assumptions that were originally made about them. Using this "check-in" process as a base, new research can be done and data gathered that will enable AATA to fine-tune its strategic plan as it moves closer toward its preferred future.
All strategic plans must start from somewhere, and that "somewhere" for AATA encompasses the research and information gathered during the first six months of 1999. The following summaries include research done by various employee teams working under the direction of the Core Team. Additional data was generated from a series of surveys and feedback sessions held with employees and stakeholder groups. Together this body of information, as summarized below, provided the foundation on which AATA's strategic plan builds.
The data gathered in this process was often exhaustive, and for the benefit of brevity and ease of handling has been summarized throughout this document. The complete scope of research material, surveys, and studies; lists of in-house and stakeholder participants; unabridged stakeholders' and employees' comments; editions of newsletters; progress notes; consultant recommendations and feedback; and other data generated or gathered during the strategic planning process is on file at AATA's headquarters and is available for review.
Data regarding the environment external to AATA was generated from three general areas:
A number of sources of current demographic data and future projections were reviewed by the Research Team. The findings were organized around the core issues as identified in AATA's strategic issues model and are summarized as follows:
Where: "Where will AATA need to provide its services?"
The following graphic, known as "The Bug", was used to illustrate the "where" issues described in the strategic issues model. The white portions of the graphic represent the City of Ann Arbor, while the black segment represents the remainder of the urbanized area outside the city. The shaded area represents the remainder of Washtenaw County outside both the City of Ann Arbor and the remainder of the urbanized area.
bug grphic xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Who: "Who are expected to be AATA's customers?"
313,071 to 340,000. This will primarily be the result of migration into the county.
What: "What demographic aspects affecting transportation need to be considered?"
AATA is funded primarily by Ann Arbor property tax millage, state operating assistance, passenger fares, interest income, purchase of service agreements with other governments, and federal categorical grants. These sources are currently stable, but are subject to fluctuations due to circumstances outside AATA's control.
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NOTE: Projections for the future are based on current trends and expert guesses about changes that are likely to occur. Even the best projections can be overwhelmed by unexpected events. The unabridged Research Team findings are available for review at AATA's headquarters.
An important aspect of the strategic planning process was seeking out and listening to the needs of the community. Four external stakeholder sessions were designed to initiate dialogue on the ten-year transportation needs of the area. The meetings allowed AATA to suspend all assumptions and engage in critical thinking with members of the community.
The sessions were facilitated by AATA staff and involved more than 45 stakeholders who provided a wealth of feedback about what they wanted AATA to look like in 2010, including where AATA should operate and what kinds of services it should provide. The stakeholders presented ideas and concerns regarding 35 different issues which were then grouped into the following general themes:
The stakeholders expressed many times their pleasure at being included in AATA's planning process. The stakeholders continuously voiced their strong support for AATA and stated that AATA is already doing a great job in providing public transportation services. The main concerns of these focus groups centered around AATA positioning itself to do an even better job in the coming decade and developing further strengths to take advantage of opportunities as they arise.
Information and feedback received during the stakeholders sessions was analyzed by teams working under the coordination of the Core Team. The information from the stakeholders added to the wealth of information gathered from other sources. AATA promised to share the findings of the plan with the group.
The complete notes from the Stakeholder Sessions from which this information was refined, along with a roster of the individuals involved, is available for review at AATA's offices.
Customer Service and Satisfaction Assessments
The Customer Service and Satisfaction Subcommittee of the Research Committee was charged with gathering and processing data regarding customer satisfaction with AATA's services and performance and with translating this information into a form that could be used by the Core Team in the strategic planning process. Data used in these assessments came from the following sources:
More detailed information on these studies is available for review at AATA's headquarters.
Data regarding the internal environment includes an analysis of current AATA services, as well as an assessment of internal culture and summaries of employee comments.
The Present: a Snapshot of AATA on its 30th Birthday
The research and data gathering phase included an assessment of AATA as it appears in 1999. The following represents how AATA currently addresses the core issues of "where", "who", and "what" as described in the strategic issues model:
Where: "The Geographic Area Served by AATA"
AATA provides services within the Ann Arbor and Ypsilanti urbanized areas and portions of Ypsilanti, Pittsfield and Superior Townships. It also operates an inter-urban express route between Ann Arbor, Chelsea, and Dexter. Fixed routes in Ann Arbor are located within 1/4 mile of 95% of all residences. Paratransit services are provided within 3/4 mile of all AATA fixed routes.
