TMA evaluation program

TMA evaluation program

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TMA evaluation program
Alternate Title:
Transportation management associations evaluation program
University of South Florida -- Center for Urban Transportation Research
Place of Publication:
[Tampa, Fla
University of South Florida, Center for Urban Transportation Research
Publication Date:
Physical Description:
16 p. : ; 28 cm.


Subjects / Keywords:
Transportation -- Management -- Florida ( lcsh )
local government publication ( marcgt )
non-fiction ( marcgt )


Additional Physical Form:
Also issued online.
General Note:
"February 15, 1995."
General Note:
"Prepared for Florida Department of Transportation, Public Transit Office, Tallahassee, Florida."
Statement of Responsibility:
prepared by Center for Urban Transportation Research, College of Engineering, University of South Florida.

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University of South Florida Library
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University of South Florida
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All applicable rights reserved by the source institution and holding location.
Resource Identifier:
025526239 ( ALEPH )
668425529 ( OCLC )
C01-00328 ( USFLDC DOI )
c1.328 ( USFLDC Handle )

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TMA evaluation program /
prepared by Center for Urban Transportation Research, College of Engineering, University of South Florida.
3 246
Transportation management associations evaluation program.
[Tampa, Fla. :
University of South Florida, Center for Urban Transportation Research,
16 p. ;
28 cm.
"February 15, 1995."
"Prepared for Florida Department of Transportation, Public Transit Office, Tallahassee, Florida."
Also issued online.
z Florida
x Management.
2 710
University of South Florida.
Center for Urban Transportation Research.
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t Center for Urban Transportation Research Publications [USF].
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. TMA EVALUATION PROGRAM Prepared For: F l orida Department of Transportation Public Transit Office Tallahassee, Florid a Prepared By: Center for Urban Transportation Research Colleg e of Engineering University of South Florida Tampa, Aorida February 15, 1995


TMA EVALUATION PROGRAM TABLE OF CONTENTS I. INTRODUCTION . . . . . . . . . . . . . . . . I A. BACKGROUND ....... .......... .................... ........... B. CRITERIA PURPOSES . . . . . . . . . . . . . . . . 1 C. TMA PERFORMANCE GOALS . . . . . . . . . . . . . . . 2 D. OVERVIEW ()F CRITERIA . . . . . . . . . . . . . . . . . . 2 E KEY CHARACTERISTICS OF TiiE CRITERIA . . . . . . . . . . . . 3 F. INSTRUCTIONS . . . . . . . . . . . . . . . . . . . . . 4 II TMA PERFORM.-\.l'ICE CRITERIA . . . . . . . . . . . . . . . . . 6 A TMA OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . 6 B. CORPORATE L .EADERSHJP AND INVOLVEMENT . . . . . . . . . . . 6 1 B oard of Di rectors and Execu t ive Directo r Leadership . . w , 7 2 Bosrd of D irectOrs Community lnvolvc:menl . . . . . . . . . . 7 C SUI TABILITY OF GOALS AND OBJECTIVES . . . . . . . . . . . . . g 1. Scope and Manage ment of Per f o rm ance Data a n d I nfor ma t ion . . . . . . . 8 2. Benchmark ing .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 8 3 Analys is and Usts of Data to Develop Goal s and Objectives and Produc -ts and Serv ices ... . ......................... ................. 8 D DEVELOPMENT AND DEPLOYMENT OF STRATEGIC PLAN ............. : . 10 1 Su :ategic Development .. . . . . . . . . . . . . . . 10 2 lmplementaliOn of Strategic P lan . . . . . . . . . . . . . 1 0 3. Coordination w ith Regional T ransportation Organizatioos . . . . . . 10 4 Local Transponation Servi ce Supplier Qu.ality and Support . . . . . II E. FINANCJAJMANAGEMENT SYSTEMS . . . . . . . . . . . . . . I I Budget Preparation and Monitoring . . . . . . . . . . . . . . 1 1 F DEGREE OF EXTERNAL V!Sm!LITY . . . . . . . . . . . . . . . 12 I. Promotional Efforts . . . . . . . . . . . . . . . . . 1 2 2. Education Opporrunities . . . . . . . . . . . . . . . 12 3 RcsullS of E)tt crnaJ Visibility Efforts. . . . . . . . . . . . . . . 13 G EFFECTIVENESS OF PROGRAMS . . . . . . . . . . . . 13 1. E\aJuat ionMethods ............. ...... ......... ... ..... . 14 2. Pro duct and Service Results ....... . ..... . . . . . . . 14 H MEASU RE OF COMMUTER AND MEMBER SATISFACTION . . . . . . . 14 1. Cus r omer Expectations: C u r r ent and Furure. . . . . . . . . . . . 15 2. Co[rtmiun ent to Cust omers . . . . . . . . . . . . . . . . 15 3 CUstOmer Satisfaction . . . . . . . . . . . . . . . . . lS 4 Cusl.Omer Sa t isfaction Results . . . . . . . . . . . . . 16 I. OTHER . . . . . . . . . . . . . . . . . . . . . . . 1 6


