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TRB Annual Meeting 2004 - Customer Perspective in Performance
Measurement at TriMet
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‹#›&=
#13;
Customer Perspective in=
=
Performance
Measurement
at TriMet
at TriMet
TRB Annual Meeting
January 12, 2004
Overview
•=
Goal
•=
Putting TriMet in Context
•=
Data Sources
•=
New Model
•=
Actions Taken
•=
Next Steps
Goal
•Existing performance measures
are operational
•Often they lead to results t=
hat
aren’t supported by customer research
•Goal: create a model that uses both to improve
decision-making
TriMet in Context
•=
Transit district for Portland, Oregon
<=
/span>
•=
575 sq mile service district
•=
1.5 million residents
•=
550 buses & 60 light rail trains in peak hour&=
#13;
•=
May 1st adding another (MAX) light rail line &#=
13;
TriMet’s Data Sources
•A long history of automated =
data
collection
–Automatic passenger
counters
–Bus dispatch with AVL
–Online customer contact
database
–Quarterly detailed ridership
reporting
–Comprehensive monthly
performance reporting
TriMet’s Data Sources (cont.)<=
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•And a long history of custom=
er
research
–Annual Attitude and Awareness
Study
–Voice of the Customer
<=
/span>
–Customer Satisfaction
Measurement
–Customer Impact Study
–Many other customer studies<=
/span>
Industry Guidance
•TCRP Report 88: A Guidebook to Developing a
Transit Performance Measurement System
•Not just for transit
–Beginners to Experts
–Comprehensive
New Model: Project Description
•=
Followed model in TCRP Report 47:
• A Handbook for Measuring Cust=
omer
Satisfaction and
Service Quality
•=
Uses customer defined attributes
•=
Creates Customer Impact Scores
<=
/div>
•
Project Description (cont.)
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•Identification of
attributes
–Previous phone surveys
<=
/span>
–Voice of the Customer
ethnographic research
–Customer complaints
–List from TCRP Report 47
=
;
•Selected 28 service attribut=
es
for bus and rail
Project Description (cont.)
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TRB Annual Meeting 2004 - Customer Perspective in Performance
Measurement at TriMet
1. Overcrowding
on MAX
2. Availability
of a seat on MAX
=
3. Frequency/short
wait times for bus service
4. Availability
of a seat on the bus
5. Explaining/announcing
delays on the bus
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Measurement at TriMet
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TRB Annual Meeting 2004 - Customer Perspective in Performance
Measurement at TriMet
1. Available
of a seat on the bus
4. Overcrowding
on the bus
5. Cleanliness
of the bus interior
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Measurement at TriMet
8. Freedom
from nuisance behavior on MAX
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•Data gathering
–Telephone survey of bus and M=
AX
(rail) riders
–Satisfaction ratings of
attributes on last trip
–If they had a problem with t=
he
attribute on last trip
•Calculated an impact score of
satisfaction weighted by frequency of problem
New Model: Results – March 2001
Results – March 2001 (cont.)
6. Reliable/on-time
bus service
8. Affordability
of MAX trip
9. Affordability
of bus trip
10. Ease
of paying fares on MAX
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<=
span
style=3D'mso-special-format:"numbullet3\,6";position:absolute;left:-7.45%'=
>7.Availability
of schedules/maps for the bus
New Model:
System Changes September 2001
System Changes September 2001
•Opened new Red Line MAX to
airport –
• 4
trains per hour on overcrowded MAX
•Terrorist attacks on 9-11
New Model: Results – October 2001<=
/b>
<=
span
style=3D'mso-special-format:"numbullet3\,1";position:absolute;left:-8.25%'=
>2.Frequency/short
wait times on the bus
<=
span
style=3D'mso-special-format:"numbullet3\,1";position:absolute;left:-8.65%'=
>3.Absence
of offense odors on the bus
Results – October 2001 (cont.)=
<=
span
style=3D'mso-special-format:"numbullet3\,6";position:absolute;left:-7.15%'=
>6.Freedom
from nuisance behavior on the bus
<=
span
style=3D'mso-special-format:"numbullet3\,6";position:absolute;left:-8.35%'=
>7.Cleanliness
of the bus (exterior)
<=
span
style=3D'mso-special-format:"numbullet3\,6";position:absolute;left:-8.35%'=
>9.Comfortable
seats on the bus
<=
span
style=3D'mso-special-format:"numbullet3\,6";position:absolute;left:-8.35%'=
>10.Comfortable
seats on MAX
•=
New Model: Comparison
1.Ov=
ercrowding
on MAX
2.
