Measuring the Value of Mobility Management

Mobility managers create immense value in their communities, but showing how they do so can be a difficult task.

To start, even defining value can be difficult. Here is a definition that can help guide the conversation for mobility managers: Value is the worth or usefulness of a good or service, and the benefit that may be gained from it.

While assessing the value of a mobility management program, it is vital to understand what you are measuring. The context for your measurements influences how you explain the measures to your stakeholders.

Inputs such as staff hours or program dollars measure the resources used to conduct mobility management activities. The best way to measure this is in the context of your mission, and the resources that specifically contribute to accomplishing that mission. Understanding how you fulfill your mission and the resources and activities that contribute to achieving it will help you articulate your value.

Using the mission of mobility management, NCMM developed this tool to help mobility managers articulate to their stakeholders the value that they and their departments add to community mobility. Using a pyramid of statements, starting at mission statements and ending at activities, users will ask questions of themselves that lead to developing a final Value Statement, a sentence that encompasses the benefits of mobility management relative to the costs of funding it.

Figure 1: Mobility Management Mission Pyramid

Pyramid communicating hierarchy of metrics, and questions to guide them

To develop your own value statement, print out this template, and work through the following sections.

Mission Statement

A mobility management mission statement describes the overall purpose of mobility management, including the mobility manager, reflecting mobility management products and services, markets, and values for which you as the mobility manager are responsible.

The mission statement focuses on the “why” of the mobility management function, including why your position is important. This is the grand context against which you measure your value. If you are contributing to fulfilling your mission, you are establishing the value of mobility management.

In the box below write your organization’s mission statement as a reference point. Your mobility management program should reflect how it contributes to the organization’s mission, so be sure that you are totally familiar with your organization’s mission statement.

Next, write a mission statement specific to your mobility management program.

Here are some questions to consider as you write your mission statement:

  • What caused your program to be created?
  • How does it function within your agency’s overall activities?
  • At the broadest level, why is mobility management important to your stakeholders and your organization?
  • What are you trying to achieve?
  • What would success in achieving your mission look like?
Organization’s Mission Statement:

 

 

 

YOUR Mission Statement:

 

 

 

Here’s an example of a strong (fictitious) mission statement for a mobility manager.

The mission of the Southern Maryland Mobility Management Program (SMMMP) is to ensure access to transportation information and resources of all types for residents and workers in Southern Maryland. It is our mission to ensure that all Southern Marylanders can easily access information about and resources to use transportation for personal and work-related use. Our mission is to ensure that any Southern Marylander, including older adults, people with disabilities, and low-income residents/workers, will be able to access a wide range of transportation solutions to ensure mobility in and around our region.

 

Goals

Goals articulate the ways in which the mobility management function and your position will seek to accomplish your mission over the long term – roughly 3-5 years. Your goals stem from your mission statement.

In the box below, create a list of goals to describe long-term intended outcomes for your program.

Here are some questions to consider as you write your answer:

  • In the next 3-5 years, what do I hope to accomplish through my mobility management program? How does this tie back to my mission?
  • In the next 3-5 years, what are concrete changes I could make to the current mobility system I would like to change?
Program Goals (over 3-5 years)

 

 

 

 

 

Here’s an example of some 3 to 5 year goals to achieve the mission of the Southern Maryland Mobility Management Program:

In order to achieve our mission, the Board of Directors of the SMMMP has established the following goals:

  1. Enhance outreach about the SMMMP to inform a larger number and wider variety of residents and workers about transportation options in Southern Maryland.
  2. Establish a one-call/one-click mobility management center to ensure easier and faster access to transportation information.
  3. Increase the number of individuals using a wider variety of transportation services in Southern Maryland.
  4. Ensure inclusive planning for a regional focus on transportation by establishing an SMMMP Steering Committee with membership representing older adults, people with disabilities, low-income residents and workers, transit agencies, transportation providers, and other organizational partners.

 

Objectives

Objectives are more immediate, measurable, statements of how progress toward longer term goals will be measured. These serve as mileposts that are achievable within 1-3 years, and directly show how mobility managers contribute to their organizations and missions.

Because objectives require measurement, it is important to develop them practically, since they directly inform your value statement. While creating objectives, you should follow the SMART Model, outlined below:

  • Specific – Clearly describe the who, what, how, and where of an activity/series of activities.
  • Measurable – Define results that are quantifiable in numbers or percentages that can be compared with baseline data to show progress.
  • Attainable – Describe concrete results that can be reasonably achieved within the set amount of time. One way to know if an objective is attainable is to understand the current performance level, or to examine results from similar programs or places.
  • Relevant – Relate to organization/MM goals.
  • Time-oriented – To be accomplished within a specific time period.

In the box below, create objectives that measure progress towards each of your long-term goals.

Break the achievement of goals into bite-size pieces. Those are your objectives – make sure you can accomplish these in 1-3 years.

Objectives (1-3 years)

 

 

 

 

 

 

Here’s an example of a strong outline of objectives based on the goal examples above:

GOALS (3-5 year time frame) OBJECTIVES (1-3 year time frame)
1.     Enhance outreach about the SMMMP to inform a larger number and wider variety of residents and workers about transportation options in Southern Maryland. A.    By the end of Year 1, establish a unified SMMMP website to serve the mobility management needs of the region. By the end of years 2 and 3, double the number of “hits” on the website.

