Branded “Clinton’s Customer Service Experience,” the unusual initiative developed by Forbes immersed the executive director in day-to-day customer service operations.
Palm Tran
2 min to read
Branded “Clinton’s Customer Service Experience,” the unusual initiative developed by Forbes immersed the executive director in day-to-day customer service operations.
Palm Tran
Looking for guidance on riding the bus, callers to Palm Tran’s Customer Service Center had the unexpected opportunity to speak with the agency’s leader. Executive Director Clinton B. Forbes spent hours on the phone assisting fixed-route riders with questions, directions, and other transit needs. It was not an easy feat, but the experience resulted in an exchange of ideas to provide even better customer service.
Branded “Clinton’s Customer Service Experience,” the unusual initiative developed by Forbes immersed the executive director in day-to-day customer service operations. Forbes described the experience as enlightening. Though challenging, he acquired a more comprehensive understanding of the challenges faced in the department.
Ad Loading...
“It is not easy work,” Forbes admitted. “It is a lot of questions that customers want answers to right away. I am very proud of the folks that work at the center. They ensure our customers get the information they need.”
“It was nice for the agents to see that the director cares enough to take calls just like they do,” Customer Service Administrator Lina Aragon said. “He did relatively well, but he will have to go through more training to be an effective customer service agent.”
Between taking calls, Forbes received feedback from seasoned agents on how the department could flourish. Employees took advantage of the opportunity to speak directly to the executive director and share their ideas on potential enhancements.
“I think he liked it and he certainly enjoyed being able to talk to the people,” said Customer Service Supervisor Jeff McGregor. “I could see from the staff expressions that Forbes was doing a great job. I hope he does it again.”
The plan represents an increase of just 1.9% over the current year, and includes investments in new buses, more full-length fare gates, and other enhancements for customers.
The announcement highlights the long-standing partnership between the Class I railroad and the commuter rail system, dating back to Metra's creation in 1983.
In Part 1, Blandon shares his journey from the U.S. Marines to a leadership role in public transit, along with insights on mentorship and professional growth within the industry.
The revamped Buyer’s Guide will reach METRO’s audience of more than 17,000 print and digital subscribers, providing suppliers with year-round visibility in front of transit agency leaders, motorcoach operators, and industry decision-makers across North America.
Funded through the 2025 Investment Plan, the new R2 Marine–Willingdon RapidBus is expected to begin service in September, more than three months ahead of schedule.
In addition to new projects, progress continues on a multiyear effort to upgrade track, electrical, and signal systems on the Metra Electric Line to accommodate the expansion of service on the South Shore Line.
Behind every sold-out game is a transit playbook built on data, partnerships, and precision timing to move thousands of fans. Here’s how agencies make it work.
The Maryland Transit Administration is advancing the nearly $1.4 billion Light Rail Modernization Program, which modernizes the Baltimore Central Light Rail Line from Hunt Valley to BWI Thurgood Marshall Airport with new, low-floor vehicles and upgrades to all light rail stations, systems, and maintenance facilities.
Created with local artist Dante Lewis, the new “On the Move” audio identity aims to unify messaging and deepen the rider experience across agency platforms.