2.Av=
ailability
of a seat on MA=
X
3.Fr=
equency/short
wait times for bus
service
4.Av=
ailability
of a seat on the
bus
5.Ex=
plaining/announcing
delays on the
bus
•
1.Av=
ailable
of a seat on the
bus
2.Fr=
equency/short
wait times on the
bus
3.Ab=
sence
of offense od=
ors on
the bus
4.Ov=
ercrowding
on the bus
5.Cl=
eanliness
of the bus in=
terior
•
Comparison (cont.)
•MAX crowding not an issue=
3;
•Bus crowding still an issue&=
#13;
•Rest are all safety/cleanlin=
ess
issues
Actions Taken
•On-time performance is measu=
re
of interest
–Addresses frequency, crowding,
getting a seat
–Essential on MAX for
signalization and timing
–Helps bus operators get reco=
very
time
Actions Taken
•Have detailed operator
performance from bus dispatch system
•Compare individual operators
with peer operators
•Training bottom 25% with ski=
lls
of top 75%
Actions Taken: Results
•Rail on-time performance is =
up
from
• =
84% to
92%
•Bus performance leaving gara=
ge
late has improved from 10% to 7%.
•Next focus is leaving end of
line early/late
Next Steps
•Repeating study in Spring and
Fall 2004
•Will have:
– improved frequency on some buses
– added new rail line
•Working to link to complaints
for on-going tracking of efforts
•Repeat survey every 2-3 year=
s
For Further Information Contact:
Kathryn Coffel
Director, Marketi= ng Information
TriMet
4012 S.E. 17th= Avenue
Portland, Oregon 97202
503-962-5860
CoffelK@trimet.or= g
Kathryn Coffel
Director, Marketi= ng Information
TriMet
4012 S.E. 17th= Avenue
Portland, Oregon 97202
503-962-5860
CoffelK@trimet.or= g
TriMet:
to work, to play, to live
See
where it takes you.
<=
/div>
<=
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/div>
‹header›=
<=
/div>
<=
/div>
<=
/div>
‹date/time›
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
<=
/div>
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/div>
‹footer›=
<=
/div>
<=
/div>
Except in a few instances, however, th=
e customer data has not be=
en
connected to operational data and agency decision-making.
• I was fortunate enough to be on the panel for TCRP
Report 47:=
A Handbook for Measur=
ing
Customer Satisfaction and Service Quality. It is a =
model
for integrating transit performance
measures with customer satisfaction measures by developing Customer Impact Scores.
• Using
this model, TriMet conducted its own “Customer Impact” Study, which has been used as the basis for =
our
first eff=
ort
at customer driven performance. &=
#13;
<=
/div>
‹#›&=
#13;
Thank you and
Good morning
I am pleased to be here presenting how TriM=
et has
begun to include the customer perspe=
ctive
in performance management.
=
In my presentation I am going to go ov=
er the
goal of this project,
I will provide a bit of context on who
TriMet is
Including the data sources we have ava=
ilable
to us
Then I’ll talk about our new model and=
the
results
Actions taken at the operational level=
and
finally
Where we are going with this work.
<=
span
style=3D'mso-special-format:bullet;position:absolute;left:-1.21%'>•=
TriMet, like most public agencies has had various
performance measures that have been
tracked for years.
• Most of these measures are internally d=
riven
and relate to the operations of the
organization.
• This operational data is of=
ten
automated, collected continuously, a=
nd
relatively inexpensive to get.
<=
span
style=3D'mso-special-format:bullet;position:absolute;left:-1.13%'>•=
Like oth=
ers,. we
also have survey research that addresses customer issues and customer satisfaction.
• Customer attitude data is usually survey
based, collected sporadically and is
relatively expensive to get.
• =
Often, t=
hese two
sources of data are looked at separately, and result in conflicting decisions.
• A classic example is that our complaint
system shows that “rude operator” is=
the
number one compliant of passengers, yet surveys show that “courteous operators” is our biggest strength. Do we need to spend large sums of money on operator courtesy training?