B.    Reach a total of 1,000 individuals via Facebook, Twitter, and LinkedIn.

2.     Establish a one-call/one-click mobility management center to ensure easier and faster access to transportation information.

 

C.     Work with transit agencies and government funders to establish a one-call/one-click mobility management center to serve regional needs for unified transit agencies by the end of Year 1.

D.    After Year 1, increase the number of users by 10% per year.

3.     Increase the number of individuals using a wider variety of transportation services in Southern Maryland. E.     By the end of month 6, complete an environmental scan to establish the baseline number of users of various types of transportation services in Southern Maryland. Monitor the number of users of various modes and increase use by 2%.

F.     Conduct satisfaction survey of transit users in the region. Conduct at least two follow-up surveys in the next 4 years and monitor customer satisfaction. Increase satisfaction by at least 3%.

4.     Ensure inclusive planning…SMMMP Steering Committee G.    Steering Committee membership will be at least 50% transit users.

H.    Steering Committee will meet 10 times a year.

 

Activities

Activities are the specific, day-to-day tasks that mobility managers perform to do their job, such as making or answering phone calls, holding community meetings, or providing travel training.

In the box below, list the activities you perform to fulfill your objectives, and label them as inputs, outputs, outcomes, or impacts (described below).

  • What activities can you conduct that will achieve that objective?
  • What are the resources you use to conduct your activities (inputs)?
  • How many people will you serve (outputs)?
  • How will conditions change as a result of these activities (outcomes)?
  • How will people’s lives change as a result of the mobility management activities (impacts)?
  • Will you be able to provide examples and stories to demonstrate the value of your mobility management program?
Activities

 

 

 

 

 

 

Here’s an example of a strong outline of activities based on the objectives examples above:

OBJECTIVES ATIVITIES TO ACHIEVE OBJECTIVES
A.     By the end of Year 1, establish a unified SMMMP website to serve the mobility management needs of the region. By the end of years 2 and 3, double the number of “hits” on the website.

B.     Reach a total of 1,000 individuals via Facebook, Twitter, and LinkedIn.

·       Manage process to hire and supervise IT staff to develop website.

·       Establish social media accounts, research and provide mobility management-related content.

·       Use social media to expand use of website as the leading source of transportation information in Southern Maryland.

C.     Work with transit agencies and government funders to establish a one-call/one-click mobility management center to serve regional needs for unified transit agencies by the end of Year 1.

D.    After Year 1, increase the number of users by 10% per year.

·       Establish and staff a one-call/one-click mobility management center to answer questions about transportation options and book on-demand services.

·       Promote the one-call/one-click center through social media and partners to increase the number of users.

E.     By the end of month 6, complete an environmental scan to establish the baseline number of users of various types of transportation services in Southern Maryland. Monitor the number of users of various modes and increase use by 2%.

F.     Conduct satisfaction survey of transit users in the region. Conduct at least two follow-up surveys in the next 4 years and monitor customer satisfaction. Increase satisfaction by at least 3%.

·       Hire consultant to conduct environmental scan and oversee their work.

·       Work with partners to expand use of transportation within the region.

·       Obtain funding support from government and transit agency partners to hire consultant to conduct a satisfaction survey of transportation users.

·       Provide assistance via the call center and a mobility management hotline to help resolve transit problems.

G.    Steering Committee membership will be at least 50% transit users.

H.    Steering Committee will meet 10 times a year.

·       Establish Steering Committee, and identify people with disabilities, older adults, low-income residents and workers, partners, and others.

·       Working with partners and Steering Committee, develop agendas for meetings and ensure that meetings are accessible.

 

Tie it together: Value Statements

To determine the value of your mobility management activities, you need to determine the cost of each resource that will contribute to the achievement of the mission, goals, and objectives. This will mean identifying the total cost (including benefits and overhead) of the mobility management position(s), as well as operating expenses needed, identify what you have produced with those resources (outputs), identify and try to put a dollar value to how conditions have changed because of those activities (outcomes), and identify (and put a dollar value, if possible) how the lives of individuals have been affected (impacts).

For example, use these to consider economic benefits (connections to jobs), and cost avoidance (health care no-shows reduced) for further evidence of value.

Put all of this together into a value statement:

Value Statement

Sample: With the investment of X (e.g. staff time), we will be able to do Y (e.g. conduct travel training events), which will allow our customers to do Z (e.g. reach doctors' appointments independently).

 

 

 

 

 

 

Here’s an example of a strong value statement.

With the investment of $200,000 for a mobility manager and contract funds for research, information technology, social media, and satisfaction surveys, the Southern Maryland Mobility Management Project will be able to establish a cohesive program to provide information about transportation options in the region. This will result in easier access to information about transportation, improved coordination among providers, and an inclusive process for coordinating and promoting transportation services.

 

Put a face to the name

In addition to a quantitative value statement, be sure to include individualized stories – qualitative data – to supplement the numbers and provide tangible examples of the benefits of services. Such statements can connect your goals, objectives, and activities and give them a “human face,” which builds empathy among your stakeholders. Qualitative stories can be biographies or even testimonials provided by the people you serve. The more personal, the better.

The National Volunteer Transportation Center provides a great resource for engaging clients to provide qualitative support to your value statement.