Social and Economic Sustainability Metrics for Public Transportation

Tuesday, August 6, 20191:00-2:30 PM ET

TRANSPORTATION RESEARCH BOARD

Purpose

Discuss research from the Transit Cooperative Research Program (TCRP)’s Research Report 205: Social and Economic Sustainability Performance Measures for Public Transportation.

Learning Objectives

At the end of this webinar, you will be able to:

• Establish performance measures to measure social and economic sustainability performance at transit agencies

American Institute for Certified Planners

The American Institute for Certified Planners has approved this webinar for 1.5 Certification

Maintenance Credits.

Visit: www.planning.org/cm to report your credits.

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Social and Economic Sustainability Measures for Public TransportationHeather Unger, LEED AP, ENV SPWSP

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Agenda

— Project Objectives

— APTA Recommended Practice for Social and Economic Sustainability

— Using the TCRP Guidance Document

Project Objectives

Measure progress against sustainability goals and objectives (social, environmental and economic) over time

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Sustainability Performance Measure

— Social measures: reflect a transit agency’s commitment to community development, equity, and safety

— Economic measures: reflect a transit agency’s contribution to economic development and operational efficiency

— Environmental measures: indicate a transit agency’s progress toward protecting the environment

Measures an aspect of transit service that impacts or indirectly measures passenger perception of quality of service

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Transit Service Performance Measures

— Services offered/utilized (e.g., ridership, vehicles operated in max service)

— Transit availability (e.g., service coverage, hours of service)

— Transit convenience (e.g., travel time)

— Vehicular capacity

— Vehicle speed/delay

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TCRP J-11/Task 32 Project Objectives

— Expand metrics addressed in the APTA RP for Quantifying and Reporting Transit Sustainability Metrics to include social and economic metrics

— Provide guidance on how to operationalize the social and economic sustainability metrics

— Investigate and document emerging sustainability metrics and best practices and how to operationalize these metrics

APTA Recommended Practice

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Social and Economic Sustainability for Transit Agencies

— Purpose: Provides a framework and recommended practices to guide transit agencies in their approach to social and economic sustainability

— https://www.apta.com/wp-content/uploads/Standards_Documents/APTA-SUDS-CC-RP-005-18.pdf

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APTA Social and Economic Sustainability Goals

Goal Social EconomicInternal External Internal External

Community Building and Engagement: Engage diverse groups to improve transit service, create hospitality in customer service, and demonstrate good will through engagement techniques and commit to good design in the public realm.

X X

Economic Impact: Support the economic growth of our regions and the nation.

X X X

Employees and Workforce: Create a conducive and supportive environment for all employees.

X

Financial: Ensure the reliability of transit services through financial stability.

X X

Mobility and Accessibility: Make it easier for people of all abilities to affordably and reasonably access different goods and services to meet their daily needs.

X X

Safety and Emergency Preparedness: Ensure operations are safe and do not compromise the well-being of riders, staff or the public.

X X X X

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APTA Social and Economic Sustainability Objectives

Goal ObjectiveCommunity Building and Engagement

Collaboration and Partnerships, Community Engagement, Good Design Elements, Rider Engagement

Economic Impact Measure and Communicate Economic Benefits of Transit, Politically Leverage Economic Benefits, Understand Distributional Effects on Specific Areas or Groups, Extend Economic Reach of Public Transportation

Employees and Workforce

Employee Recruiting, Employee Retention, Organizational Culture and Workforce Engagement

Financial Fiscal Responsibility, Procurement Strategies, Sustainable Investments

Mobility and Accessibility

Access, Affordability (housing and transportation), Multimodal Connectivity

Safety and Emergency Preparedness

Emergency Preparedness, Health and Wellness, Safety, Security

How to use the Guidance Document

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Guidance Document Format— Chapter 1 provides information on the project purpose

— Chapter 2 presents key findings

— Chapter 3 summarizes the research process and presents the list of top social and economic sustainability performance measures

— Chapter 4 discusses strategies for operationalizing the performance measures

— Chapter 5 identifies areas for further research

— Social and Economic Sustainability Performance Measures Database is a separate Excel®-based document that includes the complete list of social and economic performance measures identified as part of this project

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Social and Economic Sustainability Performance Measures Identified

Criteria used to refine into list of top measures:

—Measure’s Applicability

—Universal Applicability

—Realistic and Attainable:

—Monitoring/Implementation:

—Well Understood

— 600+ social and economic measures

— 90+ transit service measures

At a glance

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Social and Economic Sustainability Excel Tool

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Social and Economic Sustainability Excel Tool

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Anatomy of a Performance Measure

Number of planning studies led or collaborated on per year

Count Measure Qualifier Normalization Factor

Performance Measure Goal: Community Building and EngagementPerformance Measure Objective: Collaboration and PartnershipsPerformance Measure Type: Process

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Common Counts and Normalization Factors

CountNumber

Percent

Percent Increase

Dollars

Miles

Rate

Normalization Factor

PMT

VMT

UPT

VRM

Per Capita

Per Year

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Types of Performance Measures

Source: Adapted from Litman 2016

Output Measures direct resultsThe percentage of transit stops with transit schedule and route information provided

Type Description Example

Outcome Measures ultimate results The overall satisfaction of the transit system by user group

Input Measures of resources invested by the transit agency

The number/percent of employees trained by type of training, level and gender

Process

Measures of the types of policies and planning activities the transit agency has in-place to support performance management

A process and database to track and report health and safety data

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Example H&S Performance MeasuresGoal: Reduce accidents at rail crossings

Objective: Eliminate at-grade rail crossings

Output Measures: Total number of at-grade crossings

Outcome Measure: Number of accidents at rail crossings

Input Measures:

• Number of at-grade crossings eliminated• Investment in additional at-grade rail

crossing safety measures • Number of near-misses reported

Process Measures: Process in place to report near-misses

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Operationalizing the Performance Measures

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Step 1. Set Goals

Example Goal: Improve mobility and accessibility

STAKEHOLDERS

LOCALOFFICIALS

BUSINESSESSUPPLIERS

EMPLOYEES

RIDERSTAX PAYERS

Key Question: What do our stakeholders care about?

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Step 2. Determine Objectives

Key Questions:

— How can the transit agency most meaningfully contribute to this goal?

— What modes are relevant?

— What geographic scale is appropriate?

— Who needs to be at the table to ensure that we understand what resources are necessary to achieve this objective?

— How much capital is required to make the improvements?

— How will the projects be financed? What projects cannot be financed if these projects are not prioritized?

— When should the transit agency aim to complete the necessary capital improvement projects?

Example Objective: Improve transit access for mobility-impaired riders

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Step 3. Establish Performance Measures

Key Questions:

— How are we defining accessibility?

— What mobility data do we currently track?

— How many stations/stops and vehicles are currently ADA accessible?

— Which stations currently require improvements?

— How many vehicles must be purchased or retrofitted in order to be made accessible?

— What targets should be set?

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Step 3. Establish Performance Measures

Example Performance Measures:

— Percent of stations/stops ADA accessible

— Percent of vehicles ADA accessible

— Percent of riders who are mobility-impaired by mode

— Mobility impaired rider overall satisfaction score

— Portion of budget devoted to transit accessibility improvements

— Percentage of mobility impaired users who have received training on the transit services available to them

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Step 4. Implement and Evaluate

How are we doing?

— Is the transit agency observing an increase in mobility-impaired riders?

— What other obstacles prevent mobility-impaired riders from using transit?

— As we revisit this goal, what other performance measures should be considered to improve transit access for mobility-impaired riders?

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Step 5. Report

Share the results internally and externally

— How can success be used to both communicate the value of transit and build support for sustainability efforts?

Examples:

— CEO ribbon cutting of last station to be made ADA accessible

— Notification on transit agency’s social media

— Inclusion in annual performance reporting

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Operationalizing the Performance Measures

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TCRP Pre-Publication Reporthttp://www.trb.org/Publications/Blurbs/179093.aspx

Contact Information:Heather UngerHeather.Unger@wsp.com

Thank you!

Social and Economic Sustainability Reporting

Sarah BuckleTransLink’s Director, Enterprise Risk &Sustainability

1. Overview of TransLink2. History of TransLink’s Sustainability Reporting3. Reporting Frameworks 4. TransLink’s Materiality Assessment5. Economic and Social Indicators 6. Strategic Planning and Setting Targets7. Challenges

TOPICS FOR DISCUSSIONTOPICS FOR DISCUSSION

TransLink’s Regional Mandate:

To provide a regional transportation system that moves people and goods, while supporting the growth strategy, environmental objectives, and economic development of the region.