• This presentation looks at how TriMet h=
as
brought the customer perspective into
performance management in a way that enhances decision-making, not clouds it.
• First, however, I’d like =
to
provide a little context of who Tri=
Met
is.
• Tri=
Met
is the primary transit district for the Portland metropolitan area.
• The
service district is about 575 square miles and has about 1.5 million people.
•=
It covers parts of three counties and encompasses mo=
re than 20 cities.
• In
the peak hour, we run 550 buses and 60 light rail vehicles
• Our average weekday boarding rides of
286,000
• Our
first MAX light rail line was inaugurated in 1986.
• On May 1st we will ope=
n our
newest light rail segment from dow=
ntown
Portland North to the Columbia River, the border to Washington State.
=
• In terms of data resources, TriMet has a long history of automated data collection and performance measures
•=
&nbs=
p; We have automatic passenger counters, that capture o=
ns and offs by stop, direction and clock time;
• we have a bus dispatch sy=
stem
with AVL that lets us know not only real-time
information of bus locations, but is also a rich source of operational data, by operator, day, time,
direction and many on-vehicle actions (su=
ch
as using the LIFT),
•=
&nbs=
p;customer contact on-line database with complaints, <=
/span>commendations, comments and requests for service.
• we have a detailed quarterly ridership
reporting system, and
• an established monthly performance rep=
orting
system with operational statistics on all aspects of the system&=
#13;
=
· We also have=
a
long history of collecting input from our customers.
• We have
conducted an annual Attitude and Awareness regional telephone survey
=
• We conduct=
ed
ethnographic research where we asked people who recently started riding to capture the
decision-process they went through in deciding to use TriMet
• We have
conducted a Customer Satisfaction Measurement Study as the sponsors of IDEA
Project Number 1
•=
We conducted a Customer Impact Study, =
which
I’ll be talking more about later,
• And numerous other studies.
=
=
=
• This
presentation looks at how we are bringing operational and customer data sources
together to prioritize allocation of resources and improve decision-making.· I’m not goin=
g to
talk about performance management in general. &#=
13;• For those =
of you
who are interested in developing a performance management system, regardless of what fi=
eld
you are in, I would recommend reading
• TCRP Report
88: A Guidebook to Developing a
Transit Performance-Measurement System
• It is a
comprehensive and vital tool for understanding and establishing
performance measures in any industry.
• Now I’ll turn to TriMet’s
project.
• Like most transit district’s, our Monthly performance reporting has been internally driven. It was designed to provide measures on what=
the
agency needs to know to run a good operation.
•=
We also had annual measures of public support and customer satisfaction.• The first step was to determine what the public feel=
s is
important. We looked at a variety of sources:
=
;• Previous telephone surve=
ys
where we asked about customer
satisfaction with attributes of bus and MAX service, and asked open-ended
questions designed to find out why people were or were not satisfied with their transit
experience.
• Our Voice of the Customer Study new customers told u=
s the critical factors in
deciding to use TriMet.
• =
We looked to our complai=
nt
system to gather the attributes that customers would actually call and complain
about;
•=
=
We looked at the list of
attributes generated by the research conducted as part of TCRP Report 47.
• We looked at the common threads among t=
hese
attributes and came up with a list of 28 service attributes, that’s 56 total. &=
#13;•
Not all of these had existing measures in place, but from the body of
research they looked to be important to the customer.
=
Because bus and MAX were on the same s=
cale
in this study, we could compare which
attribute is more important to cu=
stomer
satisfaction and therefore the agency regardless of service type.
•=
So, if fact, we have a total of 56 measures – 28 on =
bus
and 28 on rail. Following are the rest of the top 10
customer concerns.
• In September 2001, there were two
significant events that impacted our system
usage:
• Red Line service was instituted, addin=
g 4
trains an hour to the most crowded section=
of
MAX service and service to the ai=
rport.
• Next we needed to collect
data to develop our Customer Impact
scores.
• The method=
ology
was a telephone survey of people who had recently used TriMet.
•=
=
We asked them to give us
their satisfaction with each of the 28 of service attributes for their last trip (bu=
s or
MAX)
•=
=
We also asked if they had
had a problem with that attribute on their last trip. This allows us to weight the
satisfaction rating by
the frequency of problem perceived by the customer.