Who: "Customers for Whom Services are Provided"
What: "Selection of Services Available to the Public"
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An internal culture assessment was performed by a cross-functional team of AATA employees. The assessment utilized a survey prepared and later interpreted by Dr. Dan Dennison of The University of Michigan. The assessment also utilized one-on-one interviews with approximately 20 percent of AATA's employees representing all jobs and seniority levels within the organization. The internal culture assessment gave employees the opportunity to discuss qualities they felt would result in an "ideal culture" at AATA. Those ideas included:
The complete text of the Internal Culture Assessment is available for review at AATA's headquarters.
The Strategic Issues and Opportunities Team developed an interactive event in order to gather input from all employees. The purpose of this series of meetings, which became known as the "Mr. Potato Head" sessions, was to gather employees' ideas regarding AATA's core values and to begin to develop a picture of what the entire organization should look like in 2010.
Core values are considered extremely important when building a strategic plan. These values have a great impact on how the questions of "Where?", "Who?", and "What?" are answered. Core values help define AATA as a whole, as well as how it interacts with the community and treats individuals within the organization. Employees participating in Mr. Potato Head had many ideas on core values, which were then submitted to the Internal Culture Team for their use and input into the final strategic plan. The core value comments made by employees have been grouped into the categories listed below:
AATA Stresses Customer Service By:
AATA is a Professional Organization Because it:
AATA Makes Safety its Number 1 Priority By:
AATA Shows Financial Stewardship to the Community By:
AATA Strives to Be Reliable By:
AATA Uses Communications Effectively By:
AATA Practices Respect by:
AATA Uses Innovation and Creativity to Move Forward By:
AATA Makes Itself Accessible to Everyone By:
AATA Strives for Teamwork By:
Unabridged information on core value comments from employees is available at AATA's headquarters.
Employees' View of AATA's Future
During the Mr. Potato Head event, teams of AATA facilitators educated their fellow employees to help them better understand the strategic planning process. Through exercises that used the strategic issues model, employees learned to better understand the inter-relationships among the strategic issues. Employees were asked to provide their views of what AATA should look like ten years into the future. Their comments and suggestions have been summarized as follows:
AATA Should Continue Doing the Many Things it Does Well:
In Order to Meet the Challenges of 2010, AATA Should Start Doing Some Things Better:
Detailed information on employees' views can be reviewed at AATA's offices.
Once the data gathering process was completed, the information obtained regarding both the external and internal environments was integrated with the knowledge and intuition of the Core Team and AATA senior staff. This process resulted in the discovery of numerous challenges, as outlined below, that will affect AATA's future and therefore must be addressed in the strategic plan.
A Larger Transit-Dependent Population
The changing demographics of Washtenaw County indicate substantial growth in the elderly population, along with a steady increase in the number of disabled persons, school-aged children, and those who are economically disadvantaged. These groups traditionally contain high percentages of transit-dependent individuals. Existing transit users, as well as potential riders, require higher and higher levels of customer service to retain their loyalty.
Continued County-wide Urbanization and Population Growth
Industrial, commercial, and residential areas will continue to develop outside the traditional urbanized areas of Washtenaw County. Population will continue to grow rapidly, primarily due to migration from outside the county.
Increased Congestion of the County's Transportation Infrastructure
The continued economic development of Washtenaw County, coupled with increased residential development and population growth, will result in ever-greater demands upon the county's transportation infrastructure. Existing streets and highways, particularly those primary roads connecting centers of activity, will become increasingly congested.
Ongoing Technical Advances that Increase Transit's Productivity
Advancing technologies (some of which are just now emerging and being implemented by AATA) will make serving low density areas more efficient. Automatic vehicle location (AVL) systems, coupled with advanced software programs, have the potential to provide real-time scheduling and dispatching information for use in suburban settings. New vehicle technologies (such as lifts, power trains, video surveillance equipment, advanced communication systems, flexible routing software, and real-time systems monitoring) will enhance passenger safety and comfort while improving AATA's reliability and dependability.
Continued Limited Labor Supplies
Increasing economic development within Washtenaw County (particularly a rapidly expanding service sector) will result in steadily increasing demands for labor. At the same time, the existing supply of labor will diminish as the aging "baby boom" generation enters retirement. These factors will combine to make it increasingly difficult for employers to secure enough employees and will force them to reach farther afield to satisfy their labor needs. AATA will become an increasingly important link in the future labor supply network.
The Need to Improve Internal Culture
The quality of the AATA internal culture will become increasingly important in order to maintain a high level of employee satisfaction. Improved employee attitudes will translate into an improved level of customer service. In addition, the quality of the organization's internal culture will help retain existing employees as well as attract new employees in a constantly competitive labor market.