TMA EVALUATION PROGRAM I. INTRODUCTION A. BACKGROUI\"D The support of transporta t ion management associations (TMA),also conunonly referred t o as transporta t ion management organizations (TMO), by the Florida Department o f T ransportation (FDOT) is part of the Florida strategic pl an to reduce traffic congestion, improve air quality, and pro tect the enviro nment. State funding from FDOT may be provided to the TMAs organized as private non-profi t corporations, in cooperation with local government[s] or regiona l conunuter assistance programs that are established accord ing t o local comprehensive plans or regiona l conunuter assista n ce program goals. State start-up funds may be granted to TMAs in the following ratio: 50% first year, 40% second year, and 30% t hird year. Afte r the third year, "TMAs will be eligible for continued funding at the lesser of $20,000 or 25% of their total b udget provided they are mee ting the performance criteria outlined in their existing JP A [joint participation agreement]. Board member in-kind contributions may c ou nt toward lo cal matc h requirements. Variations from these levels is permitted with prior consu!Cation with the Ce n tral Office. To be eligible for state funding, a TMA must prov ide the Department with a detailed Agency Annual Work Plan, articles of incorporation and bylaws, geograp hic boundaries, trip manageme nt goals, a fmancing pla n, an ins tirut ion a l strucrure, and potential membership estimates. In addition to pro viding this infonnation and as part of the condition for funding, the TMA shall utilize the Department's TMA Self Evalua tion program on an annual b asis Results of the evaluation will be reponed to the District office annually." T he foll owing re p resents the TMA Self Evaluation Prog r am. Please refer to the FDO T Conunuter Assistance Program Description Topic No.: 725-030-008C for more deta iled infonna tion about TMA funding suppon and requirements. B. CRITERIA PURPOSES The TMA Perfonnance Criteria are the ba sis for assessing TMA perfonnance and for giving feedback to the TMA and FDOT. In addition, the Criteria hav e many important roles in strengthenin g TDM effect ive ness in Florida: 1


