TMA PERFORMANCE CRITERIA
A. TMA OVERVIEW
The overview is a summary of the TMA, addressing what is most important to the TMA and
the key factors that influence how the TMA operates. It should help the reviewer
understand why the TMA exists, who is involved, what are the TMA's products and services,
and what resources are being brought to bear on the problems. The TMA Overview should
describe:
- the nature of the TMA's operation: products and services
- principal customers (e.g., commuters, employers, etc.) and their special requirements.
- a description of the TMA's service area (activity center or corridor)
- key customer requirements (for example, prompt response or accurate information) for
products and services. Briefly note significant differences in requirements among customer
groups or markets, if any.
- the TMA's relationship to other transportation providers (e.g., transit agency) or
organizations (e.g., MPO).
- the TMA's staff composition, including: number, type, educational level, etc.
- major equipment, facilities, and technologies used
- types and numbers of suppliers of goods and services (e.g., third party vanpool
operators, taxi operators for the guaranteed ride home program). Indicate the importance
of suppliers, and other TMAs, and any limitations or special relationships that may exist
in dealing with such suppliers.
- the regulatory environment within which the TMA operates, including non-profit status,
contractual arrangements, concurrency requirement, etc.
- other factors important to the TMA, such as major new directions for the TMA, major
changes taking place in the industry, new alliances, etc.
The TMA Overview should be limited to four pages.
B. CORPORATE LEADERSHIP AND INVOLVEMENT
The leadership category examines the TMA's Board of Directors or advisory committee and
executive director's or program manager's personal leadership and involvement in creating
and sustaining a customer focus, clear and visible values, and high expectations.
Reinforcement of the values and expectations requires substantial personal commitment
and involvement. The leaders must take part in the creation of strategies, systems, and
methods for achieving excellence. The systems and methods need to guide all activities and
decisions of the TMA. Through their regular personal involvement in visible activities,
such as planning, communications, review of TMA performance, and recognizing employees for
quality achievement, the Board members serve as role models for staff.
- Board of Directors and Executive Director Leadership
a. Describe the Board of Directors/Advisory Committee and executive director's/program
manager roles and responsibilities in developing goals and objectives.
b. Identify Board/Advisory Committee activities for leading and/or receiving
Board/Advisory Committee training and communicating with TMA employees.
c. Describe financial and operational performance monitoring systems including types,
frequency, content, and use of reviews and who conducts them. Attach the most recent
progress and financial report provided by the executive director to the Board.
d. Describe the process of identifying and selecting new board members including
identifying the skills and characteristics that are important to the TMA and comparing the
strengths and weaknesses of the existing Board.
e. Provide a list of TMA committees including mission, names of committee members,
affiliations, and types (private/public).
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
performance review form used for evaluating the executive director/program manager as his
or her duties relate to the performance of the TMA.
- 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 organizations. It should be recognized
that the amount of time Board members can dedicate to the TMA is limited. At the TMA's
option, include a listing of Executive Director interactions with local and business
community leaders on TMA issues.
C. SUITABILITY OF GOALS AND OBJECTIVES
This Category examines the process of setting goals and objectives. Major
emphasis is placed understanding why the TMA chooses its mission, goals, objectives, and
activities.
- Scope and Management of Performance Data and Information.
a. List and define the data and information that is used to measure the TMA's
performance in achieving the TMA's goals and objectives. Briefly describe each.
- Benchmarking
This Criteria addresses data and information related to other TMAs
and to best practices. The two major premises underlying this Criteria are: (1) For their
key programs or services, TMAs need to "know where they stand" relative to other
TMAs or commuter assistance programs and what are the "best practices" for
similar activities among other TMAs or commuter assistance programs; and, (2) comparative
and benchmarking information provides impetus for significant (sometimes
"breakthrough") improvement, and alerts TMAs to new practices. The Criteria
addresses the key issues in management of benchmarking. It is anticipated that the
existence of benchmark information for many of the TMA programs or services may not be
readily available. TMAs may request the assistance of the TDM Clearinghouse in seeking
benchmark information.
a. Describe the criteria for selecting benchmarks.
b. Describe the process used by the TMA for obtaining and using comparative
information. Information might include:
(1)information obtained from other organizations;
(2) information obtained from a review of the literature; and,
(3) evaluation by independent organizations.
c. Describe how this benchmarking information is used to set goals and objectives and
improve performance.
- Analysis and Uses of Data to Develop Goals and Objectives and Products and Services.
Management by fact is a core concept in the Criteria. The Criteria call for a wide
variety of data-nonfinancial and financial--to guide a TMA's courses of action toward
beneficial results. Despite their importance, however, individual facts do not usually
provide a sound basis for action or priorities.
