Smart Commute Initiative Implementing a Regional Workplace-based TDM Program through TMAs and a Two-tiered Structure
<ul><li>“ If we keep growing the way we have in the past… spending money as the political winds blow, allowing sprawling d...
Outline <ul><li>Background </li></ul><ul><li>Two-tiered Model </li></ul><ul><li>Customization and Consistency </li></ul><u...
Background - Growth <ul><li>Greater Toronto Area and Hamilton </li></ul><ul><ul><li>Rapid population growth </li></ul></ul...
Background - Travel Demand <ul><li>Source: MTO, GO Transit, Globe and Mail </li></ul>
Background - Smart Commute <ul><li>Pan GTA and Hamilton </li></ul><ul><ul><li>Focus on employers in GTAH </li></ul></ul><u...
Background – Smart Commute <ul><li>Formal partnership </li></ul><ul><ul><li>Regions of Halton, Peel, York and Durham </li>...
Two-tiered Model + Smart Commute Association
Two-tiered Model - Governance SC Hamilton SC Halton SC Mississauga SC Brampton-Caledon SC North Toronto, Vaughan SC Northe...
Two-tiered Model - Governance
Two-tiered Model - Responsibilities <ul><li>Pilot projects </li></ul><ul><li>Steer research </li></ul><ul><li>Innovation a...
Two-tiered Model – TMA Toolkit <ul><li>TMA Toolkit (available at smartcommute.ca) </li></ul><ul><ul><li>TMA Feasibility an...
Customization and Consistency <ul><li>One-size-fits-all does not work </li></ul><ul><ul><li>Local context </li></ul></ul><...
Customization and Consistency <ul><li>Delivery models </li></ul><ul><ul><li>Municipal government (three TMAs + SCA) </li><...
Customization and Consistency <ul><li>Templates </li></ul><ul><ul><li>Economy of scale </li></ul></ul><ul><ul><li>Provide ...
<ul><li>Not-for-profit public-private partnership  </li></ul><ul><li>Works with multiple partners to implement TDM solutio...
Smart Commute NTV Background <ul><li>BCRTMA (‘01)    Smart Commute Black Creek (‘03)    Smart Commute NTV (‘05) </li></u...
<ul><li>Form Employer Partnerships </li></ul><ul><ul><li>Enbridge Gas Distribution </li></ul></ul><ul><ul><li>ING Direct <...
Adding ‘green value’ to business <ul><li>77%  of consumers believe that companies don’t pay enough attention to their envi...
<ul><ul><li>60%   say   job satisfaction   is tied to   daily commute </li></ul></ul><ul><ul><li>35%   are interested in  ...
Local Implementation <ul><li>Monitoring and Evaluation </li></ul><ul><ul><li>Employee surveys </li></ul></ul><ul><ul><li>S...
Benefits of Two-Tiered Structure <ul><li>Critical mass of carpoolers in one system </li></ul><ul><li>Access to greater res...
Results – Across GTAH <ul><li>Reduced or eliminated (2004-07) </li></ul><ul><ul><li>17,400 tonnes of GHGs </li></ul></ul><...
Lessons Learned <ul><li>SCA Development </li></ul><ul><ul><li>9 months: staffing (5 FTEs) </li></ul></ul><ul><ul><li>9 mon...
Lessons Learned <ul><li>Employer Implementation </li></ul><ul><ul><li>2-9 months: Recruitment of employer </li></ul></ul><...
Lessons Learned <ul><li>Two-tiered structure </li></ul><ul><ul><li>Regional tier developed earlier </li></ul></ul><ul><ul>...
Lessons Learned <ul><li>Secure buy-in for deliverables </li></ul><ul><ul><li>Roles and responsibilities </li></ul></ul><ul...
Lessons Learned <ul><li>Other Lessons </li></ul><ul><ul><li>Ensure that distribution of funding is simple and transparent ...
Conclusions <ul><li>Successful implementation across jurisdictions </li></ul><ul><ul><li>Partnership </li></ul></ul><ul><u...
Conclusions <ul><li>Smart Commute continuing </li></ul><ul><ul><li>Minor adjustments to structure </li></ul></ul><ul><ul><...
Questions? Ryan Lanyon Brian Shifman Project Director Executive Director Smart Commute Association Smart Commute NTV [emai...