1. Designing t he TDM evaluation requires the TMA t o exam in e th e clarity of its objectives, tbe ea s e with which they can be measured. and the possibility o f t h ei r be in g achieved. 2. R edire cting e ffo rts when it is determined elements of t he program have o r do not hav e desired results. 3. S ho wing evidence to other agencies and t he p ublic of the dilige n ce and sincerity of the TMA. 4 Supplying p ower ful f actua l informa tio n for pub lic re lation s campaigns. 5. He lping oth e r TMAs to anticipate prob lems in imp l em enting simi l ar prog r ams and provide yardsticks a gainst which ot h ers may measure their success. C. TMA PERFORMANCE GOALS The Crite ri a are designed to help TMAs enhance their performance th rough foc u s on dual, res ul ts -oriented go a ls: 1. de li very o f ever im proving value to custom e rs, res ulti ng in greater use o f alternativ es to the single occu p ant vehicl e b y commuters; and 2 impr ov ement of overall TMA operat io nal performance (e.g., lower cos t per person served) D OVERVIEW OF CRITERIA It is h e l pful to review, a s a wh ole, the co mple t e s et of 7 Criteria re spons es. An eighth cat egory, "O t he r" is provided t o all ow the TMA t o prov i d e any additional b asis for evaluat ion. These Cri t eria are: 1. Corp orat e Leadership and Inv o lvement 2. Suitability of G oals and Objectives 3 Deve l opment and De p l o yment of Strategic P lan 4. Financial Management Sy st em s 5. D egr e e o f External Vis ib ility 6. Effec ti ve ness of P r ograms 7. Measure of Commuter and Member Satisfaction T h ere a r e three m ain cons i derati ons in this review: (1) emphasis on the TMA's m iss ion, goa l s, and objectives throughout the set o f r e s po nses; (2) criteria t hat add ress factors parti cularly i m portant to t h e TMA's operati ons should receive re lativ ely more emphasis ; and, (3) r espon se s should b e checked to ensure t ha t responses t o r e lated C ri teria are consistent, an d tha t there i s app r opriate cr oss referencing t o mini mize d uplication. 2


E. KEY CHARACTERISTICS OF THE CRITERIA I. The Criteria are directed toward results. The Criteria focus principally on six key areas o f TMA performance, given below. Results are a composite of: a. corporate leadership and involvement b. strategic plaruting c. customer satisfaction/retention d. cost effectiveness e. fina n cial stability f. communications Im provements 1n these six results areas contribute significant l y to T MA perform ance. The results indicators also recognize the importance of comdbutions to improving other tra nspona tion operators o r suppliers. 2 The Criteria are nonprescriptive. The Criteri a's focus is on requirements that p r oduce results, not on dictating procedures or im pos ing organizational structures Through this approach, TMAs are encouraged to deve l op and demonstrate creative, adaptive and flexible approaches to meeting basic requirements. The no np r esc riptive n arure bf the r equire m ents thus fosters in cremental and major ("breakthrough") improvement. 3. The Criteria are flexible. The selection of techniques, systems and organizational structure us ua lly depends upon many factors such as TMA size, service area, the TMA's stage of development, and employee capabilities. The TMA, in coope r<:aion with their FDOT District office and/o r regional commuter assistance program, sele cts which data items, processes, and performance measures best descr ibe its mission a nd accomplishments 4. The Criteria are comprehensive The Criteria address all internal and externa l requirements of the TMA, including t hose related to fulfilling its p ublic responsibilities. New or changing strategies or directions of the TMA may be r eadily adapt ed within the same set of Criteria requkements. 5. The Criteria are part of a feedback system. The Criteria are a set of 7 basic, interrelated, results-o r iented requireme nts. An assess m ent thus provides a profile of strengths and areas for improvement relative to the 7 areas In this way, the assessment directs auention to processes and actions that contribute to the desired r esults. 3