• Using this data we calculated a Custom=
er
Impact Score for each attribute. In the interest of time, I won’t go into the =
calculations
here.
•
=
• Our first study and baseline was condu=
cted
in March 2001.
• As you can see, the top two attributes=
dealt
with overcrowding on MAX light
rail.
•<=
/span> The next t=
wo
dealt with crowding on the bus, followed by explaining
why the bus was delayed.
• I’d like to point out a big advantage =
of
this model.
• One of the difficulties we have had as=
an
agency, was determining if we should use o=
ur
resources to improve bus operations or MAX
operations.
•• The first five attributes were all very
consistent with previous research,
as is reliability with bus service.
• Availability of schedules and maps for=
the
bus is also consis=
tent
with our more recent research, but a bit of a surprise.
• The last three items related to fares =
had
never really come =
up
before, so that was a new finding=
from
this research.
• Our follow-up study was scheduled for
October 2001.
• The terrorist attacks on 9-11
• We considered not conducting the sched=
uled
survey, but decided to proceed, recognizing
that the data could be very informative but also
potentially misleading.
=
• The comparison is very instructive:
• With the increase in service on our mo=
st
heavily traveled MAX service, overcrowding
and availability of a seat on MAX fe=
ll
off the chart as insignificant. &=
#13;
• Bus overcrowding, however, stayed high=
.
• The other two items in the top five de=
al
with cleanliness.
• From previous customer satisfaction wo=
rk by
TriMet as well as in other industries, =
we
know that cleanliness is related to pe=
rceptions
of safety.
=
• And looking at the rest of the attribu=
tes,
they all relate to cleanliness and safety.<=
span
style=3D'mso-spacerun:yes'>
• Comfortable seats may even relate to
perceptions safety in that it may be uncomfort=
able
to sit next to some strangers.
• Items such as customer information and=
fares
dropped down the list or became statistical=
ly
insignificant.
•=
This makes =
sense
given the security concerns immediately fo=
llowing
9-11.
• About this time you are probably saying=
to
yourself – That’s great customer research,
what about performance measures? =
Here’s where that gets tied in.
Frequent service/short wait time: When vehicles are on-time there is less bus bunching so there is a bus ev=
ery
15 minutes, not 2 buses every 30
minutes
• Our Operations Division took this
information to heart.
• Bus
on-time performance was determined to be a critical internal measure because it affects several of the t=
op Customer Impact attributes:
ü Availabili=
ty of
seats and Overcrowding: when vehi=
cles
are on-time, loads are balanced and
more seats are available
üü And, of co=
urse,
reliability of bus service.
• On-time performance is also important from the
operator per=
spective: it allows operators to have their reco=
very
time at the=
end
of the trip,
=
•=
And on MAX, it is imperative for seque=
ncing
and train sig=
nalization• Our automatic passenger counters and AVL system give us ve=
ry
accurate and detailed data by operator, stop, time, day, direction, etc.
•=
We have si=
milar
data for rail expect that it doesn’t currently have
passenger count data.
• Performance
profiles for all operators are created weekly and
monthly, with trainers working with individual operators on methods to improve their on-time performance.
• An on-time performance initiative has =
been
launched with a focus on individual oper=
ator
performance and training.
• Each operators is compared to all other
operators driving the same route, direction and
time of day.
<=
span
style=3D'mso-special-format:bullet;position:absolute;left:-1.14%'>•=
The framew=
ork is
to train the bottom 25% to have the same sk=
ills
as the top 75%
•
• The initiative started on MAX Light Rail
where on-time performance is imperativ=
e to
ensure sequencing of trains, especially when the new
segment comes on-line in May. =
3;• Overall, weekday on time performance at=
rail
has improved from 84% to 92% and rising.
• Based on the rail success, bus
transportation a similar program has been impleme=
nted
on the bus.
• Station managers, trainers and field
supervisors all receive weekly and monthly repor=
ts
on individual operators performance and can work
with these operators to improve. =
• The first element of the program was to
ensure operators are pulling out of the garag=
e on
time and on time for their first trip of=
the
day. So far, late pullouts from t=
he
garages have dropped from 10% to 7% and
further.=
3;• The next step in the initiative is to =
focus
on earlys and operators leaving late f=
rom
the beginning of the line. Our analysis has shown that the major cause of running l=
ate,
is leaving late from the beginnin=
g of
the line.