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Smart Commute Initiative: Implementing a Regional Workplace-based TDM Program through TMAs and a Two-tiered Structure

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Presented by: Ryan Lanyon, BA and Brian Shifman, BA
Presented at: ACT Canada 2007 TDM Summit, Calgary, November 2007

Published in: Automotive
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  • Doesn’t work on many levels Can’t build enough lanes to accommodate all the traffic Not all jobs are downtown Followed by support for Smart Commute 404-7
  • Introduction -Not-for-profit Transportation Management Association (TMA) -Formed in 2001 – 1 st in Ontario, one of first in Canada; 1 st University-based TMA in Canada -Public-private partnership -Works with businesses, transit agencies, governments, non-profits to implement Transportation demand management (TDM) solutions in North Toronto and Vaughan -TMA encourages TDM through ETR – i.e., reduction in SOVs and traffic congestion; improve air quality -TDM Programs/services and advocacy facilitate long term change of modal split towards alternatives to Single Occupancy Vehicle (SOV) -Part of a broader network of TMAs across the GTAH, under the Smart Commute Association (SCA) umbrella 1) Social Marketing: -awareness (e.g., transit) -attitude (e.g., carpooling) -behaviour (e.g., cycling) 2) For moving people out of their SOVs = “drivers” = incentives and disincentives Business = bottom line, ethos for environmental issues - Corporate Social Responsibility Individuals = time, cost ($2000/yr savings on gas due to carpooling), reduce footprint, infrastructure, support from workplace (e.g., vanpooling, tele-commuting)
  • Carrots and Sticks -Amsterdam 37% by bike = modal share because of heavily taxed vehicles and cycling only lanes
  • Support for Smart Commuting Results from 9 of Smart Commute NTV’s partners: Universal Workers Union, Dillon Consulting, CH2M HILL, ING DIRECT, Enbridge, TRCA, Knoll, sanofi pasteur, and Env. Canada- Tor. (with an overall total of 1,400 respondents), show the following (Note: all numbers are approximations): Trip Length of those surveyed : -the average one-way commute length is 25 km (average for GTA is 17.7 km – from Transportation Tomorrow Survey, 2001) -Short trips: commutes less than 3 km comprise 3% of trips (opportunity for walking), and commutes from 3-10km comprise 20% of trips (opportunity for cycling) Go For Green estimates that the average Canadian makes 2000 car trips shorter than 3km every year – a distance that can easily be covered by walking.  Trips up to 5 or 10km are feasible by bicycle.  ( Average Walking Speed : 6km = 1hr to walk, 1km = 10min to walk, 3km= ½ hr to walk  from Jennifer Niece) Primary Commute Mode of those surveyed: -70% of commuters drive alone to/from the workplace (GTA average is 64% drive alone – from Transportation Tomorrow survey, 2001) -1% of employees practice telecommuting -1% of employees walk to/from work -1% of employees bicycle to/from work -13% of employees use public transit to commute to/from work -12% of employees carpool to/from work Commute/Job Satisfaction of those surveyed: Approx. 60% of employees say that job satisfaction is tied to daily commute. Interest in Alternative Commuting Modes amongst those surveyed: While the percentage of SOV’s is high, there is strong interest in alternative modes, as demonstrated by the following numbers: -35% are interested in taking transit -50% are interested in carpooling -40% are interested in telecommuting ( NOTE: the average is 40% but we can see from the responses that office workers have a much higher interest in telecommuting (e.g., 60-80%) versus lower for those in manufacturing jobs (e.g., 5-15%) -35% are interested in a shuttle -10% are interested in walking -15% are interested in cycling Employers also have potential tools at their disposal to help encourage smart commuting, as: -40% are interested in discount transit fares -35% are interested in an Emergency Ride Home program -25% are interested in flexible working hours (this would encourage them to try carpooling)