F. INSTRUCTIONS 1. Read the entire booklet be fore y ou begin The main sections of the booklet provide an overall o ri e ntatio n to the Criteria and how to ga th e r what your TMA is asked to provide. 2. Anticipate assessment and feedback. A well-written response is one that antic ip ates revie wer questions. A response should give clear information on how (approach) and on the implementa tion {deployme nt) of th e app roa c h Anecdotal information should not be given as it is usually not possible to prov ide meaningful feedback. Examples are, of course, helpful but they o f ten do not convey a pic rure of why the TMA is involved in such an activity or how it is c arr ied out. If examp les are used make certa in that they illustrate a more complete response than already p resented. 3. Make respons e s co ncise. Responses should p r ovide as complete a picrure a s possible to enabl e meaningful evaluatio n and feed bac k. Responses should outline k ey proce ss details such as methods, measures, imp le m enta tion, and evaluation facto r s. However, the TMA should not u s e le n gthy narratives or in clus ion of informacion not directly responsive to Criteria requi r eme nts. For this reason TMAs are urged t o make all responses concise and factual. Statements should be supported with d ata whenever appropriate. 4. Understand the difference between measures and indicato rs. All Criteria call ing for results require data using key meas u res and/or indicators. Measures and indicators both involve measurement related to performance. When the performance can be measured directly, such as number of persons placed into carpo o ls and carpool formation rate, the term "measure" is used. When th e overall performance may not be evaluated in terms o f one type of measurement, and two or more m easurements are use d to provide ("indicate") a more complete picture, the term "indicator is used. For example, "creativity i s not ea s ily descr i bed i n term s of a single measurem ent Awards for marketing mate rials and increased awareness provide cwo indicators of c r eativity. However, the effectiveness of chis creativity on trave l behavior would requir e measuring changes to ma r ket share gain from introduct i on of these c rea tive products or services to measure s u ccess 4


5 Select rele vant/ import a nt informa t ion. Focus on information that is both directly responsiv e to t he C ri teria r e quirements and to meeting TMA goals and objec tives co ntained in the TMA Overv iew (desc r ibed below) Informat ion and d ata included should b e relevant and important to meeting the Criteria a n d improving the TMA's performance. 6 Cross-reference when appropriate. Although TMAs should s eek to make individual r e sponses sel f -c ontained, there may be i nstances wben responses to different Criteria are mut u ally re in f orci ng. In s uch cases i t is apprOpi:iate to reference respon ses to otller Cri ter ia rather t han to r epeat i nformat ion presented elsewhere. 7 Review each response. The TMA shall be r equi r ed t o respond to each of th e 7 criteria E ach response sho u ld be rev iewed to make certain that it addresses th e Cri ter i a requiremen ts and is consis t e nt with t h e TMA's mission, goals, and ob jectives contained in th e TMA Overview. 5


II. TMA PERFORMANCE CRITERIA A. TMA OVERVIEW The overview is a summary of t he TMA, addressing what is most important t o the TMA and the key factors t hat influence how the TMA opera te s. I t shou l d h elp the reviewer unde rstand w h y the TMA exists, who is invo lv ed, what are the TMA's products and services, and what resources are being brought t o bear o n t he prob l ems. The TMA Overview should describe: the natu r e of the TMA's operation: products and services 2. pr in cipal customers (e.g. com m uters, employers, etc ) and the ir special requ i rements 3. a desc rip tion of t h e TMA's service area (a ctivity center or corridor) 4. key customer requ ire men ts (for example, pro m pt res p o n se o r accurate informati o n) for products and services. Briefly note significant d iffere n ces in requirements among custom er gr o ups or markets, if any. 5. the TMA's relationsh ip 10 other transporta t ion provide rs ( e .g., transit agency) o r o rganiz a ti ons (e.g. M PO). 6. the TMA's staff comp o sition. including: number type, educationa l l evel, etc. 7. major equipment, facilit i e s, and technologies used 8. types and numbers of suppliers o f goods and services (e.g. third party vanpool opera tors taxi operators for the guaranteed r i de home p rog ram). Indicate the importance o f suppliers, and other TMAs. and any limitations or special r e l at io nshi ps that may exist in dealing with such suppliers. 9. t he re gu l a tory environment wi thin which the TMA opera t es including non profi t sta rus, contracrual arrangements concurrency r equirement. etc. 10. other fac tors important to the TMA such as major new directions for the TMA major changes taki n g place i n the industry, new alliances, etc. The TMA Overview should be limited t o four pages. B. CORPORAT E LEADERSHIP AND INVOLVEMEt\'T The lead er ship category examines the TMA' s Board o f Directors or advisory committee and executive directo r's or program man a ger's perso nal leadership and in volvemen t in c r e a ting and sus tain ing a cust ome r focus, clear and visib le values and high exp ecta tio ns Reinfor ceme n t of t h e valu es and exp ectat i ons requires substantia l personal c ommitmen t a nd involv e ment. Th e l ea de r s must take part in the creation of strategies, systems. and methods for achieving excellence. The systems and met hods need to guide all ac t ivities and d ec isio ns of t he TMA. Through thei r regular pe rs ona l invo lvement in visibl e activit i es, such as p l anning, communi cations, review of TMA performance, and 6


