Building a Mobility Management Network:
Characteristics and Considerations
April 2022

The National Center for Mobility Management (NCMM; nc4mm.org) is a national
technical assistance center created to facilitate communities in adopting mobility
management strategies. NCMM is funded through a cooperative agreement with theFederal Transit Administration (FTA) and is operated through a consortium of threenational organizations – the American Public Transportation Association, the Community
Transportation Association of America, and Easterseals, Inc.
This information brief was prepared by NCMM staff and is disseminated in the interestof information exchange. Neither the NCMM nor the FTA assumes liability for its contentor use. The opinions and conclusions expressed herein are solely those of the authors
and should not be construed as representing the opinions or policy of any agency of thefederal government.
Comments or questions about this document can be addressed to info@nc4mm.org or
866-846-6400.

NCMM is fortunate to work with so many state, regional, and local mobility and transportation
professionals who have informed this information brief. Through multi-tiered technical assistance, NCMM
Regional liaisons have supported TA recipients to explore, design, launch, and evaluate mobility
management networks. Every technical assistance request we receive is unique, as is every technicalassistance service we provide. We learn from all of you and hope that together we can continue to advancethe field of mobility management. Thank you, mobility management professionals, for the value you bring
and the access you provide for individuals with disabilities, older adults, and those with low income.
For questions about this information brief, please contact Judy Shanley, Ph.D., Easterseals PartnerDirector.

Introduction
The National Center for Mobility Management (NCMM) supports the design and implementation ofmobility management networks at the state and regional levels through the provision of technicalassistance. As indicated in the adjacent text box, mobility management networks reflect the uniqueorganizations and perspectives of the state launching the network. Furthermore, the technicalassistance that NCMM provides varies depending on state needs, but most commonly, states thatare launching mobility management networks receive technical assistance and supports thatinclude:
A Mobility Management Network iscomprised of the agencies,• Providing one-on-one consultation through NCMM
organizations, and/or participants
Regional Liaisons.
who lead efforts to improve• Encouraging peer-to-peer learning by facilitating
integration across mobility options;relationships across states.
make public and private transit more
• Developing implementation tools such as
attractive and easier to use,environmental scan documents.
especially for people with disabilities;
identify innovative solutions; as well
• Sharing relevant Federal documents that relate toas reduce and re-distribute travel
coordination and mobility management.
demand to help unlock the capacityof transport systems.
Some states such as Connecticut, New Hampshire, Ohio,Virginia, and Wisconsin have developed their mobility
management networks based on the tenets and structure of their state’s human services
transportation coordination plans. The HST work becomes the foundation for the state’s mobility
management network, that in some respects, enables the state to operationalize or “put into action”
the state’s coordination goals and objectives.
Mobility Management to Operationalize Human Services Coordinated Transportation (HST)
Plans

Mobility management is active and creates and promotes shared learning, problem-solving, andsolution development. Mobility management networks and mobility managers can facilitate theimplementation of HST plans by:

•••••
•
•

Ensuring that there is opportunity to engage the people and organizations
highlighted in HST plans.
Using the data and research outcomes that characterize the plan.
Sharing recommendations offered in an HST plan.

Capturing outcome data regarding the impacts of mobility solutions suggested in the plan.
Contributing to the development of plans.
Reducing the duplication of human service transportation services.
Identifying and suggesting solutions to correct regional and local service gaps.

•Serving as a central repository of information and resources to address HST plan needsand goals.

Typically, Metropolitan Planning Councils or Regional Councils are responsible for HST plandevelopment, although, this is not the case in some states. For instance, in the Chicagoland area ofIllinois, the HST plan is developed and administered by the Regional Transportation Authority(RTA). In other states, such as Minnesota, the state DOT and partners across state agencies develop
and administer the plan, or as is the case in Rhode Island, the Rhode Island Public Transit
Authority, as the designated recipient of FTA Section 5310 funds and a transit provider may also beresponsible for the plan. To access HST plans, NCMM maintains links to HST plans around thecountry.
Regardless of the entity responsible for the plan, the content, people, and recommendations
outlined in an HST plan can be valuable to launching a mobility management network. This
characteristic, along with the following attributes appear to be key influencers in a state’s work todesign and implement a network.
Characteristics and Attributes of Launching a Mobility Management Network Integrate planning activities across topics. States such as Vermont and New

Hampshire reviewed plans developed for non-transportation purposes to identify
overlaps and opportunities for collaboration. As mobility managers leaders anticipated
the activities characterized by the network, they reviewed recommendations from otherplans such as healthy aging plans, ADA Transition Plans, public health plans, and others
to build recommendations and related activities for mobility managers.

