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Transportation Disadvantaged Best Practices & Training Workshop 2013 Daytona Beach, FL.

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Presentation on theme: "Transportation Disadvantaged Best Practices & Training Workshop 2013 Daytona Beach, FL."— Presentation transcript:

1 Transportation Disadvantaged Best Practices & Training Workshop 2013 Daytona Beach, FL

2 Background Information Framework for Success Steps for Performance Measurement Discussion of Goals, Objectives, & Outcomes Performance Measures Example Measures 2

3 Definitions & Terminology 3

4 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. 4

5 Coordination with human services will remain a requirement for FTA grantees across the range of all non- rail 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

6 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. 6

7 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 7

8 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

9 Marketing campaigns for public & alternative transportation options Personalized travel assistance & training Employer support Carsharing and vanpools Safe Routes to School Land use considerations 9

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11 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! 11

12 Steps for Developing Measures 12

13 Vision & Mission GoalsObjectives Desired Outcomes Performance Measures 13

14 14 Looking Ahead Image credit: Arc of Indiana

15 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? 15

16 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 16

17 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 17

18 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 18

19 19 Visioning

20 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? 20 Image Credit: Simpsons

21 21

22 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 22

23 23 StrengthsChallenges OpportunitiesThreats SCOT

24 24  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.

25 VisionMissionGoalsObjectivesOutcomes SCOT Analysis 25

26 26 SCOT Analysis Image Credit: Developturkey.com

27 27

28 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) 28

29 Concrete statements Describe what the program is seeking to achieve Written in a way to evaluate whether or not the objective was achieved S pecific M easurable A ttainable R ealistic T ime-oriented 29

30 Here is an example of the use of a formula for drafting objectives: Complete Driver Training per recommendation by Aug ‘13 by supervisor 30 Action Verb ActivityPurposeDue Date This objective could help fulfill the goal of hiring and retaining a best-in-class staff.

31 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 31

32 32 Developing Goals & Objectives

33 VisionMissionGoalsObjectivesOutcomes SCOT Analysis 33 Performance Measures

34 34

35 Evaluate Budget Control Motivate Promote Celebrate Learn Improve SUCCESS! 35

36 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) 36

37 Quantitative = Hard measures (fact-based) Qualitative = Soft measures (indirect, intangible) 37

38 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. 38

39 Example of Outcomes and Measures Outcome What change are you measuring? Increased use of transit by seniors in rural areas. Measure What specific piece of data shows the change made by your program?  Number of seniors completing travel training (to understand how to use transit)  Number of transit rides by individuals who completed travel training  Increase in senior and other demographic groups riding transit services Example of Outcomes and Measures Outcome What change are you measuring? Increased use of transit by seniors in rural areas. 39

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41 Traditional Public Transportation Rural Public Transportation Mobility Management Regional Transportation Coordination Urban vs. Rural Rural Livability 41

42 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. 42

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44 GOAL FOCUS ON THE INDIVIDUAL OBJECTIVE Provide Customer-Driven Transportation Services DESIRED OUTCOMES 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. QUALITATIVE PERFORMANCE MEASURE Expanded transit service area to include destinations where individuals need to go (retail, health services). QUANTITATIVE PERFORMANCE MEASURE Expanded span of service (provide transit service earlier or later). WHO MEASURES? Transportation providers, lead agencies for regional transit coordination GOALFOCUS ON THE INDIVIDUAL OBJECTIVE Provide Customer-Driven Transportation Services DESIRED OUTCOMES 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. 44

45 Type of Measure CharacteristicsExample Measures Goals Input Used to identify human/capital resources to generate outputs and outcomes  #of essential staff.  # of volunteer driver needed.  # of vehicles for fixed/flexible route services. FI Process Measure products/service provided by agencies/organizations  # of training workshops held for frontline employees and community members  # of outreach community events for MM.  Types of media used to promote MM. FI EA Outputs Actual product or service provided; total number of trips over a given time period.  Percent of population served.  Use of single source call centers. FI Outcome Assessment of actual versus preferred results of the agencies activities.  # 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. FI AL ImpactCompare the direct and indirect of having MM versus not having MM  Increased accessibility and livability  Less traffic and congestion  Reduction in dead heard miles.  Increased transit oriented development. FI AL FS 45

46 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. 46

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48 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: Vehicle miles and hours. Passenger trips. Total operating expenses. Accidents/safety incidents. On-time trips (performance). No-shows. Complaint rate. 48

49 Local Operating Investment per Operating Expense Ridership* per Index of Transit Need Population Rural Transit Accessibility Level % Workers that Did Not Drive Alone to Work Household Income after Transportation + Housing Expenses Ridership* per Developed Land Area * Annual Unlinked Passenger Trips Performance Measure Livability Principle Direction to Improve Coordinate and Leverage Federal Policies and Investment Enhance Economic Competitiveness Value Communities and Neighborhoods Support Existing Communities Provide More Transportation Choices Promote Equitable Affordable Housing 49

50 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 50

51 51 “Design your own” Performance Measures Photo Credit: Investment Performance Guy

52 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? 52

53 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 53 Image credit: North Dakota Community Action Partnership

54 TxDOT Research RMC : 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: 54

55 “When performance is measured, performance improves. When performance is measured and reported, the rate of performance accelerates.” (Thomas Monson, 55

56 Meredith Highsmith, AICP Assistant Research Scientist Transit Mobility Program Texas A&M Transportation Institute


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