recognizing employees for quality achievement, the Board members serve as role models for staff. 1. Board of Directors and Executive Director Leadership a. Describe the Board of Directors/Advisory Committee and executive director's/prograrn manager roles atid responsibilities in developing goats and object ives b. I d entify Board/ Advisory Commi tt ee a cti vi ti es for leadin g and/or rece i ving Board/Advisory Committe e tra i nin g and communicating with TMA employees. c. Describe-financial and operational perfonnance monit oring systems including types, frequency, content, and use of reviews and who conducts them Attach the most r= progress and finan c ial report provided by the exerutive director to the Boand. d. Describe the process of identifying and selecting new board m embers including identifying the skills and characteristics that are important to the TMA and comparing the strengths and weaknesses of the existing Board. e P r ovide a li st of TMA committees incl u ding missio n, names of committee members, affil iations, a n d types (pr i vate/publi c). f. Reveal how the Board/ Advisory Committee evaluates and improves the executive director's/program manager's effectiveness. Attach a copy of the Board's most recent performan ce review form used for evaluating the executive director/program manager as his or her duties relate to the performance of the TMA. 2. Board of Directors Community Involvement a. Provide a summary or listing of the Board interactions with local and business community leaders on TMA issues. Also include such communications with national, state trade associations, other TMAs, and professional organiza t ions It should be recognized tha t the amount of time Boa r d members can ded i cate to the TMA is lim i ted At the TMA 's option, in c lu de a listing of Executive Director interactions with loca l a n d bu siness communi ty leaders on TMA issues. 7


C. SUITAB ILITY O F GOALS AND OBJECTIVES This Category examines the process of selling goals and objectives. Major empha sis is placed understanding why the TMA chooses its mission, goals objectives, and activities 1. Scope and Management of Performance Data and I nformation. a. List and define the data and in forma tio n that is used to measure the TMA s perform a n ce in achieving the TMA 's goals and objectives. Briefly de scribe each. 2. Benchmarking This C ri ter ia add resses data and informa tion related to oth er TMAs and to best practi ces. T h e two major premises underlying thi s Criteria are: (1) For their key program s or services, TMAs need to "know where the y stand relative to other TMAs or commute r assistance programs and what are the "best practices" for similar activities among other TMAs or commut e r assistance programs; and. (2) comparative and benchmarking information provides imperus for significant (so metim es "breakthrough") improvement, and alerts TMAs to new practices. The Criteria addresses the key issue s in management of benchmarking. lt is anticipated that the existe nce of ben chmark i nformatio n for m any of the TMA programs or services may n ot be readily available. TMAs may request the assis t ance of the TOM C lea ri nghouse in seek ing benchmark information a. Describe the cri t eria for se l ect ing benchmarks. b Describe th e process used by th e TMA for obtainin g and using comp arative information. Info rmation might include : (1) information obtained from other organizations ; {2) information obtained from a review of the literature; and, (3) evaluation by independe nt organizations. c. Descr ibe bow this benchmarking information is used to set goals and objectives and improve performance. 3. Analysis and Uses o f Data to Develop Goals and Objectiv es and Products and Services. Management by fact i s a core concept in t h e Criteria. Th e Cri t eria call for a wide variety o f dat anonfinancia l and financi al-t o guide a TMA 's courses of acti on :award beneficia l r e sults Despi t e their imp ortance, 8


