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.”
METRO’s People Movement highlights the latest leadership changes, promotions, and personnel news across the public transit, motorcoach, and people mobility sectors.
BART began offering select parking lots to non-BART riders to generate new revenue to help address its FY27 $376M operating budget deficit brought on by remote work.
Drawing on decades of industry experience, Evans-Benson offered insights into the differences between the two, along with tips for better customer engagement and more.
The renewals include continued operations at Fort Lauderdale-Hollywood International Airport in Florida; the PRTC in Virginia; and RTC Washoe in Nevada.
The governor’s proposed auto insurance reforms could save the agency $48 million annually by limiting payouts in crashes where buses are not primarily at fault.
What truly drives the cost of a paratransit fleet? Beyond the purchase price, seven operational factors quietly determine maintenance frequency, downtime, and long-term service reliability. This whitepaper explores how these factors shape lifecycle cost and what agencies should evaluate when selecting paratransit vehicles.
In this conversation, TBC’s Executive Director Ed Redfern, President Corey Aldridge, and Washington Representative Joel Rubin outline the coalition’s key policy priorities, the challenges facing transit agencies, and how industry stakeholders can work together to strengthen the voice of bus transit at the federal level.
Amanda Wanke, who has worked at DART for 10 years, including the past 2½ years as CEO, will join Metro Transit as deputy chief operating officer, operations administration.