• We will be repeating this study in the
Spring before the opening of our newest ra=
il
line, and after service has been im=
proved
on several bus routes.
• We’ll repeat it again, after the rail
opening and additional bus service improvements
• We would like to link this to complain=
ts so
that we can have an automated system to t=
rack
how we are doing from the customer’s perspective.&=
#13;• We are adding codes to t=
he
complaints tracking system to be=
tter
represent what the customers are thinking.
• We will be repeating the impact score
customer survey research every 2-3 years=
to
ensure we are keeping up with ch=
anging
public perceptions.
• trbperformancemeasurement.org
=
I will put this presentation (with my presentation notes) =
on
the Performance
Measurement website:
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function GoToSld( href )
{
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
GetHrefObj( GetSldNum(href) ).mVis=3D1
PPTSld.location.replace(MHTMLPrefix+href)
}
function SldUpdated( id )
{
if( id =3D=3D GetHrefObj(gCurSld).mSldHref ) return
gPrevSld=3DgCurSld
gCurSld=3DGetSldNum(id)
if( IsFramesMode() ) {
UpdNavPane(); UpdOtlPane(); UpdNtsPane()
}
}
function PrevSldViewed(){ GoToSld( GetHrefObj(gPrevSld).mSldHref ) }
function HasPrevSld() { return ( gIsEndShow || ( gCurSld !=3D 1 && GetHrefO=
bj( gCurSld-1 ).mVis =3D=3D 1 )||( GetCurSldNum() > 1 ) ) }
function HasNextSld() { return (GetCurSldNum() !=3D GetNumSlds()) }
function CloseWindow() {
if( HideMenu() ) return;
var event =3D PPTSld.event;
if( !IsFramesMode() && event && (event.keyCode=3D=3D27 || event.keyCode=3D=
=3D32 || event.type=3D=3D"click" ) )
window.close( self );
CatchNumKeys( self, event );
}
function Unload() { gIsEndShow=3D0; }
function SetupEndShow() {
gIsEndShow=3D1;
PPTSld.document.body.scroll=3D"no";
PPTSld.document.onkeypress=3DCloseWindow;
PPTSld.document.onclick=3DCloseWindow;
PPTSld.document.oncontextmenu=3D_CM;
}
function EndShow()
{
if( IsFramesMode() ) return
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
doc=3DPPTSld.document
doc.open()
doc.writeln(' 0) {
PushSldList(sldList,fEnd);
gCurSld =3D 1;
}
else
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
}
function PushSldList(arr,fEnd) {
var ii =3D gSldStack.length;
gSldStack[ii] =3D new SldList(arr,gCurSld,fEnd);
GoToSld( gSldStack[ii].mList[0].mSldHref );
}
function PopSldList() {
if (gSldStack[gSldStack.length-1].fEndShow)
EndShow()
else {
gCurSld =3D gSldStack[gSldStack.length-1].mCurSld;
gSldStack[gSldStack.length-1] =3D null;
gSldStack.length--;
var sldList =3D gSldStack[gSldStack.length-1];
GoToSld( sldList.mList[gCurSld - 1].mSldHref );
}
}
var custShowList=3Dnew Array();
function ImgBtn( oId,bId,w,action )
{
var t=3Dthis
t.Perform =3D _IBP
t.SetActive =3D _IBSetA
t.SetInactive=3D _IBSetI
t.SetPressed =3D _IBSetP
t.SetDisabled=3D _IBSetD
t.Enabled =3D _IBSetE
t.ChangeIcon =3D null
t.UserAction =3D action
t.ChgState =3D _IBUI
t.mObjId =3D oId
t.mBorderId=3D bId
t.mWidth =3D w
t.mIsOn =3D t.mCurState =3D 0
}
function _IBSetA()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gHiliteClr,gShadowClr,2 )
obj.style.posTop=3D0
}
}
function _IBSetI()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gFaceClr,gFaceClr,1 )
obj.style.posTop=3D0
}
}
function _IBSetP()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gShadowClr,gHiliteClr,2 )
