Transportation Disadvantaged Best
Practices & Training Workshop 2013
Daytona Beach, FL
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Background Information
Framework for Success
Steps for Performance Measurement
Discussion of Goals, Objectives, & Outcomes
Performance Measures
Example Measures
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Definitions & Terminology
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• SAFETEA-LU required locally developed, coordinated
public transportation and human services plans for many
federal-aid transportation programs.
• FTA’s guidance states that regional
transportation coordination plan updates
occur every four years for non-compliant
areas and every five years for compliant
areas.
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• Coordination with human services will remain a
requirement for FTA grantees across the range of all nonrail FTA programs.
• Coordination with human services continues to be a
requirement of statewide and metropolitan transportation
planning.
• Coordination of service delivery continues to be a
requirement in all three core FTA grant programs as
authorized by MAP-21: Section 5307, 5310 and 5311.
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• An assessment of transportation needs for individuals
with disabilities, seniors, and people with low incomes;
• An assessment of available transportation services that
identifies current providers;
• Strategies to address the identified gaps between
current services and needs, as well as opportunities to
improve efficiencies in service delivery; and
• Priorities for implementing strategies.
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• Innovative approach for
managing and delivering
coordinated transportation
• Embraces the full family of
transportation services
• Emphasizes the movement of customers through a wide
range of transportation options and service providers
• Works to achieve a more cost-effective and efficient
transportation system
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• Under MAP-21, mobility management is considered a
capital expense, eligible for 80 percent federal
funding.
• The definition of mobility management is unchanged
from current transportation law, SAFETEA-LU
provisions.
• Mobility management continues to be an eligible
capital expense in every FTA grant program other
than Section 5309.
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• Marketing campaigns for
public & alternative
transportation options
• Personalized travel
assistance & training
• Employer support
• Carsharing and vanpools
• Safe Routes to School
• Land use considerations
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• Many different mobility management programs
nationally
• No two programs are alike
• Shared goals: efficiency, cost effectiveness
• How do programs demonstrate “success” in order to
continue funding?
• Need for Goals, Objectives, and Performance
Measures!
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Steps for Developing Measures
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Vision &
Mission
Performance
Measures
Desired
Outcomes
Goals
Objectives
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Looking Ahead
Image credit: Arc of Indiana
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What is the vision of your program/effort?
What is the mission of your program/effort?
What are your priorities?
What kinds of services do you offer?
Who are your customers?
What are your available funds?
What are your constraints?
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• Provides a framework for guiding the planning of
mobility management and coordination
• Each step in the process (work plan, or day-to-day
activities) should reflect
back to the vision,
mission and goals of
the effort
• Provides direction
for developing
appropriate performance
measures
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• Articulates the future of the organization within the
community
• Provides a link between the present and the future.
Benefits of Developing the Vision:
• Gives direction & focus
• Direct correlation to the local community &
stakeholders
• Employee recruitment, retention, motivation
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• Defines the fundamental purpose of an organization.
• Describes what the organization does to achieve the
Vision.
Benefits of Developing the Mission:
• Clarify the organization’s purpose
• Aids in “selling” the organization’s product or services
• Justifies the organization’s reason for existing
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Visioning
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When I think of my program/effort, I
think of…______________________.
I want others to see us as
______________________.
Where do you want to be 5 years from
now?
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Image Credit: Simpsons
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• Strengths: internal characteristics that give an
advantage to achieve performance goals
• Challenges: internal characteristics that place you at a
risk for not achieving performance goals
• Opportunities: external opportunities to improve transit
performance
• Threats: external elements that could cause trouble
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Strengths
Challenges
SCOT
Opportunities
Threats
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Identify the issues or problems you intend to change
Set or reaffirm goals
Create an action plan
Remember: Be open to the possibilities that exist within
a weakness or threat.
Likewise, recognize that an opportunity can become a
threat if everyone else sees the opportunity and plans
to take advantage of it as well, thereby increasing your
competition.