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Enhance Customer

Experience

Maintain A State of

Good Repair

Implementthe Mayors’

Vision

Enable a growing demand on ridership

Meet the mobility needsof the region

Proactively invest in a safe, reliable, and

efficient transit system

TransLink’s Corporate Priorities

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2010TransLink’s first

Sustainability Report

2012TransLink’s second

Sustainability Report

2013TransLink’s first combined

Financial and Sustainability Report

History of TransLink’s Sustainability Reporting

TransLink’s 2018 Accountability Report

Read the TransLink 2018 Accountability Report at www.translink.ca/corporatereports

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History of TransLink’s Sustainability Reporting Reporting Frameworks & Inputs

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History of TransLink’s Sustainability Reporting TransLink’s Materiality Assessment

Corporate Sustainability conducted two sustainability surveys to:

1. Identify internal and external stakeholder priorities and emerging issues with respect to sustainability at TransLink

2. Inform TransLink’s Corporate Sustainability Program

3. Help to identify the most important topics to be covered in TransLink’s Accountability Dashboard and Annual Report

4. Inform the Sustainability Communications Plan

External Survey using TransLink Listens Panel•November 2016•1,269 respondents (28% response rate)

Internal Survey using Enterprise-wide Exempt Employees

•December 2017•305 respondents (37% response rate)

SURVEY RESULTS

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History of TransLink’s Sustainability Reporting GENERAL UNDERSTANDING

Question 1: When you think of sustainability as it applies to organizations, which of the following areas do you consider?

Topic External Internal

Environmental Responsibility 77% 87%

Economic and Fiscal Responsibility 74% 79%

Social Responsibility 67% 72%

Governance and Business Conduct 53% 54%

History of TransLink’s Sustainability Reporting SUSTAINABILITY PRIORITIES

We asked the respondents what level of priority do you think TransLink should place on a variety of issues related to:

Governance and Business Conduct Rules, practices, and processes that guide business conduct and balance stakeholder interests

Economic/Fiscal Responsibility Using existing resources optimally and efficiently

Environmental Responsibility Practices that minimize a business’s impact on the environment

Social Responsibility Practices that contribute to the quality of life for employees and communities

History of TransLink’s Sustainability Reporting MATERIALITY – PRIORITY RANKING

History of TransLink’s Sustainability Reporting MATERIALITY – TOP PRIORITIES

Economic Indicators

Material Topic Indicators

Investing in infrastructure Investments in major capital projects (10 year Investment Plan)

Ensuring fares are affordable Operating cost recoveryCost efficiency (cost per boarding / cost per trip)

Increasing transit ridership Boardings and journeysMode share (transit, bike, walk)

Other economic indicators reported on: Community Investments Employee donations % spend on local / Canadian suppliers

Social Indicators

Material Topics Indicators

Safety and security of transit customers Customer perception of safety, Pedestrian incidents

Satisfaction of transit customers Customer satisfaction, Customer complaints, Brand and reputation

Employee safety and wellness Lost time injury rates, Wellness programs

Minimizing crime on TransLink property Crimes against persons and property

Accessibility for mobility, hearing and visually impaired customers

Access transit programs and customer satisfaction

Employee training and education In-house training programs, including LEAN training

Data privacy and security Privacy breaches

Satisfaction of employees Turnover (resignations and retirements), Employee engagement

TOPICS FOR DISCUSSIONTransLink’s Strategic Plan – Setting Targets

TOPICS FOR DISCUSSIONChallenges

How can we best measure Customer / Stakeholder Engagement?• Social media reach• Number of public events• Stakeholder engagement activities

How do we measure economic and social benefits to the region? What metrics can we use related to good design in stations and public facing

infrastructure? How can we evaluate employee engagement when we conduct our surveys every 18

months? What are the best metrics for diversity and inclusion? What are the best metrics for emergency preparedness?

