Using data-driven management to generate change and enhance performance: the Greater Cleveland Regional Transit Authority's TransitStat links technology and data systems to performance and accountability.

• Author: Sutula, Kay
• Position: Solutions

Data-driven management is required if an organization is to achieve break-through performance. To this end, the Greater Cleveland Regional Transit Authority's (GCRTA) has developed TransitStat, a performance monitoring program and philosophy TransitStat gathers, reviews, analyzes, and monitors critical success measures, linking technology and data systems to performance and accountability.

TransitStat is GCRTA's adaptation of CompStat, used by the New York Police Department, and CitiStat, used by the City of Baltimore, Maryland. The program requires GCRTA's management personnel to use the authority's data to define, measure, analyze, improve, and control operations while linking established goals to the authority's business strategies.

The current business environment is one of constrained revenues. Sales tax growth will be minimal for the foreseeable future, and continued assistance from the state and federal government at current levels is unlikely. However, expenditures in labor, fuel, and utilities continue to grow. 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. The organization has embraced these tools as important components of future planning. TransitStat has helped GCRTA save $23.89 million over a three-year period, not including the qualitative enhancements of better performance.

PERFORMANCE STAT

TransitStat. In December 2007, GCRTA adapted the performance stat model to the transit environment and called its program TransitStat. TransitStat, which is characterized by weekly performance monitoring forums, is a critical link to achieving high-level performance in the authority's three most critical objectives: maintaining financial health, improving customer service, and enhancing the image of the regional transit authority. (See Exhibit 1 for the basic principles of performance stat programs.)

GCRTA's executive management team, Office of Management and Budget (OMB), and several department directors are panel members for these forums. The entire panel comprises leaders who can effect change--the chief executive officer, the deputy general manager of operations, the deputy general manager of human resources, the director of procurement, the executive director for internal audit, and the executive director for the OMB. The people who are needed to address critical issues are at the table, so decisions and...