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Vision
Outcomes
SCOT Analysis
Objectives
Mission
Goals
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SCOT Analysis
Image Credit: Developturkey.com
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• Describe what coordination/mobility management will
accomplish
• Describes the overall value your effort contributes to
transportation
• Provides overall context for what the effort is trying to
accomplish
• Variations are a product of program typology and
agency resources (limited or otherwise)
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• Concrete statements
• Describe what the program is seeking to achieve
• Written in a way to evaluate whether or not the
objective was achieved
Specific
Measurable
Attainable
Realistic
Time-oriented
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• Here is an example of the use of a formula for drafting
objectives:
Action
Verb
Complete
Activity
Driver Training
Purpose
Due Date
per recommendation
by supervisor
by Aug ‘13
This objective could help fulfill the goal of
hiring and retaining a best-in-class staff.
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1. Focus on the Individual
1. Provide customer-driven transportation services
2. Develop & offer services to
meet individuals’ needs
3. Focus on the quality of
customer service
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Developing Goals &
Objectives
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Vision
Performance
Measures
SCOT Analysis
Outcomes
Objectives
Mission
Goals
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Evaluate
Budget
Control
Motivate
Promote
Celebrate
Learn
Improve
SUCCESS!
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• Define what is important to the program
• Provide baseline information on current conditions
and performance
• Evaluate the success of the program
• Provide a metric for communications (communication
of success)
• Serve as criteria for investment decisions
(i.e., save on parking, reduction in new lanes)
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Quantitative = Hard measures (fact-based)
Qualitative = Soft measures (indirect, intangible)
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Input
Used to identify human and capital resources needed to generate outputs
and outcomes.
Process
Used to distinguish the intermediate steps in the production process of the
product or service.
Output
Used to measure the actual product or service completed by the
agency/organization.
Outcome
Assess the expected, preferred, or actual result(s) by which the outputs of
the activities of the agency/organization meet the desired results.
Impact
Evaluate the direct or indirect effects as a result of attaining the goals of
the program.
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Example of Outcomes and Measures
Example of Outcomes and Measures
Outcome
Outcome
What
What change
change are
are you
you
measuring?
measuring?
Increased
Increased use
use of
of transit
transit by
by seniors
seniors in
in
rural
rural areas.
areas.
Measure
 Number of seniors completing travel
training (to understand how to use
transit)
What specific piece of data
 Number of transit rides by individuals
shows the change made by
who completed travel training
your program?
 Increase in senior and other
demographic groups riding transit
services
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Traditional Public Transportation
Rural Public Transportation
Mobility Management
Regional Transportation Coordination
Urban vs. Rural
Rural Livability
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Operating cost per passenger trip and mile.
Operating cost per vehicle hour and mile.
Passenger revenue per total operating cost or fare recovery ratio.
Passenger trips per vehicle hour and miles.
Accidents per 100,000 miles.
No-shows per scheduled trips.
On-time pick-ups to total pick-ups (on-time performance).
Complaints per 1,000 passenger trips.
Average trip length.
Average vehicle travel time.
System speed.
Response time.
Trip denials per trip requested.
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GOAL
GOAL
OBJECTIVE
DESIRED
OUTCOMES
QUALITATIVE
PERFORMANCE
MEASURE
QUANTITATIVE
PERFORMANCE
MEASURE
WHO MEASURES?
FOCUSON
ON THE
THE INDIVIDUAL
FOCUS
INDIVIDUAL
Provide Customer-Driven Transportation Services
• More service options in the regional service area.
• Fewer passenger trip refusals.
• Greater dependability of service and decrease in wait time.
• Greater access to jobs.
• Greater opportunities for social and recreational trips.
• Increase in transit ridership.
Expanded transit service area to include destinations where
individuals need to go (retail, health services).
Expanded span of service (provide transit service earlier or later).
Transportation providers, lead agencies for regional transit
coordination
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Type of
Characteristics
Measure
Input
Used to identify human/capital
resources to generate outputs and
outcomes
Process
Outputs
Outcome
Impact
Example Measures
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Measure products/service provided 
by agencies/organizations
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Actual product or service provided; 
total number of trips over a given 
time period.
