ENGAGE – THRIVE – SUSTAIN
Using the Mobility Management Sustainability Assessment ToolMobility Management Connections
2024 Virtual Summit March 18, 2024
Steven Workman
Consultant for NCMM at Easterseals
Director, Transport New Hampshire
Enjoli Dixon
NCMM at Easterseals

Steve Workman
NCMM Consultant
Director, Transport New
Hampshire
steve@transportnh.org

vIndependent Organization
vWorks in the spaces between
vConvener & Coordination Instigator
vPolicy Change (Advocacy)
vStrategic Innovation & Project
Implementation
vOrganizational Support

Today’s Agenda• Welcome!
• Why Coordination/Collaboration?
• Thoughts on Mobility Management• Overview of the MM-SAT• Good Process EQUALS Good Outcomes• Breakout Groups: Exploring a MM-SATDiscussion• Breakout Group Debrief• Final Thoughts

Imagine you are on an airplane…

All About Coordination

Mobility Management Is:
A Theory & Approach to delivering
mobility services

An Operational Model for delivering
mobility services
A Professional coordinating & delivering
mobility service(Mobility Manager)
8

AT ITS HEART,
MOBILITY MANAGEMENT IS

Mobility FOR People
BY People

THE MOBILITY MANAGER IN THE WILD…

KEEPING MOBILITYMANAGEMENTSUSTAINABLE AND
THRIVING…

IS SUSTAINABILITY JUST ABOUT THE ENVIRONMENT?
LET’S ASK THE OXFORD DICTIONARY!

§ Sus·tain·a·bil·i·ty – noun
§ 1. The ability to be maintained at a certain rate or level.
§ 2. Avoidance of the depletion of natural resources inorder to maintain an ecological balance.

The National Center for Mobility ManagementMobility Management Sustainability Assessment Tool
A self-assessment tool to help mobility management professionals…
§ Measure the overall sustainability of their programs.
§ Identify the different dimensions of sustainability.
§ Focus efforts to increase your sustainability§ Make data driven strategic decisions

THE INTERSECTION• PLANNING• IMPLEMENTATION• EVALUATION• SUSTAINABILITY

Benefits of Using the MM-SAT
Ø Stay in the KNOW: It is true that what you don’t know could negatively impact you. In other words, if
you are not constantly scanning your environment and operations you cannot assess the overall healthand sustainability.
Ø Sustainability Planning: Increasingly government and charitable funding sources are looking forevidence that your organization is thinking about and planning for long-term sustainability.
Ø Relationship Building & Buy-in: Theoretically, a single person could complete the MM-SAT and findvalue; however, the process of bringing people together to discuss will prove to be more effective. Thinkof this process as an opportunity to hear different perspectives, build relationships and create buy-in.
Ø Data Driven Strategies: The adage, that doing the same thing produces the same results is quickly
thwarted when analysis and data identify strengths to build on and areas that require change. It is alsoeasier to engage people in policy changes and funding needs when data justifies the request.
Ø Expanding Capacity in the Field of Mobility Management: The MM-SAT is one way that mobility
management organizations across the country can contribute to the standardization, effectiveness andshared knowledge in the field of mobility management. Think, better together.

Organizational Infrastructure

Five
Dimensions
Examinedby MM-SAT

Collaboration & Coordination

Service Delivery

Evaluation & Continuous Improvement
Systems

Environmental Impact

SNAPSHOT OF THE MM-SAT#1

Dimension
Organizational Infrastructure

1.a Governance

Focus

Emerging
Capacity

Moderate
Capacity

HighCapacity

Organizational infrastructure consists of the systems, protocols, and processes that give structure to the organization, support its key functions, and routinepractices. It also includes an organization’s systems for operations—from human resources, training, supervision, and communication systems to data,
evaluation, and continuous quality improvement (CQI) systems. Note that service delivery infrastructure is not included under this dimension and will beaddress under Dimension 3.
This target examines the systems and processes by which the organization is directed, controlled, and held to account. Consideration should be given toleadership, how decisions are made, risk analysis, goal setting and accountability. Embedded in these considerations are the policies and procedures thatshould be in place to define roles, responsibilities, chains of command, etc. Many mobility management networks are umbrellaed by a lead agency thatprovides the governance structure. In this case consideration should be given to how the lead’s policies govern and impact your organization’s operations aswell as structures your organization has put in place for itself.