obj.style.posLeft+=3D1; obj.style.posTop+=3D1
}
}
function _IBSetD()
{
obj=3Dthis.ChgState( gFaceClr,gFaceClr,0 )
obj.style.posTop=3D0
}
function _IBSetE( state )
{
var t=3Dthis
GetObj( t.mBorderId ).style.visibility=3D"visible"
if( state !=3D t.mIsOn ) {
t.mIsOn=3Dstate
if( state )
t.SetInactive()
else
t.SetDisabled()
}
}
function _IBP()
{
var t=3Dthis
if( t.mIsOn ) {
if( t.UserAction !=3D null )
t.UserAction()
if( t.ChangeIcon ) {
obj=3DGetObj(t.mObjId)
if( t.ChangeIcon() )
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-4)*t.mWidth
else
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-0)*t.mWidth
}
t.SetActive()
}
}
function _IBUI( clr1,clr2,nextState )
{
var t=3Dthis
SetBorder( GetObj( t.mBorderId ),clr1,clr2 )
obj=3DGetObj( t.mObjId )
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-nextState)*t.mWidth-obj=
.style.posTop
t.mCurState=3DnextState
return obj
}
function TxtBtn( oId,oeId,action,chkState )
{
var t=3Dthis
t.Perform =3D _TBP
t.SetActive =3D _TBSetA
t.SetInactive=3D _TBSetI
t.SetPressed =3D _TBSetP
t.SetDisabled=3D _TBSetD
t.SetEnabled =3D _TBSetE
t.GetState =3D chkState
t.UserAction =3D action
t.ChgState =3D _TBUI
t.mObjId =3D oId
t.m_elementsId=3D oeId
t.mIsOn =3D 1
}
function _TBSetA()
{
var t=3Dthis
if( t.mIsOn && !t.GetState() )
t.ChgState( gHiliteClr,gShadowClr,0,0 )
}
function _TBSetI()
{
var t=3Dthis
if( t.mIsOn && !t.GetState() )
t.ChgState( gFaceClr,gFaceClr,0,0 )
}
function _TBSetP()
{
if( this.mIsOn )
this.ChgState( gShadowClr,gHiliteClr,1,1 )
}
function _TBSetD()
{
this.ChgState( gFaceClr,gFaceClr,0,0 )
this.mIsOn =3D 0
}
function _TBSetE()
{
var t=3Dthis
if( !t.GetState() )
t.ChgState( gFaceClr,gFaceClr,0,0 )
else
t.ChgState( gShadowClr,gHiliteClr,1,1 )
t.mIsOn =3D 1
}
function _TBP()
{
var t=3Dthis
if( t.mIsOn ) {
if( t.UserAction !=3D null )
t.UserAction()
if( !t.GetState )
return
if( t.GetState() )
t.SetPressed()
else
t.SetActive()
}
}
function _TBUI( clr1,clr2,lOffset,tOffset )
{
SetBorder( GetObj( this.mObjId ),clr1,clr2 )
Offset( GetObj( this.m_elementsId ),lOffset,tOffset )
}
function Offset( obj, top, left ){ obj.style.top=3Dtop; obj.style.left=3Dle=
ft }
function SetBorder( obj, upperLeft, lowerRight )
{
s=3Dobj.style;
s.borderStyle =3D "solid"
s.borderWidth =3D 1
s.borderLeftColor =3D s.borderTopColor =3D upperLeft
s.borderBottomColor=3D s.borderRightColor =3D lowerRight
}
function GetBtnObj(){ return gBtnArr[window.event.srcElement.id] }
function BtnOnOver(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetActive() }
function BtnOnDown(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetPressed() }
function BtnOnOut(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetInactive() }
function BtnOnUp()
{
b=3DGetBtnObj()
if( b !=3D null )
b.Perform()
else
Upd()
}
function GetNtsState(){ return parent.gNtsOpen }
function GetOtlState(){ return parent.gOtlOpen }
function GetOtlTxtState(){ return parent.gOtlTxtExp }
function NtsBtnSetFlag( fVal )
{
s=3Ddocument.all.item( this.m_flagId ).style
s.display=3D"none"
if( fVal )
s.display=3D""
else
s.display=3D"none"
}
function _BSetA_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etActive() }
function _BSetI_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etInactive() }
var gHiliteClr=3D"THREEDHIGHLIGHT",gShadowClr=3D"THREEDSHADOW",gFaceClr=3D"=
