Competency Implementation Guide for thePractice of Mobility Management

The National Center for MobilityManagement

2017Competency Implementation Guide for the Practice of Mobility Management
About the National Center for Mobility Management
The National Center for Mobility Management (NCMM) is funded through a cooperative
agreement with the Federal Transit Administration. The mission of the Center is to facilitatecommunities to adopt transportation strategies and mobility options that empower people to live
independently, and advance health, economic vitality, self-sufficiency, and community.
The Center’s primary activities support Federal Transit Administration (FTA) grantees,mobility managers, and partners in adopting proven, sustainable, and replicable transportation
coordination, mobility management, and one call–one click transportation information
practices. NCMM provides assistance to communities through NCMM Regional Liaisons, a peerto-peer network, short-term technical assistance, web resources, and one-on-one phone and email support. NCMM staff deliver in-person and virtual trainings, a monthly e-newsletter,
webinars, and conference calls while also disseminating descriptions of relevant promising
practices, including “snapshots” of a particular topic or trend as well as a more in-depth databaseof practices. NCMM staff collaborate with mobility management practitioners across the countryand align and support the goals and activities of the FTA’s Coordinating Council on Access andMobility (CCAM).
NCMM is operated through a consortium of three national organizations—the American
Public Transportation Association, the Community Transportation Association of America, andEasterseals.

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Developing this Guide
The National Center for Mobility Management (NCMM), in collaboration with the Federal Transit
Administration and Mobility Managers across the country, was tasked with developing
competencies for the practice of mobility management. The process by which thesecompetencies were developed, including a comprehensive description of a field implementation
process, are detailed in a prior report available on the NCMM Website. This learning enabled
NCMM to develop an implementation guide, which is intended to support the field in using thecompetencies in a variety of ways. Our competency work is intended to support a diverse rangeof mobility managers and other related personnel toincrease their knowledge, skills and expertise in the field ofmobility management. The establishment of mobilitymanagement competencies can bring an increased sense ofprofessionalism to this growing field.
Competencies, regardless of industry, are the knowledge
and skills that professionals are expected to know andperform. Definitions include:A cluster of related abilities, commitments,knowledge, and skills that enable a person (or anorganization) to act effectively in a job or situation.

Competencies refer to skills or knowledge that leadto superior performance.

Measurable skills, abilities and personality traits that
identify successful employees against defined roles

Mobility managers are experts inwhat is called person-centeredtransportation. Individuals whocannot or do not drive face achallenge in getting from here tothere. Mobility managers take thechallenge away. Mobility managers
know the transportation resources
available in their respective service
areas, how to use those resources andhow to pay for those resources.
Additionally, mobility managers areadvocates for those who happen to
be transportation disadvantaged.
Wisconsin Association of Mobility
Managers WAMM, 2017

within an organization.
A measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics
that an individual needs to perform work roles or occupational functions successfully. (Uof Nebraska, Business-Finance Human Resources).

Researchers explain that a competency is more than just knowledge and skills. It involves theability to meet complex demands, by leveraging psychosocial and personal attributes, including
attitudes, perspectives, and experiences in a particular context1.
Competencies can help employees and their managers describe how a mobility management
position is expected to be carried out and what the employee needs to do to be successful in theposition.
1Sturgess, Gail. “Skills vs Competencies: What’s the Difference?”, TalentAlign. http://www.talentalign.com/skills-vscompetencies-whats-the-difference/. December 6, 2012.

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It is important to note that competencies should be customized to the unique demands of aposition. The competency work conducted by NCMM is
not intended to be prescriptive or a one-size fits all
approach to professionalizing the profession. As indicatedin the adjacent text box, one administrator suggested thatthe competencies can be useful in the development ofcoordinated plans. Other uses are described in thefollowing:
Use by Policymakers and Funding Agencies

The Competencies will be critical for
our Mobility Management Staff tospeak to specific targeted audiences
for our Coordinated Plans rewrites
and updates. They will also be useful
to conduct survey work and educate
consumers about mobility options intheir respective communities (mobilitymanagement administrator, 2016).

