October 6. 2005 TCRP Report 21: Mobility Management Institutional Factors for Success.

October 6. 2005

TCRP Report 21: Mobility Management

Institutional Factors for Success

October 6. 2005

Presentation Overview

• Mobility Management 101

• Four Primary Institutional Factors for Success

• Case Study Illustrations

• Seven key themes of successful mobility management endeavors

October 6. 2005

TCRP Report 21 Definition: “A mobility manager is a transportation organization serving the general public that responds

to and influences the demands of the market by undertaking actions and supportive strategies, directly or in

collaboration with others, to provide a full-range of options to the single

occupant vehicle.”

October 6. 2005

Four Mobility Management Functions

• Operational: service routes, community shuttles, vanpool subsidies, DAR, etc.

• Technological: real-time dispatching, multiprovider reservations, telecommuting centers, etc.

• Informational/Programmatic: collaborative arrangements with ridesharing agencies, 511, etc.

• Land Use: transit villages

October 6. 2005

What are the Institutional Factors that Lead to Successful

Implementation?

October 6. 2005

Mobility management is an agency ethos. It is an institutional

state of mind than emphasizes moving people instead of the

mode of transportation

October 6. 2005

Key Institutional Factors

October 6. 2005

Highest Control Factors

• Leadership: mobility management is successful where a leader champions the cause, convinces elected officials, takes risks, shares power and recognition.

• Organization Culture: open to change, market driven, cohesive internal vision and mission. Creativity rewarded. No bias towards a single mode.

October 6. 2005

Highest Control Factors

• Management Capabilities: understanding of service alternatives, fostering roles of other organizations, and seeking innovative funding possibilities

Personal Addition:

Performance measure and cost

Cost per trip and subsidy per trip are key indicators.

Openness to competitive contracting.

October 6. 2005

Case Studies

• Emery Go Round: operated by a transportation management association

• OmniLink: operated by Potomac Rappahannock Transportation Commission

• Midday Shuttle operated by the City of Menlo Park

• Caltrain and BART shuttles operated by SamTrans• Community Transit Network operated by the City

of Boulder

October 6. 2005

Emery Go Round

• Connects MacArthur BART with major residential, employment, school and retail complexes.

• Two weekday and two weekend routes• 10 minute frequencies peak; 15-20 minute

off-peak• Thrives because of strong leadership from

2-person management team.

October 6. 2005

• Motto: “taking customers where they want to go, when they want to go.”

• Property Based Business Improvement District has provided stable funding source. TMA contracts with City of Emeryville.

• Free to passengers• 36.7 passengers per hour.• $1.65 cost per passenger

October 6. 2005

PRTC OmniLink

• State-of-the-art technology utilized to accommodate passenger route deviations

• Relieves some of the trips made my pure demand responsive service.

• Serves areas where there is occasional demand, but fixed-route not cost-effective.

• 10% of passengers request route deviations

October 6. 2005

• 12-14 passengers per hour

• Farebox recovery ratio of 23%

• Part of family of services provided by PRTC in Virginia

October 6. 2005

Menlo Park Community Service Route

• Two-bus one route service primarily designed to serve needs of seniors.

• Operates 9:30 am to 3:30 pm, clock hourly headways.

• Picks up and drops off passengers at front door of local Safeway, Stanford medical clinics, library, senior centers, etc.

• Free to passengers

October 6. 2005

• City of Menlo Park logo painted on side of contracted bus.

• Funding mix of redevelopment, Measure A, and BAAQMD monies

• Operating cost per hour of $45 including cutaway bus.

• Passengers per hour: 9.7• Cost per passenger trip: $4.62

October 6. 2005

Caltrain and SamTrans Shuttles

• Innovative funding partnerships with 8 cities and over 150 employers.

• Employers/cities contribute 25% of shuttle cost in lieu of passenger fares.

• 75% subsidy mix of JPB, TA, BAAQMD, C/CAG funds.

• Significant flexibility in how shuttles are operated and managed.

October 6. 2005

• Rail Shuttle coordinator provides entrepreneurial spirit to matching services to markets.

• 39 shuttles provide 1.3 million annual trips.

• Average cost of $3.14 per trip

October 6. 2005

Community Transit NetworkBoulder, CO

• Part of larger effort to shift 19% auto trips to alternative transportation.

• Six community fixed routes with 15-20 minute headways peak; 15-30 off-peak

• Branding provides upgraded image.

October 6. 2005

• Group pass model for both employers and residential areas.

• Service and marketing improvements: 1990: 5,000 passengers/day to 2004: 26,000/day.

• $1.32 to $3.34 per passenger trip.

October 6. 2005

Seven Key Themes• Matching services to market needs• Customer service and community orientation• Maintaining a cost-effective cost per passenger• Collaborative partnerships to leverage resources and

engender local ownership• Flexibility to meet needs• Entrepreneurial management with leadership of key

person• Successful mobility management programs can be

housed in a variety of institutional structures, including CTSAs