THREEDFACE"
var gBtnArr =3D new Array()
gBtnArr["nb_otl"] =3D new TxtBtn( "nb_otl","nb_otlElem",parent.ToggleOtlPan=
e,GetOtlState )
gBtnArr["nb_otlElem"] =3D new TxtBtn( "nb_otl","nb_otlElem",parent.ToggleOt=
lPane,GetOtlState )
gBtnArr["nb_nts"] =3D new TxtBtn( "nb_nts","nb_ntsElem",parent.ToggleNtsPan=
e,GetNtsState )
gBtnArr["nb_prev"]=3D new ImgBtn( "nb_prev","nb_prevBorder",30,parent.GoToP=
revSld )
gBtnArr["nb_next"]=3D new ImgBtn( "nb_next","nb_nextBorder",30,parent.GoToN=
extSld )
gBtnArr["nb_sldshw"]=3D new ImgBtn( "nb_sldshw","nb_sldshwBorder",18,parent=
.FullScreen )
gBtnArr["nb_sldshwBorder"] =3D new TxtBtn( "nb_sldshw","nb_sldshwBorder",pa=
rent.FullScreen,null )
gBtnArr["nb_sldshwBorder"].SetActive =3D _BSetA_Border;
gBtnArr["nb_sldshwBorder"].SetInactive =3D _BSetI_Border;
gBtnArr["nb_sldshwText"] =3D new TxtBtn( "nb_sldshw","nb_sldshwText",parent=
.FullScreen,null )
gBtnArr["nb_sldshwText"].SetActive =3D _BSetA_Border;
gBtnArr["nb_sldshwText"].SetInactive =3D _BSetI_Border;
gBtnArr["nb_voice"] =3D new ImgBtn( "nb_voice","nb_voiceBorder",18,parent.=
ToggleVNarration )
gBtnArr["nb_otlTxt"]=3D new ImgBtn( "nb_otlTxt","nb_otlTxtBorder",23,parent=
.ToggleOtlText )
gBtnArr["nb_nts"].m_flagId=3D "notes_flag"
gBtnArr["nb_nts"].SetFlag =3D NtsBtnSetFlag
gBtnArr["nb_otlTxt"].ChangeIcon=3D GetOtlTxtState
var sNext=3D"Next",sPrev=3D"Previous",sEnd=3D"End Show",sFont=3D"Arial",sAr=
row=3D"Arrow",sFreeform=3D"Freeform",sRect=3D"Rectangle",sOval=3D"Oval"
function ShowMenu()
{
BuildMenu();
var doc=3DPPTSld.document.body,x=3DPPTSld.event.clientX+doc.scrollLeft,y=
=3DPPTSld.event.clientY+doc.scrollTop
m =3D PPTSld.document.all.item("ctxtmenu")
m.style.pixelLeft=3Dx
if( (x+m.scrollWidth > doc.clientWidth)&&(x-m.scrollWidth > 0) )
m.style.pixelLeft=3Dx-m.scrollWidth
m.style.pixelTop=3Dy
if( (y+m.scrollHeight > doc.clientHeight)&&(y-m.scrollHeight > 0) )
m.style.pixelTop=3Dy-m.scrollHeight
m.style.display=3D""
}
function _CM()
{
if( !parent.IsFullScrMode() ) return;
if(!PPTSld.event.ctrlKey) {
ShowMenu()
return false
} else
HideMenu()
}
function BuildMenu()
{
if( PPTSld.document.all.item("ctxtmenu") ) return
var mObj=3DCreateItem( PPTSld.document.body )
mObj.id=3D"ctxtmenu"
mObj.style.visibility=3D"hidden"
var s=3DmObj.style
s.position=3D"absolute"
s.cursor=3D"default"
s.width=3D"120px"
SetCMBorder(mObj,"menu","black")
var iObj=3DCreateItem( mObj )
SetCMBorder( iObj, "threedhighlight","threedshadow" )
iObj.style.padding=3D2
CreateMenuItem( iObj,sNext,M_GoNextSld,M_True )
CreateMenuItem( iObj,sPrev,M_GoPrevSld,M_HasPrevSld )
CreateSeparator( iObj )
CreateMenuItem( iObj,sEnd,M_End,M_True )
mObj.style.visibility=3D"visible"
}
function Cancel() { window.event.cancelBubble=3Dtrue; window.event.returnVa=
lue=3Dfalse }
function Highlight() { ChangeClr("activecaption","threedhighlight") }
function Deselect() { ChangeClr("threedface","menutext") }
function Perform()
{
e=3DPPTSld.event.srcElement
if( e.type=3D=3D"menuitem" && e.IsActive() )
e.Action()
else
PPTSld.event.cancelBubble=3Dtrue
}
function ChangeClr( bg,clr )
{
e=3DPPTSld.event.srcElement
if( e.type=3D=3D"menuitem" && e.IsActive() ) {
e.style.backgroundColor=3Dbg
e.style.color=3Dclr
}
}
function M_HasPrevSld() { return( parent.HasPrevSld() ) }
function M_GoNextSld() { if( gIsEndShow ) M_End(); else GoToNextSld() }