This target examines the structures and policies in place to recruit, hire, manage and retain employees. Consideration should be given to how staffing needs
are identified, clarity of job descriptions and required qualifications and orientation/onboarding practices. Compensation and benefit packages should beevaluated for alignment with industry rates, local cost of living considerations, opportunities for advancement and the effectiveness of the systems in place to1.c Human Resources /Workforce manage these benefits. Consideration should also be given to professional development opportunities, trainings, certifications and a coaching system for
employees who are struggling with job requirements or performance. Workplace culture and policies should also be evaluated for effectiveness in promoting
diversity, equity and inclusion for all personnel.

1.d Funding

2This target examines how the organization funds both its operations and services. Consideration should be given to the organization’s capacity to apply forand effectively manage government and charitable grants. It also should examine how the organization uses braided funding opportunities and innovative
sources of match to maximize federal funding.

Coordinated transportation services are achieved when multiple entities work together in delivering one or more components of a transportation service sothey can increase their capacity to provide trips, but coordination doesn’t happen without collaboration. This dimension focuses on how the organization
Collaboration & Coordination cultivates partnerships and creates or joins collaborative efforts that include transportation providers, state agencies, planners, and other stakeholders.
Effective collaboration requires clear and transparent communication, group facilitation, a shared approach, public engagement, information sharing andabove all, relationship building. It also requires a clear plan that defines how the coordination will work, delineates responsibilities, and identifies policy &procedures.

2.a Use of CCAMThe Coordinating Council on Access and Mobility (CCAM) brings together Federal agencies to coordinate efforts and improve the quality, efficiency, andavailability of transportation services for targeted populations while reducing costs and service fragmentation due to inconsistent program rules and a lack ofinteragency collaboration. CCAM’s primary goals seek to improve access to community through transportation, enhance cost-effectiveness of coordinatedtransportation, strengthen interagency partnerships and collaboration with state, local, and industry groups, and demonstrate innovative coordinatedtransportation. This target examines if and how Federal CCAM principles and resources are incorporated into your work as well as how you may haveadapted these principles for your state and regional operations.

17

MM-SAT Evaluation or “Scoring” Mechanism
Emerging Capacity: This level acknowledges that all organizations andservices have a life cycle that must include a starting point. Your organization
may be new or established with a plan to expand operations through amerger, new initiative, or service.
Moderate Capacity: This level reflects adequate understanding of andresources to support a sub target. Think of this as a level where theorganization has hit its stride and is demonstrating results in meeting its
mission. It will feel like a comfortable place for the organization in contrast toan emerging capacity which can at times feel overwhelming or fraught withinsurmountable challenges
High Capacity: This level demonstrates proficiency under a specific dimension
or sub target but is slightly different in that it permeates other dimensions andsub targets. Day-to-day operations are not without challenges, but there is anoverall feeling that the right system(s) are in place to address thesechallenges. The organizational culture embraces innovation, continual
improvement and a team-approach to problem solving.

Good Process…

GOOD
PROCESSEQUALSGOOD
OUTCOMES• Is not the enemy and no you do not need to holdhands in a circle!
• Ensures that everyone has an opportunity toparticipate, be heard, and be respected while moving
the group toward consensus• Builds on a common vision, shared ideals andstrengths (assets)• Does not shrink away from hot-spots, but tries to workthrough them

Good Process Requires:• Good facilitation• A safe space to speak honestly and openly about
challenges & opportunities• Ground Rules• A clear understanding of the work before the group• Strives for good communication between all
stakeholders• Other requirements?