Action depends upon understanding cause and effect and between processes and results.
Process actions may have many resource implications; results may have many cost and
revenue implications as well.
a. Describe the key steps in the processes for delivering services and how performance
at each step is tracked and maintained. For example, the TMA may re-evaluate how it
delivers its guaranteed ride home program. The old method may have required the commuter
to pre-register with the TMA, receive prior approval to use the program from the Employee
Transportation Coordinator, pay taxi fare and get reimbursed, and have to wait 1 hour for
the only approved taxi cab provider. After evaluating the customer's experience, the TMA
might arrange to have several taxi cab providers accept vouchers for payment directly by
the TMA.
b. Describe how processes are improved to achieve better quality, response time, and
operational performance. Describe how each of the following is used or considered:
(1) process simplification (e.g., data entry and mailing sent by same person);
(2) benchmarking information (e.g., how long it takes other TMAs to fill requests);
(3) research and testing;
(4) use of alternative technology (e.g., voice mail access to commute information); and
(5) information from customers of the processes--within and outside the TMA.
c. Describe how the TMA receives and uses planning input from others such as the
regional commuter assistance program, MPO, etc.
d. Describe how new and/or modified products and services are designed and introduced
to meet both commuter needs and performance requirements. Factors that might need to be
considered in design include: cost, privacy concerns, convenience, third-party
capabilities; and support for Employee Transportation Coordinors.
e. Describe how the TMA's products and services are designed and managed so that
current employer and member requirements are met and continuously improved (e.g., surveys
of employers determined they want real-time access to a transportation advisory system for
major reconstruction projects). TMA services also might include providing information to
employers on transportation issues such as parking, bus pass sales, etc.
D. DEVELOPMENT AND DEPLOYMENT OF STRATEGIC PLAN
The Strategic Planning Category examines the TMA's long-range (e.g., 3 years) planning
process and how the goals and objectives and annual work plans are integrated into the
overall strategic plan. Include how this process integrates commuter, member and employer
requirements and how plans are carried out. Also discuss how progress is shared with key
stakeholders such as the MPO and transit agency.
- Strategic Plan Development
a. Describe the process used to examine the TMA's strengths and weaknesses as well as
opportunities for and threats to the TMA.
b. Attach a copy of the TMA's strategic plan.
- Implementation of Strategic Plan
a. Describe how the budget, staff, and volunteer resources are allocated to carry out
the plan.
b. Describe how the TMA relates current year work program to strategic plan.
- Coordination with Regional Transportation Organizations
a. Describe how it ensures alignment of TMA plans and activities with area long range
transportation plans.
b. Describe how the TMA communicates its plans and reporting progress to the TMA Board,
FDOT, RCAP, MPO, and other stakeholders.
- Local Transportation Service Supplier Quality and Support
a. Describe how the TMA's quality requirements are defined and communicated to the
TMA's suppliers (e.g., regional commuter assistance program's ridematching services, taxi
cab providers for guaranteed ride home programs) or suppliers to its customers (e.g.,
third-party vanpool provider).
b. Describe how the TMA determines whether or not its quality requirements are met by
transportation providers. Describe how performance information is fed back to suppliers.
E. FINANCIAL MANAGEMENT SYSTEMS
This Category examines the TMA's financial management systems. This information
supplements the audit required by the joint participation agreement. The Criteria address
financial performance 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 reasons are: (1) short-term
improvements in efficiency may be affected by factors such as accounting practices (2)
Some TMAs historically have higher measures of efficiency levels than others as a nature
of their market (e.g., high density, bedroom communities 30 miles from a downtown and
partially served by high occupancy vehicle lanes are fertile areas for carpool and vanpool
formation. Therefore, vehicle miles of travel reduced could be expected to be
significantly higher than a TMA near the center city.) (3) The time interval between
quality improvement and overall financial improvement depends upon many factors. This
interval is not likely to be the same from TMA to TMA. (4) The Criteria measure
performance relative to rigorous, customer-oriented, TMA performance criteria. Though
improved quality and productivity are likely 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 reduction ordinances or parking problems. Such programs may have
the most to offer from the point of view of sharing management strategies. (5) Efficiency
depends upon many external factors, such as local, national, and international economic
conditions and business cycles. Such conditions and cycles do not have the same impact on
all types of programs or on individual TMAs.
- Budget Preparation and Monitoring
a. Describe how budgets are prepared and monitored.
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 the acceptance of the auditor's report
and subsequent actions.
f. Provide information on trends of membership levels, new member recruitment,
retention, and, revenue and inkind contributions from members.
g. Attach a copy of the dues structure and number of members per category.
