Preliminary Scope

Background

More than two dozen US transit agencies have established formal Customer Experience (CX) programs in recent years to elevate rider voices and customer-centricity. These CX programs are central to agency efforts to provide equitable and dignified services to underserved populations that have limited transportation choices, and to build transit use among choice riders. This is particularly important in the context of post-pandemic ridership declines. 

US transit agencies that have established, or are establishing, CX program include the likes of LA Metro in Southern California and Trinity Metro in Fort Worth, Texas. LA Metro established it’s CX program in 2020 to “sharpen its focus on customers” (transitcx.org, 2024). LA Metro also hopes to utilize it’s CX program to create a smooth transit experience as it will receive a lot of attention leading up to, and including, the 2028 Summer Olympic Games. Trinity Metro has Community Outreach and Transit ENVOY teams that provide education, support, and training to assist its customers in navigating the system. 

Synthesis Objective

Currently there are no standards for transit CX programs, so with the rapid growth of CX organizational structures, program objectives, and methods currently vary widely. The synthesis would be useful in documenting the different models for transit agencies to consider developing and refine CX programs. 

The objective is to document emerging practices in transit CX programs. In particular, the synthesis would gather the following information to meet this objective:

• Customer Experience program objectives – this would include mission and vision statements for each agency’s program.
• Scope – this would document how each agency defines “Customer” and “Experience.” What “customers” does the program address: riders, potential riders, contractors, community members? Does the program include Employee Experience (EX) initiatives to address obstacles employees face and make it easier for employees to deliver CX improvements to riders? And what “experiences” are covered? Do programs cover all pain points that customers experience, or are they limited to just certain aspects of the customer experience like passenger information or fare payment? Do programs include User Experience (UX) design and testing of smartphone apps, websites, fare collection interfaces, transit vehicle interior designs, and other products used by customers?
• Organizational structure – where in the organization is each CX program situated, and how does it interrelate with other departments? What responsibilities and authorities does each program have?
• Listening posts – what listening posts are used to bring the voice of the customer into agency decision making, to build a holistic understanding of customer wants and needs, and to identify customer pain points? Do agencies gather insights from employee or rider focus groups, comments received at community and Board meetings, journey mapping, and complaints/compliments received by customer service agents and via social media? To what degree is analysis of the various listening posts unified to provide coherent guidance to guide agency priorities?
• Key Experience Indicators (KEI’s) – this would document CX program KEI’s and how these interrelated with agency Key Performance Indicators (KPI’s), as well as Diversity, Equity, and Inclusion programs.
• Culture – what initiatives are underway to create a customer centric culture, and what are the measures of effectiveness?
• Institutionalization of Customer Experience – what changes are being made to agency policies, procedures, and practices to create a permanent, sustained focus on improving customer experiences? How is customer experience considered when creating objectives and budgets, setting service and facility standards, or conducting performance appraisals, for example?
• Staffing and resources to deliver the program – the synthesis would collect and analyze organization charts to document how Customer Experience programs are staffed, and information on the cost to establish and nurture various types of Customer Experience programs. It will also inventory tools agencies might use to advance CX including CRM (Customer Relationship Management) systems, data analysis software, and AI (Artificial Intelligence).
• Tangible improvements to customers – what tangible improvements have transit customers enjoyed as a result of transit agency CX programs? 

The synthesis would utilize:

• A survey of agencies.
• Follow-up interviews with selected agencies (case examples).
• A review of Customer Experience Plans and/or websites of selected agencies (literature review).
• Identification of knowledge gaps, and suggestions for research to address gaps.