however, indiv idual facts do not usually provide a sound basi s for action or priorities. Action depends upon understanding cause a n d effect and betwee n processes and results. Process ac tions may have many resource implications; resu lts may have many cos t and revenue implications as well. a. Describe the key steps in the processes for delivering services and ho w performance a t each step is tracked and maintained. For example, the TM A may re-evaluate how it delivers its guaranteed ride home program The old method may hav e required the commuter to pre-register with the TMA, receive prior approval to use the program from the Employee Tra nsp ortation Coo rdin ator, pay taxi fare and get r eimbursed, and have to wait 1 hour for the only approved taxi cab provider. After evaluating the customer's expe rience, t he TMA might arrange to have severa l taxi cab providers accept vouchers for p ayment directly by the TMA. b. Describe how processes are improved to achieve better quality, response time, and ope ra t ional performance. Describe how eac h of the following is used or considered: (I) process simplifica t ion (e.g., data entry and ma iling sent by same person) ; (2) benchmarking i nformation (e.g how lo ng it takes other TMAs to fill requests); (3) research and testing; (4) use of alternative technology (e.g., voice ma il access to commute information); and (5) information from customers of the pr ocesses--within and o u tside the TMA. c. Describe how the TMA receives and use s planning inpu t fro m oth e r s such as the regio nal commuter assistance program, MPO, etc. d Describe how new and/or modified products and services are designed an d introduced to meet both conunuter needs and performance requirements. Factors that might ne ed to be considered in design include: cost privacy concerns, convenience, third-parry capabilities; and support for Employee Tra nsportat ion Coordi n ators. 9


e. Describe how the T M A s prod ucts and se rvice s are des ig ned and managed so that current employer and member requirements are met and continuously improved (e.g surveys of e mpl oyers determi .ned they wa nt r ealti me access t o a transportation advis ory system for major reconstruction projects). TMA services also might include pro v iding information t o e m ployers on transponation issues such as parki ng, bus pass sales, etc. D. DEVELOPMENT AND DEPLOYMENT OF STRATEGIC PLAN The Stra t egic Planning Cat egory exa min es the TMA's long r an ge ( e g., 3 years) pla!Ulin g process and how the goals and objectiv es and annual work plans are inte gra ted into the overa ll strategic plan I n clude how this proces s integrates commuter member and employe r r equi r e m ents and how plans are carried out. Al so d i scuss ho w p rogress is sh ared with key stakeholders such as the MPO and transit agency. 1. Strategi c Plan Development a Describe th e proces s used to examin e t he TMA 's strengths and weakn ess es as well a s oppooun i ties for and threats to t he TMA. b Attach a cop y of the TMA's strategic p lan z. Implementation of Strategi c Plan a. Describe how t he budget, staff, a nd volumeer resources are allocated to carry o ut t he plan. b. Descr i be how t h e TMA relat e s current ye a r work p rogram to st ra teg i c plan. 3 Coordination with R e gio nal Transportation Organizations a Des c ribe how i t ensures a li gnmen t of TMA plans and ac tiv i ti es with area long range transportat ion plans b Describe how the T MA comm u nicates its plans and reportin g prog r e ss to the TMA Board, FDOT. RCAP MPO and othe r stakehol d ers 10