  • Transcript of "Smart Commute Initiative: Implementing a Regional Workplace-based TDM Program through TMAs and a Two-tiered Structure"

    1. 1. Smart Commute Initiative Implementing a Regional Workplace-based TDM Program through TMAs and a Two-tiered Structure
    2. 2. <ul><li>“ If we keep growing the way we have in the past… spending money as the political winds blow, allowing sprawling developments to occur and then trying to catch up to it afterwards with the cost of servicing it, our economy will continue to pay a steep price.” </li></ul><ul><li> - David Caplan, Ontario Minister of Public Infrastructure Renewal, 2005 </li></ul><ul><li>Cost of traffic congestion in the GTA per year: </li></ul><ul><li>$5.5 billion (2006$) </li></ul>
    3. 3. Outline <ul><li>Background </li></ul><ul><li>Two-tiered Model </li></ul><ul><li>Customization and Consistency </li></ul><ul><li>Local Implementation </li></ul><ul><li>Results </li></ul><ul><li>Lessons Learned </li></ul>Ryan Lanyon Brian Shifman Project Director Executive Director Smart Commute Association Smart Commute - North Toronto, Vaughan
    4. 4. Background - Growth <ul><li>Greater Toronto Area and Hamilton </li></ul><ul><ul><li>Rapid population growth </li></ul></ul><ul><ul><li>Six million residents </li></ul></ul><ul><ul><li>Three million jobs </li></ul></ul><ul><ul><li>100,000 new residents per year </li></ul></ul><ul><li>Suburban growth and urban sprawl </li></ul><ul><ul><li>Automobile-oriented </li></ul></ul><ul><ul><li>Increased traffic congestion </li></ul></ul><ul><ul><li>Gridlock costing local economy $5.5 billion per year </li></ul></ul>
    5. 5. Background - Travel Demand <ul><li>Source: MTO, GO Transit, Globe and Mail </li></ul>
    6. 6. Background - Smart Commute <ul><li>Pan GTA and Hamilton </li></ul><ul><ul><li>Focus on employers in GTAH </li></ul></ul><ul><ul><li>Outreach to overall commutershed </li></ul></ul><ul><li>Objectives </li></ul><ul><ul><li>Reduce SOV trips </li></ul></ul><ul><ul><li>Reduce VKT </li></ul></ul><ul><ul><li>Avoid GHG emissions </li></ul></ul><ul><ul><li>Avoid CAC emissions </li></ul></ul>
    7. 7. Background – Smart Commute <ul><li>Formal partnership </li></ul><ul><ul><li>Regions of Halton, Peel, York and Durham </li></ul></ul><ul><ul><li>Cities of Hamilton, Mississauga and Toronto </li></ul></ul><ul><li>May 2004 – March 2007 </li></ul><ul><li>Funding </li></ul><ul><ul><li>Transport Canada </li></ul></ul><ul><ul><li>Municipalities </li></ul></ul><ul><ul><li>Private sector </li></ul></ul><ul><ul><li>Community funding </li></ul></ul>
    8. 8. Two-tiered Model + Smart Commute Association
    9. 9. Two-tiered Model - Governance SC Hamilton SC Halton SC Mississauga SC Brampton-Caledon SC North Toronto, Vaughan SC Northeast Toronto SC 404-7 SC Central York SC Durham City of Hamilton Halton Region City of Mississauga Peel Region City of Toronto York Region Durham Region
    10. 10. Two-tiered Model - Governance
    11. 11. Two-tiered Model - Responsibilities <ul><li>Pilot projects </li></ul><ul><li>Steer research </li></ul><ul><li>Innovation and best practices </li></ul>Research and Development <ul><li>Data collection </li></ul><ul><li>Data presentation to members and partners </li></ul><ul><li>Standards and tools </li></ul><ul><li>Compilation of data </li></ul>Monitoring and Evaluation <ul><li>Use of services </li></ul><ul><li>Customized modules </li></ul><ul><li>Centralized services </li></ul><ul><li>Module development </li></ul>Commuter Services <ul><li>Local and workplace marketing, media and events </li></ul><ul><li>Regional marketing, media and events </li></ul>Marketing and Education TMA (Local tier) SCA (Regional tier) Activities