 Develop policy and funding recommendations.
Mobility management positions are created and sustained by Federal, state, and local
policy initiatives. These policy recommendations can result in the establishment offunding priorities that can support the advancement of mobility management positions.
Policymakers can use the competencies, in part, as 1) a benchmark to assess the needsof communities regarding accessible and reliable mobility options and use these findings
to communicate with legislators, constituents, and stakeholders; 2) evaluate existing
policy and legislation to ensure it supports competencies, and 3) establish funding
priorities and programs. Policymakers may also interact with mobility management
professionals regarding their self-perception of current or needed competencies and may
offer policy recommendations based on these gaps.
 Align mobility management with other initiatives. Mobility management is in part driven bytechnological advances, smart growth and smart city initiatives, and mobility on demandsolutions. With understanding about the role of mobility management professionals,
policy planners and funding administrators can better connect mobility management tothese innovative and technology-driven solutions. Mobility managers can be key
influencers to these new solutions – they understand the needs of riders, work acrosssystems, and are adept at aligning disparate and sometimes competing programs.
However, initiatives related toenhanced mobility should becoordinated, strategic, and systematic.
Understanding the mobility
management role is a means offacilitating these desired end-goals.

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Use by Administrators and Human Resources/Hiring Managers
 Recruitment. Use competencies to develop job descriptions, write position
announcements, and assess candidates for mobility management positions during hiring
processes.
 Performance Evaluation. Evaluate employee performance, since the competencies
represent what an individual is expected to know and do in their position. Any difference
between the competencies and an employee’s current performance level can be used to
identify professional development needs.
 Professional Development. Administrators and human resources professionals want to be
sure that their staff is equipped with the knowledge and skills that are best aligned withneeds of a position. When employees have these competencies, they can best contributeto the goals of an organization and, presumably, add value to an organization. Simply, anemployer is getting a better return on investment for employees whose competencies
match expectations. When there are gaps or differences between what employees are
expected to know and what they actually do know this can help administrators andhuman resources personnel to make efficient decisions about professional development
needs. Budgets for professional development and training may be limited in agencies ororganizations. Thus, being able to more accurately align investments with need improves
the efficiency of professional development expenditures.
 Budget Justification. With specific and measureable performance competencies
administrators can justify budgets to support mobility management positions. Sincecompetencies can be used to explain specific job duties and responsibilities, managers
can equate or align these responsibilities to salary/budget considerations. This type ofjustification may be useful for boards, funding proposals, auditors, or other external
entities to which agencies or organizations may be accountable.
 Communicate with Policymakers and Funders. Mobility management positions may not
be considered vital to an organizational mission or role. However, with an emphasis onperformance measurement, impact and outcomes, return on investment, and a
description regarding how competencies are related to these performance outcomes, it iseasier to justify mobility management positions to policymakers and funders.

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Use by Mobility Management Professionals
Compare competencies to current position and role. Do a side-by-side to determine whether in acurrent position, you are completing more or less of these particular competencies.
 Evaluate your current job description. If you have more of these competencies, and areimplementing them in your position, does your job description reflect this incongruence?
Should you go to your manager to review your job description, duties, and salary?
 Assess professional development needs. If you do not have these competencies, are they
relevant to your position? Can you identify professional development opportunities thatenable you to acquire these knowledge and skills? Can you use this gap to justify
participation in professional development events and forums to your agency ororganization?
 Obtain a position in a mobility management profession. Are you interested in securing aposition as a mobility management professional? Review these competencies todetermine whether you are the right “fit” for an advertised position. If you lack some ofthese competencies, are there ways you to build your alignment with the position?
 Communicate within and outside of your agency ororganization. Do people outside of our industry ever ask you todescribe your job as a mobility management professional? Think
about how these competencies can help you describe what you
do in the role – both within your organization and to outsideinquirers. Can you develop a “pitch” or elevator speech based onthese competencies?

Use by Metropolitan Planning Organizations (MPOs)
 Integrate in Coordinated Public Transit Human Services Transportation Plans(“Coordinated Plans”).
 Identify needed skills in the scope of work in hiring consultants to develop CoordinatedPlans.
 Manage coordinated plan development consultants and evaluate their performance.

NCMM Competency Implementation Guide for the Practice of Mobility Management |5 Evaluate how inclusive their long range plans and other planning products are of thesepopulations and what areas need to be expanded.
We hope that this implementation guide will be used in conjunction with other tools that anadministrator, planner, or mobility manager professional may have within their agency ororganization. The initial report developed by NCMM details the process by which thecompetencies were developed and is important to accompany this guide. As NCMM evaluates
how competencies are implemented in the many diverse settings that mobility management
professionals can work, it is important to obtain objective feedback. Please send your feedback,suggestions, and implementation strategies to Judy Shanley, Ph.D. at jshanley@easterseals.com.