The Necessity of Attracting Non Transit-Dependent Riders
To enhance the sustainability of the Ann Arbor area, public transportation will become increasingly important in mitigating traffic congestion, helping reduce the need for expanded and expensive parking facilities, and controlling the use of land resources for the transportation infrastructure. AATA can ease pressures exerted upon transportation and parking systems by attracting more non transit-dependent riders (those people with other means of transportation readily available to them). The non transit-dependent population does not currently represent a major segment of ridership; however, this group contributes heavily to the financial support of AATA and represents a potential source of even greater financial, political, and grass roots support in the future. As population, commerce, and industry grow, it will become increasingly important to expand the base of AATA's support throughout the entire county.
The Strategic Plan: Destination 2010
The strategic plan provides a vision of what AATA will look like in the year 2010 and beyond. Structured in the manner of the strategic issues model, the plan describes:
It is important to note that these initiatives or "Action Plans" are not considered to be all-inclusive of the many possibilities or opportunities that may occur. Instead, they are intended to be representative of actions AATA may consider for implementation. Each initiative must be carefully analyzed to estimate the cost, risk, and benefit of expending resources toward its accomplishment. Such an analysis may result in an initiative being moved forward or backward in time or placed on hold awaiting a more opportune time for introduction.
There will likely arise other initiatives or actions AATA may wish to consider that have not yet been contemplated. The strategic plan allows AATA the flexibility to take advantage of unexpected opportunities or to accelerate other possibilities as conditions warrant. These unexpected or accelerated opportunities will also be subjected to a cost, risk, and benefit analysis before implementation to ensure they provide the desired level of return on investment and coordinate with or supplement the overall goals of AATA.
As part of the ongoing annual planning and goal setting process described previously, both old and newly-developed initiatives will be analyzed regarding their cost, risk, and benefit. This analysis will determine which actions should be taken during the following year in order to move AATA closer to Destination 2010.
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WHERE: TYPES OF SERVICE DEFINE AREAS OF OPERATION
As described in the data section of this document, the U.S. Census Bureau defines an "urbanized area" as any area consisting of a central place(s) and adjacent urban fringe that together have a minimum residential population of at least 50,000 people and generally an overall population density of at least 1,000 people per square mile of land area.
A "central place(s)" is the core incorporated or unincorporated place(s) of an urbanized area consisting of the most populous place(s) in the urbanized area. "Urban fringe" is the closely settled territory adjacent to the central place(s) of an urbanized area and generally has a population density of at least 1,000 people per square mile of land area.
The Ann Arbor - Ypsilanti Urbanized Area is shown on the map below. The area contains all of the Cities of Ann Arbor, Ypsilanti, and Saline; the Village of Dexter; and all or parts of the Townships of Ypsilanti, Superior, Pittsfield, Ann Arbor, Scio, Lodi, and a very small portion of Webster.
area map graphic
In 2010, AATA provides or facilitates transportation services throughout Washtenaw County and maintains links to other transportation providers in Wayne, Oakland, Livingston, Jackson, and Monroe counties. The type of service being provided defines the geographic area where that service exists. AATA operates or facilitates services in the following areas:
Fixed Route Service Area: The backbone of AATA's service is its regularly scheduled fixed routes operating within a quarter of a mile of 95% of all residents living within the urbanized area. The fixed route system centers upon the downtown areas of Ann Arbor and Ypsilanti where the major transfer facilities are located.
Airport Corridor: Regularly scheduled fixed route service is provided along the I-94 corridor between the urbanized area and Detroit Metropolitan Airport. This service links the airport with Ann Arbor, The University of Michigan, Ypsilanti, Eastern Michigan University, Willow Run Airport, Belleville, and Romulus.
Express Route Corridors: AATA operates fixed express routes along the north/south and east/west freeway corridors of I-94, US-23, and M-14. Express services operate between satellite park-and-ride commuter lots and the urbanized area. Several commuter lots serve as transfer centers between AATA's services and those of providers in adjoining urbanized counties. Commuter lots are located in:
Western Wayne County including Plymouth, Canton, and Belleville
Demand Response Service Areas: In low density urban fringe areas still under development or in outlying small communities where ridership is not sufficient to support fixed routes, AATA either operates directly or coordinates the operation of demand response services that circulate freely in and around neighborhoods. These demand response vehicles interface with regularly scheduled mainline routes at pre-determined transfer areas. Over time, these less dense neighborhoods are then served by existing regularly scheduled mainlines or by new routes as ridership grows to justify higher levels of service. Most of these neighborhood circulators operate at the outer edges of the urbanized area; however, some also operate within smaller satellite communities such as Manchester, Chelsea, Whitmore Lake, and Milan.
Special Event Transportation Areas: AATA operates a system of special event shuttles within Southeast Michigan. These shuttles transport passengers from the urbanized area to entertainment and event venues located in Wayne and Oakland Counties. These areas include stadiums, casinos, theaters, concert halls, and convention centers in the downtown Detroit area as well as amphitheaters, stadiums, and coliseums in Oakland County. In addition, these shuttles operate in reverse to transport passengers from Wayne and Oakland Counties to special events taking place within the urbanized area such as athletic and cultural events at The University of Michigan or Eastern Michigan University and festivals such as the annual Ann Arbor Art Fair.