Let’s Dive In!
BREAKOUT GROUP MM-SATDISCUSSIONSBreakout Group Directions
1. You will be randomly assigned to 1 of 5 breakout groups
2. The number of your breakout group is the Dimension you willdiscuss

GroupDimension

3. You will 20-minutes for a brief exploration of the dimension
discussion.

1122

334455

4. Quick introductions (name and who you represent)
5. Assign a volunteer to take notes and report out to the large group(2-minutes each group)

Discussion Tips
v If you were doing this back home, the discussion would focus on specific agencies, policies, regions, stateoperations, etc. That is not how today will work.
v Each group member should speak from her/his own perspective and experiences back home.
v You are each from different places, with different responsibilities, but you can relate to the work,
challenges and successes that each of you experience back home. These are shared experiences eventhough the details are different.
v Think of this as a friendly discussion in the lounge with your peers from all over the country after a long dayof conference sessions.

Dimension
One

1.A Governance

1.B Operating Systems & ProceduresThis dimensions examines organizational
infrastructure consists of the systems,
protocols, and processes that give
structure to the organization, support its
key functions, and routine practices. It
also includes an organization’s systems foroperations—from human resources,training, supervision, and communication
systems to data, evaluation, andcontinuous quality improvement (CQI)
systems. Note that service delivery
infrastructure is not included under thisdimension and will be address underDimension 3.

1.C Human Resources/Workforce

1.D Funding

1.E Communications (Internal)

Dimension Two
This dimensions examines Coordinatedtransportation services are achieved when
multiple entities work together in delivering
one or more components of a transportation
service so they can increase their capacity toprovide trips, but coordination doesn’t happen
without collaboration. This dimension focuseson how the organization cultivates partnerships
and creates or joins collaborative efforts that
include transportation providers, stateagencies, planners, and other stakeholders.
Effective collaboration requires clear andtransparent communication, group facilitation,a shared approach, public engagement,
information sharing and above all, relationshipbuilding. It also requires a clear plan thatdefines how the coordination will work,
delineates responsibilities, and identifies policy& procedures.

2.A Use of CCAM

2.B Coordinated Transportation
Plan(s)

2.C Local Coordination

Dimension
Three

3.A Determining Need/Capacity
3.B Use of Technology
3.C Innovation

This Dimensions examines thedelivery of services yourorganization offers and theexperiences ofcustomers/clients andstakeholders. It also examines
the infrastructure, technology,
collaboration, andcommunication required toeffectively deliver the services.

3.D Multi-modal Integration
3.E Communications (External)
3.F Diversity, Equity & Inclusion(DEI)
3.G COVID-19, Disasters, & other prolonged service interruptions
3.H Travel TrainingDimension
FourThis dimension examines theperformance measures that you are using
to evaluate your operation. This should
include internal and external measures,
how you organize and think aboutmeasures and how you collect andanalyze data on each measure.

4.A Performance Measures

4.B Data Collection

Dimension Five
This dimension examines the positive andnegative impacts operation of yourorganization has on the environment and thestrategies being used to promote positive andreduce negative impacts. It is understood thata mobility management network may havelittle direct control over environmental impacts
because you operate out of a facility underanother’s control, are umbrellaed under a leadagency or perhaps do not operate your own
fleet. If this is true, you should evaluate theways in which you can promote/influenceenvironmental stewardship. This may include
an environmental impact and value statements
for your organization, steps being taken toreduce carbon emissions from your fleet,collaboration with local environmental efforts
to promote public transportation, safe walking
and biking as ways to reduce greenhouse gases,
etc. The emphasis of this dimension is tounderscore that there are steps that can betaken appropriate to your level to reduce
environmental impacts and align with newfederal IIJA environmental policies.

Policy & Analysis

5.B. Reduction of Fleet
Carbon Emissions

5.C. Facility Modification

Breakout Groups Report Out
Each group will have 2 minutes to share 1 or 2
key findings/themes, observations, AHA
moments, etc. they had during the process.

Final Thought: WE HAVE A CHOICE

FeedbackAfter viewing, please take time
to take the 2-minute survey on
the MM-SAT Training.
https://www.surveymonkey.com/r/MM-SATPOSTSThis Photo by Unknown Author is licensed under CC BY-SA-NC

thank you
Steve Workman
NCMM Consultant
Director, Transport New
Hampshire
steve@transportnh.org
Enjoli Dixon
Easterseals NCMM
Enjoli Dixon
edixon@easterseals.com

This Photo by Unknown Author is licensed under CC BY-SA-NC