 Engage partners and stakeholders. As mobility management professionals build

networks, it is important to have the perspectives and voices of many, including people
with lived experience. In human service sectors, to access social services, the field often
describes, “there is no wrong door” – meaning individuals who need services can accessthese services through multiple ways and a variety of forums. This same attribute canapply to partner and stakeholder engagement. There is no wrong partner or stakeholder.
The trick is to make participation compelling for this broad range of participants.

 Invite the participation of state and regional agency partners. In many of the technicalassistance sites in which NCMM worked, mobility management professionals solicited theparticipation of non-DOT partners. For instance, in NH, the state lead representing Ruraland Primary Health, and the Administration on Children and Families were active incontributing to the state and regional mobilitymanagement network. The following considerations and practices were important toengaging non-DOT partners:

o Articulate the “why” of partner involvement. How does the engagement of a nonDOT partner contribute to this work? What is the value or ROI of their
participation for their constituents? States such as Indiana, Oklahoma, Ohio, andNew Hampshire worked closely to develop a message of engagement that clearlycommunicated why the participation of colleagues from across sectors wasvaluable.

o Define Roles and Value Contribution. New Hampshire asked their HHS partners tocontribute to the mobility management process in substantiative ways. This active
participation led to the agency to support funding mobility managers. Partners
helped convene their audiences to participate in the mobility management networkand support training. For instance, in New Hampshire, ACL convened its TANF
counselors to partner with regional mobility managers to identify opportunities
and strategies to work together to address the transportation needs of individuals
receiving TANF benefits. The relationship between TANF and mobility managers
was publicized through various forums, acknowledging the work that the twogroups was doing together.

o Rely on Federal resources and tools regarding the Coordinating Council on Accessand Mobility (CCAM). CCAM can be a strong motivator for states and regions tocollaborate across state and regional agencies. For instance, in Ohio, the statewide
mobility manager uses the resources produced by the Federal Transit
Administration (FTA) to provide training to mobility managers across the state onpractices related to Federal fund braiding and incidental use. The network has
invited the participation of national entities, such as NCMM, to provide professional
development, and readily shares any updated CCAM-related materials to further
the knowledge of the states’ mobility managers. In other states, such as Virginia,
the mobility management network has used FTA tools such as the Program
Inventory, to review state agency grant programs to identify opportunities forcollaboration.
 Implement coalition-building forums. Health by Design, a leader in Indiana in helping
the state consider launching a mobility management network held a statewide summit to
kick-off plans to implement a statewide mobility management network. A planning team,including human services organizations, metropolitan planning organizations, stateagencies such as the Governor’s Council for People

with Disabilities and the State Independent Living Council, and NCMM, were catalysts inthis work. The forum served to educate and inform diverse audiences about the viability ofa network to address transportation access and gaps in Indiana. Among other states
implementing a forum or summit to engage stakeholders were Maine (Moving Maine),Missouri (MO Rides), and New Hampshire.

 Implement a mobility management strategic plan or roadmap. In New Hampshire, akey to the state’s launch of its mobility management network was a plan or blueprint for
the “what, how, and who” attributes of the mobility management network. The plan wasdeveloped and approved by a heterogeneous group of mobility management stakeholders
and will be used as a guide for the state as the work advances. Developing a mission andvalues for the network, as is the case for the Wisconsin Association of Mobility Managers, isan important foundation for the work.

 Establish timelines. A blueprint or roadmap can include milestones and timelines. Thesepoints are important to serve as benchmarks to progress. Establishing a timeframe can also
service as a catalyst for activity, since in some ways, the work to build a network, andprogress, can be assessed using this schedule. What we learned is that there is not acommon timeline for doing this work. For instance, in some places, even after two years, thework continues to advance. There may be bumps in the road that can impede theattainment of milestones – some of these bumps may be out of the network’s control. For
instance, leadership changes at the state level, or turnover of the network leadership, mightchallenge a timeline. However, the mobility management leaders would be quick to say –persevere – don’t give up!

 Garner multi-level state participation. NCMM conducted a 2018 study of statewide

mobility management networks to identify key attributes or features of networks. We
followed this study up with more in-depth interviews of key state contacts who provided
overview information about the network. Entitled Statewide Mobility Management: Factors
Affecting the Creation and Success of Networks, we learned that in 60% of the statesinterviewed, the mobility management networks were created through the initiative of astate government department or agency, and that state agency continues to be active andengaged in mobility management activities. This finding about the importance of stateagency participation is confirmed in many of our technical assistance activities regarding
building mobility management networks. The support of a state agency can be a criticalcatalyst toward launching a network, as is the case in Connecticut, Maine, or Vermont.