4. Local Transportation Se r vice Supplier Quality and Support a. Describe how the TMA 's quality requirements are defined and communlcated to !he TMA's suppli ers ( e .g., regional conunuter assistance program s ridematchin g services, tax i cab providers for guaranteed ride home programs) or s uppliers to its customers (e.g., third -party vanpool provider). b. Describe how the TMA determines whether or not its quality requirements are m et by transportation provi de r s. Descr ibe bow perform ance informat ion is fed back to suppliers. E. FINANCIAL MANAGEMENT SYSTEMS This Category examines !he TMA's financial manage ment sy s tem s. This information supplem ents the audit required by !he joint patticipation agreement. The Criteria address financial per formance via two major avenues: (1) emphasis on improved productivity and lower overall operating costs ; and (2) support for TMA strategy development TMA decisions, and innovation. For technical, fairness, and procedural reasons, care should be exercised when comparing the financial performance between TMAs. These r easons are: (I) short-term improvements in efficiency may be affected by factors such as acc ounting practices (2) Some TMAs historically have higher measures of efficiency l evels t han others as a narure of their mar ket (e.g .. high density, bedroom communi tie s 30 miles from a downtown and partially served by high occupancy vehicle lan es are fertile a reas for carpoo l and vanpool formation. Therefore vehicle mile s of travel reduced could be expected to be significa ntly higher !han a TMA near !h e center city ) (3) T b e time interval between quality impro vement an d overall financial improve ment depends upon man y faccors. This interval is not likely t o be the same from TMA to TMA. ( 4 ) T he Criteria measure perfo rmance reta:tive ro rigorous, customer-oriented, TMA performance criteria Though improved quality and productivity are Hkely to improve a TMA 's overall effectiveness and efficiency. its financial performance depends also on environmental factors and public policies-which the TMA Performance process cannot measure directly The inclusion of aggregate financial indicators in evaluations would thus place at a disadvantage programs in the areas without trip r edu cti on ordinances or parking problems. Such programs may hav e the most to offer fro m !h e poin t of view of sharing manageme nt strategies. (5) Effi ciency depends upon man y externa l f actors, such as l ocal, nationa l, and international economic conditions and business c ycles. Such conditions and cycles do not have the same i mpact on all types of programs o r on indiv idua l TMAs. 1. Budget Preparation and Monitoring a. Describe how budgets are prepared and monitored. 11


b. Describe how plans consider cash flow requirements. c. Attach a copy of the most recent income statement balance sheet, and statement of cash flows. d. Attach a copy of the TMA 's internal control procedures. e. Attach a copy of the audited financial statements and management letter from the auditor. Describe what actions have been taken to correct deficiencies, if any, identified by the auditor. Attach copies of minutes reflecting th e accepta nce of the auditor's report and subsequent actions. f. Provide information on trends of membe

(1) Employee transportation coordinator training programs (2) Seminars, workshops, and courses offered by the TMA at employer worksites (3) Employer site visits {4) Transportation Days c. Explain how the TMA commu nica tes its goals, objectives, mission statement and product offer ings to the commuters in the TMA's service area. Describe how the TMA uses t hese opportunities to enhance its appearance as an advocate of commute alternatives. These may include: (!) News articles written about the TMA (2) Presentations at public meeti ngs and\or h earings (3) The use of public service announcemen ts and community television channels (4) Other outreach activities 3 Results of &:ternal V i sibility Efforts. a. Describe the effects of promotion, educational outreach and advocacy are measured. Include what impacts are measured, what process was used to determine which effects should be measured, and how the analysis of these impacts are used to refine and enhance promot ional, advocac y, educational and outreach efforts. b Identify loc al government policies and programs tha t support the TMA and/or transportation demand management strategies. These may include: trip reduction ordinances, congesiion management plan includes an active role for the TMA, etc. G. EFFECTIVENESS OF PROGRAMS This Category examines the TMA 's operational performance. A successful evaluation will use procedures that determine one or more of the following: (I) the extent to which the program has achieved its stated objectives (e.g., increases in Average Vehicle Occupancy);. {2) the exrent to which the accomplishment of the objectives can be attribute d to the program {direc t and indirect effects). (3) the degree of consistency of program implementation to plan (relationship of planned activities to acrual activities)., and, (4) the relationsh i p of different tasks to the effectiveness of t h e program (productivity). In area s with a regional commuter assistance program, some performance measurements m a y be included as part of the RCAP evaluation The TMA should coordinate effortS wit h the RCAP. 13


