This paper which notes that streamlining a transit agency must involve a close consideration of contracts, cash management, and customers, discusses control deficits, contracts, and cash, as well as paying customers. The first step toward controlling transit deficits is the recognition that transit management has a variety of tools to influence the bottom line which indicates how much one could loose. Transit agencies owe to their sponsors a realistic set of service, fare and efficiency options so that transit needs could be rationally weighed against other public funding priorities. The need for innovation in the labor contract is noted. One promising concept is a productivity allowance to share with employees a portion of the revenue increase due to new ridership. A commonality of purpose based on mutual survival should be stressed at the bargaining table. Public liability and property damage insurance, employee health insurance, shopping for fuel and oil, professional services and administrative costs, pensions, and marketing costs are also discussed. Comments are made on cash management, and the four phases of the Urban Mass Transportation Administration's operating grant cycle are reviewed. Comments are also made on the gaining of paying customers.

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  • Corporate Authors:

    Executive Publications, Incorporated

    1725 K Stret NW
    Washington, DC  United States  20006
  • Authors:
    • Scheiner, J I
  • Publication Date: 1977-4

Media Info

  • Pagination: p. 22-24
  • Serial:
    • Volume: 9
    • Issue Number: 4
    • Publisher: Executive Publications, Incorporated
    • ISSN: 0017-2626

Subject/Index Terms

Filing Info

  • Accession Number: 00157184
  • Record Type: Publication
  • Files: TRIS
  • Created Date: Feb 16 1981 12:00AM