October TCRP Report 21: Mobility Management Institutional Factors for Success

October Presentation Overview Mobility Management 101 Four Primary Institutional Factors for Success Case Study Illustrations Seven key themes of successful mobility management endeavors

October 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 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 What are the Institutional Factors that Lead to Successful Implementation?

October Mobility management is an agency ethos. It is an institutional state of mind than emphasizes moving people instead of the mode of transportation

October Key Institutional Factors

October 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 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 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 Emery Go Round Connects MacArthur BART with major residential, employment, school and retail complexes. Two weekday and two weekend routes 10 minute frequencies peak; minute off-peak Thrives because of strong leadership from 2-person management team.

October 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 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 passengers per hour Farebox recovery ratio of 23% Part of family of services provided by PRTC in Virginia

October 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 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 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 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 Community Transit Network Boulder, CO Part of larger effort to shift 19% auto trips to alternative transportation. Six community fixed routes with minute headways peak; off-peak Branding provides upgraded image.

October 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 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