F. DEGREE OF EXTERNAL VISIBILITY
The external visibility category examines the TMA's advocacy, educational, and outreach
efforts and how these relate to enhancing the customer service focus of the organization.
Also examined is the potential reach of promotional efforts and their impact in convincing
customers to consider alternative commute modes.
- Promotional Efforts
a. Describe the process used to determine how the promotions will fulfill the TMA's
goals and objectives.
b. Include information on the direct costs and in-kind contributions of promotional
efforts.
- Education Opportunities
a. Identify opportunities for professional development including training and
conferences for TMA staff and members of the Board.
b. Describe the variety and types of educational opportunities provided to TMA members
and their employees. These may include:
(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 communicates its goals, objectives, mission statement and
product offerings to the commuters in the TMA's service area. Describe how the TMA uses
these opportunities to enhance its appearance as an advocate of commute alternatives.
These may include:
(1) News articles written about the TMA
(2) Presentations at public meetings and\or hearings
(3) The use of public service announcements and community television channels
(4) Other outreach activities
- Results of External Visibility Efforts
a. Describe how 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 promotional, advocacy, educational and outreach efforts.
b. Identify local government policies and programs that support the TMA and/or
transportation demand management strategies. These may include: trip reduction ordinances,
congestion 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: (1) the extent to which the
program has achieved its stated objectives (e.g., increases in Average Vehicle
Occupancy);. (2) the extent to which the accomplishment of the objectives can be
attributed to the program (direct and indirect effects). (3) the degree of consistency of
program implementation to plan (relationship of planned activities to actual activities).,
and, (4) the relationship of different tasks to the effectiveness of the program
(productivity). In areas with a regional commuter assistance program, some performance
measurements may be included as part of the RCAP evaluation. The TMA should coordinate
efforts with the RCAP.
- Evaluation Methods
a. Describe the methods for collecting the data for evaluation 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 logs. The evaluation method and data collection
requirements depend on the measures of effectiveness being used.
b. Attach copies of surveys (if applicable) and findings.
- Product and Service Results
a. Summarize trends and current levels for all key product and service features
described in the TMA Overview (e.g., vanpools in operation, customers served, employee
transportation coordinators) features; compare current 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 may 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 expenditures for
the period costs to the measures of effectiveness (e.g., cost per person served, cost per
vehicle miles of travel reduced, etc.).
H. MEASURE OF COMMUTER AND MEMBER SATISFACTION
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 results relative to other TMAs.
- Customer Expectations: Current and Future.
a. Describe how the TMA determines near-term and longer-term requirements and
expectations of customers.
b. Describe how the relative importance of specific product and service features is
determined for customer groups.
c. Identify how other key information and data such as complaints, gains and losses of
customers, and product/service performance are used to support the determination.
d. Provide information on how the TMA addresses future requirements and expectations of
customers.
- Commitment to Customers
a. Describe the TMA's commitments to customers regarding its products/services and how
these commitments are evaluated and improved. Examples of commitments are product and
service guarantees, such as the response time for a guaranteed ride home program or how
personal information confidentiality is maintained.
b. Describe how these commitments:
(1) address the principal concerns of customers;
(2)are free from conditions that might weaken customers' trust and confidence; and
(3)are communicated to customers clearly and simply.
c. Summarize how the TMA evaluates and improves its commitments, and the customers' and
members' understanding of them, to avoid gaps between customer and member expectations and
TMA performance. Include:
(1) how information/feedback from customers is used; and
(2) how product/service performance improvement data are used.
- Customer Satisfaction
a. Describe how the TMA determines customer satisfaction and customer intentions to use
the TMA's services again. Include a brief description of processes and measurement scales
used; the frequency of determination; and how objectivity and validity are assured.
Indicate significant differences, if any, in processes and measurement scales for
different customer groups or segments.
b. Describe how customer satisfaction measurements capture key information that
reflects customers' likely future market behavior, such as intentions to use the TMA's
services again or positive referrals.
c. The TMA's products and services might be provided via employee transportation
coordinators (ETCs). Thus, "customers" should take into account these ETCs as
well as the commuter.
d. Identify customer dissatisfaction indicators including number and type of complaints
received.
- Customer Satisfaction Results
a.Summarize trends in the TMA's customer satisfaction and trends in key indicators of
customer dissatisfaction.
b.Report trends in measures and/or indicators of customer dissatisfaction. Address the
most relevant and important indicators for the TMA's products/services.
I. OTHER
Other factors important to the TMA, such as major new directions for the TMA or
additional qualitative information, that are not reflected in the above Criteria. Please
describe the approach, implementation processes, and results for these factors. |