I. E\ aluation Methods a. Describe the methods for collecting the data for evaluatio n purposes. Some of the most commonly used methods involve : employee surveys; program participation documentation (e .g., registrations for preferential parking applications for subsidies); vehicle counts; and time sheets or activity lo gs. The evaluation method and data collection requirements depend on the measures of effectiveness being used. b Attach copies of surveys (if applicab l e } and findings. 2. Product and Service Results a. Summarize trends and current le v els for all key product and service fearure s described i n the TMA Overview (e .g ., vanpools in opera tion cus t o mer s served, employee transportation coordinators) fearures; compare CUJTent levels with appropriate benchmarks. These measures, taken together, best represent the most important factors that predict achievement of desired end results described in the TMA Overview. b Report data which are objective measures of product and service and may be routinely collected by other organizations or on behalf of the TMA (e.g., regional commuter assistance programs rnay provide information to the TMA regarding demand for ridematching in the TMA 's service area). c. Determine cost effectiveness for the key results by allocating the expendirures for the period costs to the measures of effectiveness (e g., cost per person served cost per vehicle miles of t rave l reduced etc.). H. MEASUREOFCOMMVTERANDMEMBERSATISFACTION The Satisfaction Category examines the TMA's relationships with customers (i.e. commuters and members), and its knowledge of customer requirements. Also examined are the TMA 's thresholds to determine customer satisfaction, current trends and levels of customer satisfaction and retention, and these resu l ts relative to other TMAs. 14


1. Customer Expeetations: Current and Future. a. Describe how the TMA determines nea r -te rm and longer-term requirements and expect ations of customers. b. Describe how the relative importance of specific product and service features is determined for customer groups. c. Identify bow other key information and data such as complaints, gains and losses o f customers, and p r oduct/service performance are used lO suppon the determination. d. Provide information on how t he 1MA add;esses future requirements and expectat ion s of c u stomers. 2. Commitment to Customers a Descri b e the 1MA's commitments t o customers regarding its products/services and how these comm i tments are eva l u ated and improved. Examp les of commitments are product and service guarantees, such as the response time for a guaranteed ride home program or how personal i nformation confidentia l ity is ma inta ined b. Describe how these commi tments : (1) address the principal c oncerns of customers; (2) are free from conditions th at might weaken customeJ:S' trust and confidence; and (3) are co mmunica ted to cu stomers clearly and simp ly. c. Summa r ize bow the TMA evaluates and improves its commitments, and the customers' and members' understanding of t h e m to avoid gaps between customer an d mem be r expectations and TMA performance. Incl ude : ( 1) how information/feedback from customers is used; and (2) how product/service performance improvemen t data are used. 3. Customer Satisfaction a. Describ e how the TMA determines customer satisfaction and custome r intentions to us e the TMA's services again. Include a brief description of processes and measurement scales u sed; the f r equency o f determination; and ho w obj ect i vity and valid ity are 15


assured. Indicate significant differences, if any, in processes and measurement scales for different customer groups or segments. b. Describe how customer satisfaction measu rements caprure key information that reflects customers likely furure market behavior, such as intentions to use the TMA 's services again or positive r eferra ls. c. The TMA 's products and services might be provided via e mploy ee t ransportation coordinators (ETCs) Thus, "customers" should take into account these ETCs as well as the comm u t er. d. Identify customer dissatisfaction indicators including number and type of complaints received. 4. Customer Satisfaction Results a. Summarize trends in t he TMA's customer sat isfaction and trends in key indicators of customer dissatisfaction. b. Repon trends in measures and/or indicators of customer dissatisfaction. Address the most relevant and imp ortant indicators for the TMA 's products/services. I. OTHER Other factors important to the TMA, such as major n ew directions for the TMA or additional qualitative informa tion that are not refle c ted in the above Criteria. Please describe the approach, implementation processes, and re s ults for t hese factors. 16


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