MARTAMARTAMetropolitan Atlanta Rapid Transit Metropolitan Atlanta Rapid Transit

AuthorityAuthority

M.A.R.T.AM.A.R.T.AMETROPOLITAN ATLANTA RAPID TRANSIT AUTHORITHY

MARTA and the COMMUNITY MARTA and the COMMUNITY MARTA has always been about the community, offering employees charity clubs

linked to non-profit organization and resources that offer goods and services to the disadvantaged. M.A.R.T.A offers programs like (TOD) Transit Oriented Development, Green Light Recycle your way of thinking and Junior Achievement students for job shadow day and a host of other events and programs to help the community.

M.A.R.T.AM.A.R.T.A20102010

In 2010 M.A.R.T.A’s new CEO Beverly Scott was hired. She was chosen because of her reputation of turning a failing transit system around. There were much needed changes to be made and she was the one that was seemingly the most qualified for the job. Mrs. Scott started making changes within headquarters immediately. Funds were being wasted and Marta’s vision was no longer a focus.

The 2010 changes included downsizing and reorganization of departmental structure. Routes were cut, over 800 positions were eliminated which meant over 800 employees were either laid off or reduced to part-time positions. This change was needed to help balance the budget, but the culture of M.A.R.T.A stood in the way and determined the outcome.

MARTAMARTAFinancial Results Financial Results

For 2010, MARTA’s total net assets were $1.9 billion. Net assets decreased by $99 million from the previous fiscal year when net assets were $2 billion.

For 2011, MARTA’s total net assets were $1.682 billion. Net assets decreased by $167 million from the previous fiscal year when net assets were $1.849 billion.

For 2012, MARTA’s total net assets were $1.595 billion. Net assets decreased by $87.4 million from the previous fiscal year when net assets were $1.682 billion.

Details to all financial results can be found in the accompanying Management’s Discussion and Analysis, financial statements and associated notes

MARTAMARTAStreetcar ProjectStreetcar Project

MARTAMARTACommunicating the Change Communicating the Change

Before the change was implemented there were several town hall meetings for the public to attend, flyers put on bus and other public areas for customer viewing. During the implementation of the change the CEO Beverly Scott visited each garage and made a presentation of things to come. After the change had taken place there wasn’t much more mentioned about it and soon Beverly Scott resigned her position with the company.

The CEO did not complete her tenure with MARTA so it is still unclear as to what the post-implementation

strategies were. It is clear that all position within one area were recreated giving the impression that they should have never been dissolve in the first place. The cuts that took place that involved over spending are still in place, but the deficits continues to grow.

MARTAMARTAResistanceResistance

There were many forms of resistance during the 2010 change at MARTA. Part of the resistance from employees came as a sick out. Headquarters experienced many unexpected resignations and many though out the company took unplanned vacation, time off and even early retirement. Some other forms of resistance were bad mouthing the company, not following company policy, which caused the company to lose revenue.

Most senior employees went into self-preservation mode, which affected the company very negatively and made more of

an impact. Seemly the type and amount of resistance was not anticipated to the capacity that happened because many employees that were laid off and demoted were reinstated earlier then anticipated. HR was effected causing a delay in paperwork and payroll being processed in a timely manner. Threats were used as a tactic to overcome some of the resistance and it did work to a degree. There were also talks about large bonuses given to executive employees, this was never confirmed or denied.

Employees were either given misinformation or no information at all. I attended a meeting that my General Superintendent held, I asked should I be worried about my job position? I was told I would not be affected by the layoff. A week later I was offered part-time or I could take the layoff and collect unemployment. This change may have put the company in a worst position then it was in before 2010.

MARTAMARTAEmployeesEmployees

MARTAMARTACEO Keith ParkerCEO Keith Parker

We have a new CEO as of October 2012 and presently it does not appear Keith Parker is following the same change process of the past. He has implemented new and improved technology in several areas that was long over due. Mr. Parker has an open door policy that I will be trying out soon. One year is too early to judge rather his experience and vision is going to be good for the company, but we are hopeful.

ReferencesReferences

http://www.itsmarta.com

http://www.flickr.com

Allen, D (June 2012) Comprehensive Annual Financial Report. Itsmarta.com. Regrieved October 17, 2013, from http://www.itsmarta.com

Allen, D (June 2011) Comprehensive Annual Financial Report. Itsmarta.com. Regrieved October 17, 2013, from http://www.itsmarta.com

Allen, D (June 2010) Comprehensive Annual Financial Report. Itsmarta.com. Regrieved October 17, 2013, from http://www.itsmarta.com

Floyd, A (2013 October 17). Personal interview.

Mass, T (2013 October 17). Personal interview.

Rivera, D (2013 October 16). Telephone interview.

Stock, B (2013 October 10). Personal interview