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For small transit agencies to remain effective and to grow in service, they must respond to a number of national and local trends. The Intermodal Surface Transportation Efficiency Act, Clean Air Act, Americans with Disabilities Act, and local economic conditions are but a few of the recent events that mandate the use of long-range planning for small transit agencies. A research effort that identifies and discusses the key issues for strategic planning of transit agencies in small and medium-sized communities is outlined. Strategic planning can be a difficult undertaking, particularly for smaller agencies, because they either do not have the staff and time resources to carry out analysis of organizational practices, consumer needs, and political environment or do not feel the need for such formal processes because their organizations are simple enough and the strategy setting can be based on managerial experience and judgment. In addition, a case study of a recently completed study for the transit agency in Charleston, West Virginia, is presented.
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