The Roots of “Mobility Management”

AASHTO SCOPT Winter MeetingDecember 3, 2009

Phoenix, AZ

Bob Stanley Former Principal, Cambridge Systematics, Inc.Principal Investigator, TCRP “New Paradigms”

Two Converging Imperatives

1. The decades long struggle to advance “service coordination,” 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.”

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 partnerships and alliances, not self-sufficiency; and constructed on technological advantages, not bricks and mortar.”

Business Week, August 2000

Lessons from the Outside

• Experiences in major industriesTelecom Energy Steel

Freight Package delivery Airlines

• Experiences in public servicePostal service Charter schools Local government

• Lessons from European transit operations London Paris Hong KongHamburg Gothenburg Netherlands

• Early U.S. transportation and transit experiencesE-Z Pass Transcom SF MTCA dozen U.S. transit agencies and organizations

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.

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

Application ofinformation technology

Systems of routing, dispatching and

tracking are integrated

The customer-facing integrated services company serves the

door-to-door need of the customer

Modal capacity is provided by many suppliers

Understandsthe “full trip”of thecustomer

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 from managing 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.

Moving Toward Mobility Management: Six Dimensions of Change

• Mission shift ‘Capacity provider’ to ‘mobility manager’

• Customer focus Measure quality of the customer’s travel experience

• CollaborationAcross modes, agencies, programs, jurisdictions

• Integration Of facilities, equipment, systems, services, functions, processes, resources

• “Info-structure” Universal fares, real-time info, joint scheduling and dispatching, unified accounts, etc.

• Organ. Structure Distinguishing strategic from operational responsibilities, new / reorganized functions, units, skills

Charting Change Across the Industry

Conceptualizing? Planning? Deploying? Operating?

Mission Shift

Customer Meas.

Collaboration

Integration

Info-structure

Organization Change

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)

Pu

blic P

olicy

Infrastru

cture/O

peratio

ns

Lan

d U

se

Overarching Societal Goals

Implementation of Coordinated Programs

En

viron

men

tal

Application ofinformation technology

Mobility Manager Understandsthe “full trip”of thecustomer

L

and

Use

En

viron

men

tal

Mo

bility M

anag

er

Overarching Societal Goals

Implementation of Coordinated Programs

Infrastru

cture/O

peratio

ns

Pu

blic P

olicy

•Transit- oriented development

•Zoning strategies

•Locational strategies

Land Use Planning

Pu

blic P

olicy

Mo

bility M

anag

er

Overarching Societal Goals

Implementation of Coordinated Programs

En

viron

men

tal

Lan

d U

se

Infrastru

cture/O

peratio

ns

Infrastructure/Operations

•Roadway Operations

•Shared facilities

•Sidewalks

•Parking

En

viron

men

tal

Overarching Societal Goals

Implementation of Coordinated Programs

Pu

blic P

olicy

Lan

d U

se

Mo

bility M

anag

er

Infrastru

cture/O

peratio

ns

Environmental Strategies

•Clean Air

•Energy conservation

•Resource

management

Pu

blic P

olicy

Infrastru

cture/O

peratio

ns

Lan

d U

se

Mo

bility M

anag

er

En

viron

men

tal

Public Policy

•Equity

•Access

•Pricing

•Tax code

Overarching Societal Goals

Implementation of Coordinated Programs

Pu

blic P

olicy

Infrastru

cture/O

peratio

ns

Lan

d U

se

Overarching Societal Goals

Implementation of Coordinated Programs

En

viron

men

tal

Application ofinformation technology

Mobility Manager Understandsthe “full trip”of thecustomer

A “Charge” to Partners

“Servicing the public and planning performance excellence on a region-wide system requires more than equipment installation and 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?

Source: Advertisement by J. D. Edwards

1. Actively foster 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.