Conversely, limitations in a state’s participation – regardless of reason, can delay moving
forward with a mobility management network.

Fortunately, national policy initiatives, such as the Coordinating Council on Access andMobility (CCAM), have created heightened regard for the support of transportation service
across Federal sectors. NCMM Regional Liaisons encourage the participation of multi-stateagencies in building mobility management networks. We leverage Federal guidance on CCAM,and its funding, braiding, and incidental use policies to support departments of transportationin states to invite the participation of their sister state agencies. For instance,o Health & Human Services (HHS). The importance of transportation to access healthcare can make it compelling for the US Department of Health and Human Services(HHS) and their state counterparts to invest in transportation.
o Labor (DOL). The significance of transportation to individuals securing
meaningful and inclusive employment can prompt interest by the US
Department of Labor and state affiliates to consider investments intransportation.
o Education. When students with disabilities leave high school, they often cannot
access higher education, or jobs because of transportation challenges.
o Housing (HUD). A focus on public and Indian housing can strengthen the interestof housing professionals to build relationships with transportation planners andproviders to facilitate access to community services by residents of public
housing units.

A key for mobility management professionals is to create a compelling need for these diverse
funding sources to invest in transportation. A case needs to be made that the populations served bythese diverse agencies will benefit from the transportation investment. These opportunities forfunding come through a variety of ways such as direct funding for capital including vehicles,voucher programs to participants and riders, or using funds from across Federal agencies, calledbraiding funds. The CCAM tools developed by the FTA are useful in identifying Federal programs
that can support transportation, and obtain guidelines about the Federal braiding provisions
allowable by FTA and other Federal agencies. States with advanced mobility management
networks appear to garner and sustain the support of state or regional agencies, and theirprograms and grantees, beyond transportation departments.
Funding can also come from non-Federal resources such as private businesses, foundations, orphilanthropies. In one mid-western state, Minnesota, a large family-owned business in thenorthern part of the state provided an agency with the funds to support thelaunch of a regional mobility management network. In some national philanthropic efforts,
foundations will fund programs that focus on building community well-being and economicprosperity. Transportation, as a social determinant of health (SDOH), certainly can lead to thiseconomic and community well-being. Mobility management professionals need to help funders “seethe connections” – relying on the ROI as the impetus for the investment.
Conclusion

This information brief is based on the specific technical assistance experience and activities of one
NCMM Regional Liaison. And as has been said, mobility management is so variable and unique to astate or region, that when considering some of the attributes described above, mobility
management professionals need to align solutions with their own circumstances and conditions.
Those of us in the mobility management field always say there is not a one-size approach tomobility management. And this holds true with the factors identified in this brief. We hope this canbe a beginning to your journey to launch a viable and sustainable statewide or regional mobility
management network. Other tools produced by NCMM such as its information briefs and e-learning
training can be valuable complements to this product.

Resources
The following FTA-funded national technical assistance centers can provide free support andresources to help improve mobility options for individuals and communities.

 National Rural Transit Assistance Program (RTAP).

https://www.nationalrtap.org/. Call for resources and info: 1-888-589-6821 or email:info@nationalrtap.org. This center supports the Grants for Rural Areas Program.
 National Center for Mobility Management (NCMM).
https://nationalcenterformobilitymanagement.org/ phone: 1-866-846-6400 email:info@nc4mm.org. This center supports mobility management, which means helping
communities and individuals create and manage their mobility options. NCMM supports
grantees, mobility managers, and partners in promoting customer- centered mobility
strategies that advance good health, economic vitality, self- sufficiency, and community.
 National Aging and Disability Transportation Center (NADTC).
https://www.nadtc.org/ phone: 1-866-983-3222 email: contact@nadtc.org. This center
supports the Grants for Enhanced Mobility for Seniors and Individuals with Disabilities
Program.
 National Center for Applied Transit Technology (N-CATT). https://n-catt.org/. The
mission of this center is to translate emerging transportation technologies for states andlocalities across the United States. Contact us: https://n-catt.aurasoftware.com/contact/.
 Shared Use Mobility Center (SUMC). https://sharedusemobilitycenter.org/. The SharedUse Mobility Center is a public-interest organization dedicated to achieving equitable,affordable, and environmentally sound mobility across the US through the efficient sharingof transportation assets. By connecting the public and private sectors, piloting programs,
conducting new research, and providing policy and technical expertise to cities and regions,
SUMC seeks to extend the benefits of shared mobility for all. Contact us:

info@sharedusemobilitycenter.org.