Enhancing Sustainability Program Metric Maturity and Evaluating Potential Accessibility Metrics

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TRB Webinar: Social & Economic Sustainability Metrics for Public Transportation

Ryan McAlpineSustainability Program Coordinator

Presentation Outline

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• Agency Overview

• Sustainability Program Overview

• 2018 Sustainability Plan Overview

• Advancing Performance Measure (PM) Capacity

• Assessing Potential PMs for Existing Accessibility Efforts

Maryland Department of Transportation (MDOT)Maryland Transit Administration (MTA)

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Ridership Share 68.7% 11.1% 6.7% 8.1% 3.6% 1.8%

# of Fixed Routes 66 1 1 (2 spurs)

3 (1 spur) 36 -

Track Route Miles - 34 58 471 - -

# of Stations - 14 33 42 52 -

Performance Management Approach

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MTA’s here

Why Performance Management?• Statutorily committed to

reducing GHG emissions, energy & water use, SGR backlog, stormwater runoff

• Formal procedures help address constrained resources and institutional knowledge

• Data-driven programs help develop business justifications and demonstrate impacts

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Framework Development –Commitments, Goals, & Performance Measures

Industry Best Practice

Legal Requirements• Energy & water use• Renewable energy• GHG emissions

• Impervious surface• Recycling rate • NTD

State Policy

Data Capabilities• Payroll• GPS• Electronic Fares

• Surveys• Invoices/Billing• ACS

Strategy Focused – Does the PM:• Identify location-specific needs

and strategy options?Performance-based Planning

• Scope solutions that quantifiably improves performance? Target Setting

• Create a data-driven capital budget? Performance-based Programming

www.mta.maryland.gov/mdot-mta-2018-sustainability-plan

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Building Performance Measure (PM) Capacity*

Initial (1)• Some goals and PMs defined • Goals and PMs used inconsistently: not

necessarily coordinated with regional priorities or support decision making

Developing (2)• Collaborative goal setting process under

development• Clarifying linkages between agency

functions and societal concerns

• Emerging process to track performance• Basic outline of data and measure

calculations

Defined (3)• Collaborative goal setting process• Formal PMs have been defined and

approved

• Common understanding how PMs will be added, modified, and used to track progress

*Referring to “Component 01. Strategic Direction” of FHWA’s TPM Capability Maturity Model

Sustained (5)• Periodic goal and PM refinement to align

with stakeholder needs• PM hierarchy to support decision-making

Functioning (4)• Ongoing, collaborative goal setting

process• Goals are part of planning, programming,

and employee evaluations

• PMs track progress• PMs are part of decision-making,

stakeholder communications, and the business model

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Building Performance Measure (PM) Capacity*

Initial (1)

Developing (2)• Collaborative goal setting process under

development• Clarifying linkages between agency

functions and societal concerns

• Emerging process to track performance• Basic outline of data and measure

calculations

Defined (3)• Collaborative goal setting process• Formal PMs have been defined and

approved

• Common understanding how PMs will be added, modified, and used to track progress

Sustained (5)

Functioning (4)

*Referring to “Component 01. Strategic Direction” of FHWA’s TPM Capability Maturity Model

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Building Performance Measure (PM) Capacity*

Initial (1)

Developing (2)

Defined (3)• Collaborative goal setting process• Formal PMs have been defined and

approved

• Common understanding how PMs will be added, modified, and used to track progress

Sustained (5)

Functioning (4)• Ongoing, collaborative goal setting

process• Goals are part of planning, programming,

and employee evaluations

• PMs track progress• PMs are part of decision-making,

stakeholder communications, and the business model

*Referring to “Component 01. Strategic Direction” of FHWA’s TPM Capability Maturity Model

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Building an On-going, Collaborative Goal & PM Setting Process

Does each department feel represented?

What are their priority initiatives?

How do they measure and communicate success?

Available resources? Advocates and expertise?

Frequency of process?

Strategy Focused – Does the PM:• Identify location-specific needs

and strategy options?Performance-based Planning

• Scope solutions that quantifiably improves performance? Target Setting

• Create a data-driven capital budget? Performance-based Programming

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Accessibility

The Customer’s Journey1. Planning a Trip2. Accessing a Stop3. Waiting4. Paying Fares5. Riding6. Transferring

Who? Demographics

How many? Capacity & Comfort

How? Method & Ease

Where? Origin/Destination

Ridership

TCRP 2019. Social & Economic Sustainability Performance Measures for Public Transportation.