function M_GoPrevSld() { if( gIsEndShow ) { history.back(); PPTSld.event.ca=
ncelBubble=3Dtrue; } else GoToPrevSld() }
function M_True() { return true }
function M_End() { window.close( self ) }
function CreateMenuItem( node,text,action,eval )
{
var e=3DCreateItem( node )
e.type=3D"menuitem"
e.Action=3Daction
e.IsActive=3Deval
e.innerHTML=3Dtext
if( !e.IsActive() )
e.style.color=3D"threedshadow"
e.onclick=3DPerform
e.onmouseover=3DHighlight
e.onmouseout=3DDeselect
s=3De.style;
s.fontFamily=3DsFont
s.fontSize=3D"9pt"
s.paddingLeft=3D2
}
function CreateSeparator( node )
{
var sObj=3DCreateItem( node )
SetCMBorder(sObj,"menu","menu")
var s=3DsObj.style
s.borderTopColor=3D"threedshadow"
s.borderBottomColor=3D"threedhighlight"
s.height=3D1
s.fontSize=3D"0px"
}
function CreateItem( node )
{
var elem=3DPPTSld.document.createElement("DIV")
node.insertBefore( elem )
return elem
}
function SetCMBorder( o,ltClr,rbClr )
{
var s=3Do.style
s.backgroundColor=3D"menu"
s.borderStyle=3D"solid"
s.borderWidth=3D1
s.borderColor=3DltClr+" "+rbClr+" "+rbClr+" "+ltClr
}
------=_NextPart_01C3DF57.66C8CB90
Content-Location: file:///C:/6F564114/prestrbtrimet_files/fullscreen.htm
Content-Transfer-Encoding: quoted-printable
Content-Type: text/html; charset="windows-1252"
TRB Annual Meeting 2004 - Customer Perspective in Performance
Measurement at TriMet
------=_NextPart_01C3DF57.66C8CB90--
trbperformancemeasur=
ement.org
I’d be happy to take=
any
questions you may have at this time.
Thank you!
------=_NextPart_01C3DF57.66C8CB90
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Content-Transfer-Encoding: quoted-printable
Content-Type: application/javascript; charset="windows-1252"
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if( MakeNotesVis() ) return
runAnimations =3D _InitAnimations();
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parent.SldUpdated(GetSldId())
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g_origH=3Dsld.style.posHeight
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InitHLinkArray()
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_RSW()
if( IsWin("PPTSld") && parent.IsFullScrMode() )
FullScrInit();
=09
MakeSldVis();
ChkAutoAdv()
if( runAnimations )
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if( document.all("NSPlay") )
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setTimeout( "document.body.start()", sld.filters.revealtrans.duration * =
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document.body.start();
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function ChkAutoAdv()
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newSize =3D g_origSz * factor
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s.fontSize=3DnewSize+"px"
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s.posTop=3D(cltHeight-s.posHeight+padding)/2
if( g_scaleHyperlinks )
ScaleHyperlinks( factor )
}
function _InitAnimations()
{
animRuntimeInstalled =3D ''+document.body.localTime !=3D 'undefined';
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g_animUseRuntime =3D g_showAnimation && animRuntimeInstalled && !(isFullSc=
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if( g_animUseRuntime ) {
collSeq =3D document.all.tags("seq");
if( collSeq !=3D null ) {
for(ii=3D0;ii
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