The Roots of “Mobility Management”

1. The Roots of “Mobility Management” AASHTO SCOPT Winter Meeting December 3, 2009 Phoenix, AZ Bob Stanley Former Principal, Cambridge Systematics, Inc. Principal Investigator, TCRP “New Paradigms”

2. Two Converging Imperatives 1. The decades long struggle to advance “servicecoordination,”driven by ‘internal’ concerns over costs and efficiency. 2. Lessons drawn more recently from fundamental changes across business and industry i.e. the emergence of a new mobility management “paradigm.”

3. Some Perspectives on Change “It is futile…to try to ignore the changes and to pretend that tomorrow will be like yesterday, only more so.” “The first policy…and the foundation of all others…is to abandon yesterday.” Peter Drucker, 1999 “…[ managing mobility ] must be predicated on constant change, not stability; organized around networks, not rigid hierarchies; built on shifting partnershipsand alliances, not self-sufficiency; and constructed on technological advantages, not bricks and mortar.” Business Week, August 2000

4. Lessons from the Outside • Experiences in major industries Telecom Energy Steel Freight Package delivery Airlines • Experiences in public service Postal service Charter schools Local government • Lessons from European transit operations London Paris Hong Kong Hamburg Gothenburg Netherlands • Early U.S. transportation and transit experiences E-Z Pass Transcom SF MTC A dozen U.S. transit agencies and organizations

5. Fundamental Change and the Concept of “Mobility Management” …A goal that serves broad public purposes. …A responsibility to be shared both within AND outside the “provider” community. …A function to be embraced and carried out as a new, strategic organizational mission, task. …An approach that requires fundamental changes in how transportation assets and resources are managed.

6. The Emergent Mobility Management Paradigm • In each case, the customer deals with the integrated service provider concerned with the door-to-door trip • In each case, information technology is used to design, track, and evaluate the services provided • In each case, the modal capacity need not be provided on the dedicated assets of any single company

7. The customer-facing integrated services company serves the door-to-door need of the customer Understands the “full trip” of the customer Systems of routing, dispatching and tracking are integrated Modal capacity is provided by many suppliers

8. A Definition and Direction A concept built around strategies that… …enhance and expand local and regional transportation services and options… …through fuller integration of services, functions and resources… …across organizations that plan, operate, fund and influence transportation choices. “Mobility management” is a shift away frommanaging the transit assets owned by individual providers to a larger, more strategic responsibility for assuring the quality of the customers travel experience, regardless of whose assets are being used.

9. Moving Toward Mobility Management: Six Dimensions of Change • Mission shift ‘Capacity provider’ to ‘mobility manager’ • Customer focusMeasure quality of the customer’s travel experience • CollaborationAcross modes, agencies, programs, jurisdictions • IntegrationOf facilities, equipment, systems, services, functions, processes, resources • “Info-structure”Universal fares, real-time info, joint scheduling and dispatching, unified accounts, etc. • Organ. StructureDistinguishing strategic from operational responsibilities, new / reorganized functions, units, skills

10. Charting Change Across the Industry Conceptualizing? Planning? Deploying?Operating? Mission Shift Customer Meas. Collaboration  Integration  Info-structure  Organization  Change

11. Early Evidence: 2003-4 Transit Agencies at the Frontier • Los Angeles County Metropolitan Transportation Authority (LACMTA) • San Diego ‘Consolidated Agency,’ San Diego, CA • Utah Transit Authority, Salt Lake City, UT • ValleyRide, Boise, ID • Chatham Area Transit, Savannah, GA • Greater Vancouver Transportation Authority • Georgia Regional Transportation Authority • Transit Authority of River City (TARC) • Ann Arbor Transportation Authority (AATA) • Twin Cities Metro Transit • Washington Metropolitan Area Transit Authority (WMATA)

12. Mobility Manager Understands the “full trip” of the Land Use customer Environmental Public Policy Infrastructure/Operations Implementation of Coordinated Programs Overarching Societal Goals

13. Overarching Societal Goals Land Use Planning • Transit- oriented development • Zoning strategies • Locational strategies Mobility Manager Environmental Land Use Infrastructure/Operations Implementation of Coordinated Programs Public Policy

14. Overarching Societal Goals Infrastructure/Operations • Roadway Operations • Shared facilities • Sidewalks • Parking Mobility Manager Land Use Public Policy Infrastructure/Operations Implementation of Coordinated Programs Environmental

15. Environmental Strategies • Clean Air • Energy conservation • Resource management Mobility Manager Land Use Public Policy Environmental Infrastructure/Operations Overarching Societal Goals Implementation of Coordinated Programs

16. Public Policy • Equity • Access • Pricing • Tax code Mobility Manager Land Use Public Policy Environmental Infrastructure/Operations Overarching Societal Goals Implementation of Coordinated Programs

17. Mobility Manager Understands the “full trip” of the Land Use customer Environmental Public Policy Infrastructure/Operations Implementation of Coordinated Programs Overarching Societal Goals

18. A “Charge” to Partners “Servicing the public and planning performance excellence on a region-wide system requires more than equipment installationand one-time projects. A framework is needed to link ongoing actions of the many transportation operators, service providers [and partners] in a metro region.” ITE Journal, May 2004 WHO WILL BE RESPONSIBLE TO “MANAGE MOBILITY?” WHAT IS THE ROLE FOR STATE POLICY-MAKERS AND PROGRAM MANAGERS?

19. 1.Activelyfoster and support collaboration and integration… ...across organizations ...across modes ...across programs ...across resource bases 2.Advocate for state-of-the-art ITS applications to support collaboration and integration. Source: Advertisement by J. D. Edwards