Guiding Evaluation Criteria for Individual Measures

• Specificity • Data capabilities/Resources• Understandable/Communicable• Agency achievable• Target setting/Compare

progress• Outcome (Identify & Prioritize)

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Accessibility – DemographicsMDOT MTA Office of Planning and Programming (OPP)

Inclusive Transportation Planning (HHS Grant)

Focus: Identify opportunities and incorporate perspectives of older adults and people with disabilities into the project development processDeliverables: Build capacity, produce knowledge, and make changeApproach: Human-centered, open-ended, action-orientedEngagement Methods: Focus groups, station walk audits, and tabling

Criteria Details

Specificity • Demographics of transit stop versus a community’s demographics

Data Availability/ Resources

• Third-party and direct observations• Limited automation potential

Understandable/ Communicable

• Wordy• Should demographics differ?

Agency Achievable • Maybe – Impacts to paratransit service?

Target Setting/ Comparing Progress

• Each community is unique• Difficult to set an agency-wide target

OutcomeIdentify and prioritize: • Communities for engagement• Stations for redesign

Potential Option No. 1 – Engagement and Station Use

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Accessibility – Method and EaseMDOT MTA Office of Planning and Programming (OPP)

Criteria Details

Specificity• Amount of time to walk ½ mile• Understanding changes to walkability through

infrastructure quality and disability

Data Availability/ Resources

• Direct observation for a pilot• Potential for GIS-based automation

Understandable/ Communicable

• Simple unit of measurement • Straightforward concept

Agency Achievable • Property ownership & DOT cooperation

Target Setting/ Comparing Progress

• Available guidance and literature• Easier comparison between stations and agencies

OutcomeIdentify and prioritize: • Stations• Key intersections for redesign

Inclusive Transportation Planning (HHS Grant)

Focus: Identify opportunities and incorporate perspectives of older adults and people with disabilities into the project development processDeliverables: Build capacity, produce knowledge, and make changeApproach: Human-centered, open-ended, action-orientedEngagement Methods: Focus groups, station walk audits, and tabling

Potential Option No. 2 – Station Area Walkability

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Accessibility – Capacity & ComfortMDOT MTA Office of Service Development (OSD)

Criteria Details

Specificity • Percent of high priority stops with enhancements

Data Availability/ Resources

• Leverage existing analyses, guidelines, and surveys

Understandable/ Communicable

• Communicates agency priorities• Priorities can be confirmed through engagement

Agency Achievable • Agency sets priority and vision for each stop• Property ownership & DOT cooperation

Target Setting/ Comparing Progress

• Controlled through the capital program• More difficult to compare between agencies

Outcome • Identify and prioritize priority stations for enhancement

Bus Shelter Prioritization• How many? Boarding• How long? Transfers & freq.• Who? Title VI area, human

service facilities, relief pointsBus Stop Design Guide• 4 tiers of bus stops with

increasing amenity levels • 6 configurations depending

upon the built environment• Recommended configurations

for site/network conditions and stop placement

ADA & Connectivity Stop Survey• Minimum ADA compliance• Adjacent ADA walkability

Potential Option No. 3 – Enhancements to Priority Stations

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Accessibility – Origin/DestinationMDOT MTA Office of Service Development (OSD)

Criteria Details

Specificity • Number of jobs within ½ mile of high frequency service

Data Availability/ Resources

• American Community Survey• GIS systems

Understandable/ Communicable

• Communicates agency priorities• Does this align with customer needs?

Agency Achievable • Should transit follow jobs, or help create jobs?

Target Setting/ Comparing Progress

• Working within operational constraints• Not a direct comparison between agencies

OutcomeIdentify and prioritize: • Areas to expand service• Areas to enhance existing service

Bus Shelter Prioritization• How many? Boarding• How long? Transfers & freq.• Who? Title VI area, human

service facilities, relief pointsBus Stop Design Guide• 4 tiers of bus stops with

increasing amenity levels • 6 configurations depending

upon the built environment• Recommended configurations

for site/network conditions and stop placement

ADA & Connectivity Stop Survey• Minimum ADA compliance• Adjacent ADA walkability

Potential Option No. 4 – Job Accessibility

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Thank you!

Let’s talk more:Ryan McAlpine

Sustainability Program CoordinatorMaryland Department of Transportation Maryland Transit

Administration (MDOT MTA)RMcAlpine2@mdot.Maryland.gov

Today’s Participants• Adrienne Heller, Louis Berger, a WSP

Company, Adrienne.heller@wsp.com• Heather Unger, Louis Berger, a WSP Company,

heather.unger@wsp.com• Sarah Buckle, TransLink,

sarah.buckle@translink.ca• Ryan McAlpine, Maryland Department of

Transportation, RMcAlpine2@mdot.maryland.gov

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