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Attachment A. Competencies taken from NCMM Product.
Competencies for Mobility Management Professionals
Through an extensive external vetting process, staff from the National Center for Mobility Management(NCMM), with the support of an advisory committee, identified competencies or knowledge areas thatare important for mobility management professionals and program administrators who work in diverse
settings. The advisory committee was comprised of mobility managers and related personnel fromacross the country and representative of the diverse ways in which mobility management
programs/projects are administered. Mobility management competencies can be used for multiple
purposes including:
1. Develop job descriptions, recruit qualified candidates, and hire mobility managers;
2. Integrate content about the competencies in communications, budget decisions, and otheradministrative operations with policymakers, funders, or community leaders;
3. Plan, deliver, or request professional development;
4. Support a grant application;
5. Reorganize a position within an organization;
6. Assess personal skills and attributes in relation to the demands of a position.
There are seven proposed competency development areas with multiple proposed competencies or skill
sets in each area. These competencies are not intended to be prescriptive or a one-size fits all approach.
As individuals use the competencies in their settings, it may be important to customize the skill areas toalign with the unique needs or circumstances of a setting. Additionally, the competencies needed for aposition or setting may vary based on the experience of the individual. The competency areas and therespective competencies for each area are as follows:
1) General Competencies or core competencies that are applicable across mobility management
settings:Address Transportation Challenges
Understand the unique transportation challenges faced by persons with disabilities, older adults,veterans, transitioning youth, low income individuals and other vulnerable populations
Develop solutions that address unique community challenges
Create process improvements
Work creatively and in collaboration with stakeholders

NCMM Competency Implementation Guide for the Practice of Mobility Management |72) Transportation Competencies. These competencies focus on knowledge and skill in understandingtransportation and mobility systems and services.
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Address community transportation challenges
Local transportation systems and processes knowledge (Beginner/Introductory)
Local transportation systems and processes knowledge (intermediate)
Local transportation systems and processes knowledge (advanced/expert)
Understand various trip planning methods
Local transportation resource knowledge
Local, regional or statewide information and referral clearinghouse knowledge (i.e: one call/one
click centers)
Understand the role of transportation in accessing employment opportunities
Understand the role of transportation in accessing medical services
Understand the role of transportation in accessing affordable housing
Understand the role of transportation in accessing social destinations

3) Management/Leadership Competencies. These competencies pertain to program and project
oversight or authority.
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

Address community transportation challenges
Business Development knowledge
Project or Program Management Experience
Staff Training and Development Skills
Committee Leadership experience
Community Leadership desire4) Coordination Competencies. These competencies emphasize knowledge and skill in building andsustaining relationships and/or bringing people, organizations, and systems together.
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Contribute to the local coordination process
Develop priorities for coordination
Collaborate within small and large groups
Human service transportation coordination experience
Collaborate with federal stakeholders
Collaborate with statewide stakeholders
Collaborate with local/community stakeholders
Work across multiple transportation/mobility projects5) Outreach and Marketing Competencies. These competencies focus on communications, using
various modalities, to advance or inform diverse audiences.

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Seek networking and outreach opportunities
Verbally “sell” program or projects via outreach and networking
Attend outreach events
Liaise and collaborate with community stakeholder groups
Develop social media outreach platforms
NCMM Competency Implementation Guide for the Practice of Mobility Management |8Develop program enhancing advertisements
Write or edit press releases

6) Program/Financial Administration Competencies. This area necessitates fiscal, organizational, andmanagerial skill in processes and procedures important to mobility management.
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Strategic Planning
Grant Writing
Grant Reporting
Data Collection
Federal Funding Stream knowledge
State Funding Stream knowledge
Local or community Funding Stream knowledge
Foundation Funding Stream knowledge
Find and contribute to new funding opportunities

7) Technology Competencies. This competency area focuses on understanding, assessing, and utilizing
varying technologies to facilitate mobility management services and systems.
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Assistive Technology knowledge or experience
Trip planning mobile application knowledge or experience
Wayfinding mobile application knowledge or experience
Technology procurement experience
One-call/One-click center practice

For questions about the competency development process, or opportunities to apply thesecompetencies in your setting, please contact Easterseals NCMM staff, Judy Shanley atjshanley@easterseals.com or Jordan Snow jsnow@easterseals.com.

The National Center for Mobility Management (NCMM); www.nationalcenterformobilitymanagement.org) is a nationaltechnical assistance center created to facilitate communities in adopting mobility management strategies. The NCMM isfunded through a cooperative agreement with the Federal Transit Administration, and is operated through a consortium of
three national organizations – the American Public Transportation Association, the Community Transportation Association ofAmerica, and Easterseals. Content in this document is disseminated by NCMM in the interest of information exchange.
Neither the NCMM nor the U.S. DOT, FTA assumes liability for its contents or use. This publication was prepared by National
Center for Mobility Management staff. The opinions and conclusions expressed herein are solely those of the authors andshould not be construed as representing the opinions or policy of any agency of the federal government.

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