Assessment of actual versus
preferred results of the agencies
activities.
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Compare the direct and indirect of 
having MM versus not having MM
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Goals
#of essential staff.
# of volunteer driver needed.
# of vehicles for fixed/flexible route
services.
# of training workshops held for frontline
employees and community members
# of outreach community events for MM.
Types of media used to promote MM.
Percent of population served.
Use of single source call centers.
FI
# of passengers served and decrease in
the number of trip denials.
Awareness of service gaps and those
decreased over time.
Reduction in VMT at local/regional levels.
Increased accessibility and livability
Less traffic and congestion
Reduction in dead heard miles.
Increased transit oriented development.
FI
FI
EA
FI
AL
FI
AL
FS
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• Goal 1: Preserve and expand transportation services for the public
and human service agencies, especially those services that meet the
critical needs of the transportation disadvantaged.
• Goal 2: Maintain and improve the quality and safety of
transportation services for the public.
• Goal 3: Secure formal state and local agency agreements and
identify and address funding, regulatory, programmatic, attitudinal,
and geographic barriers to implement coordinated transportation in
the Capital Area.
• Goal 4: Increase the efficiency of transportation services for the
public and human service clients.
• Goal 5: Increase public awareness of mobility options and improve
access to transportation services for the public.
• Goal 6: Further state and regional efforts to improve quality of life
and reduce air pollution.
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• In rural areas, performance measurement of mobility
management/coordination programs differs slightly from that in
urban settings.
• In urban areas, the major concerns in performance measurement
include managing ridership demand and high costs per passenger
trip,
• In rural areas, the focus is mainly on funding and in maintaining an
aging fleet in roadworthy condition to meet service demands.
Performance Measures in rural areas may include:
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Vehicle miles and hours.
Passenger trips.
Total operating expenses.
Accidents/safety incidents.
On-time trips (performance).
No-shows.
Complaint rate.
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Livability
Principle
Performance Measure
Coordinate and
Leverage Federal
Policies and
Investment
Local Operating Investment per Operating Expense
Value
Communities and
Neighborhoods
Ridership* per Index of Transit Need Population
Enhance
Economic
Competitiveness
Rural Transit Accessibility Level
Provide More
Transportation
Choices
Promote
Equitable
Affordable
Housing
Support Existing
Communities
Direction to
Improve
% Workers that Did Not Drive Alone to Work
Household Income after
Transportation + Housing Expenses
Ridership* per Developed Land Area
* Annual Unlinked Passenger Trips
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In collecting and processing information for performance
measurement, the following factors need to be taken into
consideration:
• Appropriateness of the measure
• Complete, consistent, and useful data
• Accuracy and timeliness of data
• Understanding of data limitations
• Reliability of measurement data
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“Design your own”
Performance Measures
Photo Credit: Investment Performance Guy
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• What –what are you trying to measure?
• How –how will it be measured?
• Who –who will be responsible for providing, collecting,
and updating the data?
• Where –where will the measure be used?
(program appropriateness)
• When –how often do you measure?
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• Working on National Center for Mobility Management
• Establishing a resources clearinghouse for information
• Future research on national best practices in regional
transportation coordination
• Future webinars to support
coordinators & mobility
managers
Image credit: North Dakota Community Action Partnership
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• TxDOT Research RMC 0-6633:
Performance Measures for Public Transit Mobility Management
• Rural Transit Livability Performance Measures Suitable for Use at a
National Level
• Research findings funded by TxDOT’s Cooperative Research Program
and the Federal Transit Authority
Full research reports may be accessed at the following link, under projects & publications:
http://tti.tamu.edu/group/transit-mobility/
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“When performance is measured,
performance improves.
When performance is measured and
reported, the rate of performance
accelerates.”
(Thomas Monson, http://www.goodreads.com/quotes/221276)
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Meredith Highsmith, AICP
Assistant Research Scientist
Transit Mobility Program
Texas A&M Transportation Institute
M-highsmith@tamu.edu
+1.512.407.1110
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