RideShare Region: Finally, AATA's RideShare program facilitates the formation of commuter car and van pools for individuals traveling within Washtenaw County as well as for those who must travel into the county from anywhere in Southeast Michigan/Northwest Ohio. AATA serves as a clearinghouse to expedite transportation for private individuals whose primary needs are for work or study-related transportation.
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WHO: AATA STRIVES TO BE INCLUSIVE
In 2010, AATA provides or facilitates transportation within a wide area and operates many different types of services to benefit the widest base of customers possible. The bulk of its customers are served within the urbanized area surrounding Ann Arbor and Ypsilanti, since that is the area of greatest population concentration in Washtenaw County. Many additional customers travel to or from the urbanized area. Finally, customers whose transportation needs lie totally outside the urbanized area comprise a much smaller, but still important, segment of AATA's customer base. Customers include the following:
Transit-Dependent: AATA serves large numbers of transit-dependent customers such as the elderly who no longer drive; people with mobility disabilities; school, college and university students; passengers who have no access to other transportation; economically disadvantaged persons; and people who are not licensed to drive. Because many of the facilities, accommodations, agencies, and institutions designed for these individuals are located within the urbanized area, the bulk of these customers are served by AATA's fixed routes and paratransit services operating in and around Ann Arbor and Ypslilanti. Transit-dependent customers represent the largest group of AATA's riders.
Employees: Conveniently scheduled fixed routes (including expresses) serve as many working people as possible. The concentration of employees in the urbanized area (including downtown Ann Arbor, The University of Michigan, Eastern Michigan University, University Hospitals, and various industrial and research parks) makes it easier to attract employees with fixed transportation needs. These employees represent the second largest group of AATA's riders.
Non Transit-Dependent with Fixed Needs: AATA provides services to those who are described as "non transit-dependent". These people have access to other forms of transportation, but recognize the advantages of using public transit. These customers normally have specific fixed and/or repetitive transportation needs and include inbound commuters; reverse commuters; convention and special events visitors; passengers with specialized work or health related transportation needs; bicycle riders; environmentalists; socially conscious citizens; reformed auto users; employees of small to medium sized companies in industrial/research parks; late shift workers; and customers from low to moderate income households.
Non Transit-Dependent with Variable or Changing Needs: AATA provides services to customers who are traditionally non transit users but who wish to explore or utilize alternative transportation modes that offer lower costs, less stress, or which help relieve traffic congestion. These passengers generally have available to them a selection of transportation choices which may incorporate time, purpose, place, and vehicle. Trip purposes for these individuals include shopping; evening or weekend entertainment; special events; medical appointments; visiting friends; and similar trips that can be scheduled at the option of the individual.
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WHAT: ACTION PLANS TO MOVE AATA TOWARD DESTINATION 2010
On its way to Destination 2010, AATA intends to undertake a number of strategic initiatives designed to move the organization toward its preferred future. To better serve its customers, AATA initiates actions that improve and fully develop the services it operates within the urbanized area. Although Ann Arbor and Ypsilanti remain the system's hubs, AATA slowly spreads its services outward as the urbanized area develops. Actions are taken to deliver the highest quality of services possible and special efforts are made to attract non transit-dependent riders. In addition, AATA initiates actions designed to improve its internal organization. Examples of these initiatives are grouped into three basic "strategic themes" as described below.
Theme 1: Improving AATA's Services:
Theme 2: Broadening AATA's Services
Theme 3: Building the AATA Organization to Deliver its Services
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Since the strategic plan is intended to be a flexible, living document, the strategic planning process is never really finished. At minimum, the plan will be reviewed annually and modified as appropriate to account for changing environmental conditions and continuing stakeholder input. These changing conditions may have already been factored into the development of the plan as it currently exists or may materialize unexpectedly as the plan is implemented.
The first step of the implementation process involves the creation of goals and objectives by the Board of Directors in conjunction with the AATA management staff. Initially, draft goals and objectives for the organization as a whole will be developed for review and approval by the Board. Once these goals and objectives are approved, the process will cascade throughout the entire organization, starting AATA on the road toward Destination 2010.
The Ride of Choice
Additional copies of the Ann Arbor Transportation Authority "Destination 2010" Strategic Plan are available through:
Ann Arbor Transportation Authority
2700 S. Industrial Hwy.
Ann Arbor, MI 48104
734-973-6500
Ann Arbor District Library
343 S. Fifth Ave.
Ann Arbor, MI 48104
734-327-4200
Alternate formats available on request