![]() ![]() The MARTA position also would enable Parker and his wife, both Virginia natives, to move back to the eastern part of the United States, where they could raise their children closer to family. Ridership at the San Antonio system was at an all-time high, construction had begun on the region's first bus rapid transit line and the agency had completed a long-range transit plan that included a proposal for the city's first modern streetcar system. The association had recognized Parker as Outstanding General Manager in 20. ![]() He had just started his third year as president and CEO of VIA, which had been named Outstanding Metropolitan Transit System by the Texas Transit Association for the second-straight year. At the time, Parker wasn't looking for a new job. That mission - and the challenges associated with carrying it out - are what captured Parker's attention nearly two years ago, when a recruiting firm contacted him about the MARTA post. "We will be more efficient, more customer friendly and more employee friendly." "We have to get our house in order so we can take away all the legitimate arguments people may pose to investing in the system," Parker says. But Parker believes that over time, MARTA can become a more efficient and accountable organization that promotes a culture of "routine excellence." If that happens, MARTA could be better positioned to finally implement long-planned expansions. Morale improvements don't happen overnight, public perception is difficult to change and service improvements only can be made incrementally. ![]() Still, there's plenty more work to be done. With Parker at the helm, MARTA has spent the past 15 months working to address budget issues and pare back expenses, implement accountability measures, and improve relationships with customers, employees and state legislators. Before that, Parker was CEO of the Charlotte Area Transit System, where he was charged with rebuilding public trust in the agency after light-rail construction costs ballooned, leading to a public and political backlash. There, he helped garner political and public support for the city's first modern streetcar system. ![]() Known for his diplomacy and ability to communicate the benefits of and need for transit to a variety of audiences, Parker headed San Antonio's VIA Metropolitan Transit prior to joining MARTA. To help right the ship, the board in October 2012 named Keith Parker as the next GM and CEO. MARTA officials knew they had to make some major changes to repair the agency's image, implement audit recommendations and address financial woes. Meanwhile, state legislators - many of whom had long questioned the agency's management and operations - were more critical than ever. The moves left customers unhappy and employees dissatisfied. Agency execs also had to plow through reserves to keep MARTA afloat. The recession and resulting revenue shortfall forced agency executives to hike fares, slash service, eliminate jobs and freeze wages between 20. MARTA was particularly hard-hit during the Great Recession the agency is the largest in the United States that doesn't receive state funding, so it relies almost entirely on farebox and sales tax revenue to cover operating and capital expenses. In many respects, 2012 was merely the latest in a string of challenging years for the agency, which has operated rail service in the Atlanta metropolitan region since 1979. And, the MARTA board was on the hunt for a new general manager and chief executive officer to replace Beverly Scott, who would step down once her contract expired at the end of the year. The agency also received the results of a year-long management and operations audit that unveiled jarring inefficiencies, budget shortfalls and employee morale issues. Georgia voters failed to pass a transportation referendum that would have helped fund a long-awaited transit system expansion. by Angela Cotey, senior associate editorįor the Metropolitan Atlanta Rapid Transit Authority (MARTA), 2012 was an eventful year. ![]()
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