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Using Performance Measurement as a Tool to Demonstrate TDM Success

Categorized Under: Transportation



This ICF International article discusses the question of how to measure transportation demand management (TDM) success. With limited or even shrinking financial resources, funding agencies continue to ask questions about efficiency, financial accountability, and the value of investments. However, there has not always been a clear answer on the best way to measure TDM programs.

Fortunately, the industry is moving in the right direction by using performance measurement as a tool to demonstrate the value of investments and to develop efficiencies—all for the purpose of improving commuter services.

Authored By

  • Frank Mongioi Jr.

    Senior ManagerICF International

    Frank T. Mongioi, Jr. has more than 16 years of experience in transportation demand management (TDM). He is the current president of the Mid-Atlantic Chapter of the Association for Commuter Transportation (ACT) and a member of the Transportation Research Board’s (TRB) Committee on TDM. In 2012, he was selected as one of the “Top 40 Under 40” TDM professionals in the world by the ACT.

    Previously, Mr. Mongioi worked for Meadowlink, a progressive nonprofit transportation management association (TMA), managing a six-county TDM program for the New Jersey Department of Transportation and NJ Transit. He is the deputy project manager for the New York State Department of Transportation’s (NYSDOT) 511NY Rideshare program in the greater New York metropolitan area that is integrating and rebranding a multiregional TDM program as well as supporting management of the Clean Air NY program. He is also a senior advisor for the development of a regional TDM plan for the Atlanta Regional Commission.

    Mr. Mongioi has an M.B.A. and a B.S. in Business Administration from Montclair State University.

  • Ryan Thompson

    ManagerICF International

    Ryan (Thompson) Reeves has nearly eight years of experience in transportation demand management (TDM) projects at federal, state, and local levels, including program and policy best practices analysis, strategic planning, program implementation and operations, and program evaluation. More recently, she is the deputy project manager for an active transportation and demand management (ATDM) strategic framework for a state department of transportation (DOT).

    Recent projects include serving as deputy project manager for a long-range Atlanta region TDM plan, which defined a strategic framework for developing and integrating TDM into planning, project development, and systems operations investment decision making. Other projects include an analysis of the role of state DOTs in TDM for the National Cooperative Highway Research Program (NCHRP), program outreach and evaluation support for Clean Air NY for the New York State Department of Transportation (NYSDOT), and development of performance evaluation and reporting for the NYSDOT 511NY Rideshare program in the greater New York metropolitan area.

    Ms. Reeves was selected as a participant in the Association for Commuter Transportation (ACT) Leadership Academy, and she serves on the ACT Chesapeake Chapter Board.

Insight Details

Published: Jan 16, 2012
Authors: , ,

Sonya Suter

Source: TDM Review, Winter 2012 Issue

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