2022 40 Under 40: Matthew D. Moorman

One word to describe you: Sure

Foster mother: The Ohio State University

Fun fact about yourself: I am a semi-professional musician. I’m the music director at my church where my wife and I host weekend services. I play piano and pipe organ. Oh, and I’m always armed with a good dad joke.

Matt D. Moorman is a seasoned transit professional with over 17 years of operations management and strategic planning experience. His passion for public transit began when he started as a part-time operator in 2004 for Ohio State University. After earning a degree in logistics management and joining the SORTA team, he quickly rose through the ranks as street service supervisor, division manager, fixed-route transit scheduler, planning manager and of Scheduling and now holds the position of Senior Director of Service Planning and Planning. During his tenure, he provided critical assistance to bus stop infrastructure improvements and Intelligent Transportation Systems (ITS) initiatives. In addition to his regular duties of managing the planning team by monitoring and adjusting schedules for 46 routes and coordinating four major service choices required by contract for 500 bus operators each year, he was responsible for implementing the largest service expansion in SORTA’s history during the pandemic.

Moorman is described by colleagues as an outstanding young leader who worked extremely hard to move the organization forward during his tenure. He is diligent, communicative and always ready to help his colleagues at any time. He was instrumental in keeping the wheels of SORTA turning as the agency faced unprecedented challenges due to the COVID-19 pandemic by adjusting schedules to maintain service for essential workers while reducing demand. exhibition and ensuring that SORTA continues to operate efficiently with reduced traffic.

During COVID-19, voters passed Sales Tax Levy Number 7 in May 2020 and Moorman was responsible for implementing the largest service extension in SORTA’s history with the first phase of the plan. subway reinvented. This led to significant service improvements for the region, including 24-hour service on seven routes, reducing nearly 10 fare types to three, increasing Sunday frequency on six routes, l added new Sunday service on two routes and improved weekday frequency on two routes. Future phases of the plan will introduce on-demand mobility, regional paratransit, enhanced ITS, as well as laying the foundations for bus rapid transit.

For the August 2021 service changes, Moorman worked with Cincinnati Public School (CPS) staff to restructure service to area high schools. The result has been service improvements that benefit both students and riders, while reducing the number of buses and operators needed, including increasing frequency on 12 routes and launching two new cross-city routes connecting three SORTA transit centers and making transfers easy and smooth. These improvements have improved the ability of CPS students to get to and from school by reducing the average commute time by 10 minutes, decreasing the average walking time, and allowing no student to need to more than one transfer.

Moorman is a member of the Cincinnati chapter of COMTO (Conference of Minority Transportation Officials). In addition to his bachelor’s degree, he holds an MBA from Kaplan University.

Outside the office, he is an accomplished musician. He is the music director for St. Aloysius Gonzaga Parish and leads a group of skilled musicians for worship every weekend. He enjoys playing the piano and composing new music in his spare time. He also volunteers as a Cubmaster for Cub Scout Pack #3044. Matt, his wife, and two children love spending time outdoors. They are often found camping, hiking, sunbathing at the beach and visiting extended family.

Is there a particular experience that brought you to where you are today?

When I was studying at Ohio State University as a freshman in finance, I used to take the campus bus service to class. One day I looked up and noticed an ad looking for part-time student drivers. After thinking, “How hard could that be?” I applied and started a few weeks later. While training for my CDL, I worked on the fleet maintenance team where I learned a bit about the maintenance side of the business. I drove for a few years and then became a supervisor, learning even more about the operational side of the business. I quickly understood the importance of public transit for those who depend on it. Soon after, I changed my major to transportation. After returning home to Cincinnati after graduation, I joined the SORTA team in operations, then a few years later I joined the strategic planning, development and innovation team where I am now. I have a great team doing great things for our region and I continue to learn new things every day. My whole career started from a single “hiring in progress” ad on a bus!

What do you like most about your job?

We have the best team in the industry! In 2020, our county passed a sales tax. When Number 7 was passed, we promised the region we would build a better public transit system that would connect people to where they need to go and spur economic development. Our team members all understand the impact transit can have on an area and they always keep the needs of the community in mind. Our department and our region have placed their trust in SORTA, and we are delighted to keep these promises.

What is the hardest part of your job?

There are many pieces to the transit puzzle. Resources are not infinite. Change takes time. The way people work, travel and do business is constantly changing, which means that we as a transit agency always have to look through multiple lenses. Balancing what we can do today, what we will do in the short term, and what our region will look like years from now is an ongoing challenge, always exciting and rewarding.

What accomplishment are you most proud of and why?

In 2021, SORTA, along with most transit agencies across the country, continued to feel pressure from the workforce. My team worked with our local school district to completely overhaul the way we provide services to area high schools. The redesign has improved service for both students and the equestrian public while reducing the number of vehicles and drivers required. Although it seemed impossible (and frankly, I still can’t believe we made it), I’m very proud that our team achieved this in six weeks, from inception to implementation.

Best advice/tricks/best practices to share in your area of ​​expertise?

It is sometimes easy to become discouraged when you encounter obstacles or encounter resistance, whether internal or external to your organization. Either way, don’t give up. Keep going, keep trying, and keep doing what’s good for the community. There are people who depend on us to get them to work, to their health care, to the grocery store, to visit friends and family. Public transit can change lives. We can improve the quality of life for many people, and I think it’s worth fighting for.

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