    12. 12. Two-tiered Model – TMA Toolkit <ul><li>TMA Toolkit (available at smartcommute.ca) </li></ul><ul><ul><li>TMA Feasibility and Planning Study </li></ul></ul><ul><ul><li>Branding Tools </li></ul></ul><ul><ul><li>Business Case </li></ul></ul><ul><ul><li>Baseline and Monitoring </li></ul></ul><ul><ul><li>Ridematching and Carpooling </li></ul></ul><ul><ul><li>Emergency Ride Home </li></ul></ul><ul><ul><li>Cycling and Walking </li></ul></ul><ul><ul><li>Transit </li></ul></ul><ul><ul><li>Alternative Work Hours </li></ul></ul><ul><ul><li>Commuter Challenge </li></ul></ul><ul><ul><li>Incentives and Promotions </li></ul></ul>
    13. 13. Customization and Consistency <ul><li>One-size-fits-all does not work </li></ul><ul><ul><li>Local context </li></ul></ul><ul><ul><li>Local ownership </li></ul></ul>
    14. 14. Customization and Consistency <ul><li>Delivery models </li></ul><ul><ul><li>Municipal government (three TMAs + SCA) </li></ul></ul><ul><ul><li>Incorporated non-profits (four TMAs) </li></ul></ul><ul><ul><li>Board of trade or chamber of commerce (two TMAs) </li></ul></ul><ul><li>Centralized services </li></ul><ul><ul><li>Carpool Zone </li></ul></ul><ul><ul><li>Emergency Ride Home </li></ul></ul><ul><ul><li>Media and contacts </li></ul></ul>
    15. 15. Customization and Consistency <ul><li>Templates </li></ul><ul><ul><li>Economy of scale </li></ul></ul><ul><ul><li>Provide a basis </li></ul></ul><ul><ul><li>Assistance with customization </li></ul></ul><ul><ul><li>Comparison across TMAs </li></ul></ul>
    16. 16. <ul><li>Not-for-profit public-private partnership </li></ul><ul><li>Works with multiple partners to implement TDM solutions in North Toronto & Vaughan </li></ul><ul><li>Programs target the 52% of trips by GTA residents in peak travel (work-related trips) </li></ul><ul><li>A customized suite of workplace TDM programs facilitates switch to alternative daily commute modes </li></ul>CH2M HILL Dillon Consulting ING DIRECT Local Implementation: Smart Commute North Toronto, Vaughan (NTV)
    17. 17. Smart Commute NTV Background <ul><li>BCRTMA (‘01)  Smart Commute Black Creek (‘03)  Smart Commute NTV (‘05) </li></ul><ul><ul><li>BCTRMA: First TMA in Ontario </li></ul></ul><ul><ul><li>Originally centred around York University </li></ul></ul><ul><ul><li>Smart Commute NTV: two projects </li></ul></ul><ul><li>TDM Success at York University: </li></ul><ul><ul><li>Modal split shift from 70% SOV in 1999  to 60% alt. modes (transit, carpool, walk, bike) in 2006 </li></ul></ul><ul><ul><li>Deferral of plans to build (min) 2 parking garages - $80M savings </li></ul></ul><ul><ul><li>~ 144% increase in bus service to campus </li></ul></ul>
    18. 18. <ul><li>Form Employer Partnerships </li></ul><ul><ul><li>Enbridge Gas Distribution </li></ul></ul><ul><ul><li>ING Direct </li></ul></ul><ul><ul><li>sanofi pasteur </li></ul></ul><ul><ul><li>City of Vaughan </li></ul></ul><ul><ul><li>York University </li></ul></ul><ul><ul><li>North York General Hospital </li></ul></ul><ul><li>Achieving Success </li></ul><ul><ul><li>Collaboration between key stakeholders </li></ul></ul><ul><ul><li>Strong Champions </li></ul></ul><ul><ul><li>Joint Advocacy </li></ul></ul><ul><ul><li>Service Improvements (e.g., HOV, BRT, LRT, cycling lanes) </li></ul></ul><ul><ul><li>Community Outreach (e.g., social marketing, events) </li></ul></ul><ul><ul><li>Long term commitment </li></ul></ul>Bike event at York University ‘ Unlock Gridlock’ fair at Enbridge
    19. 19. Adding ‘green value’ to business <ul><li>77% of consumers believe that companies don’t pay enough attention to their environmental responsibilities </li></ul><ul><li>72% of consumers are skeptical of companies claims of being environmentally conscious </li></ul><ul><li>Smart Commute programs directly connect businesses to a strong environmental message </li></ul>Members of the Vaughan Chamber of Commerce with Ontario Transportation Minister Donna Cansfield at Smart Commute NTV’s ‘Getting Vaughan Moving’ event Source: Marketing/Ipsos Reid poll, 2007
    20. 20. <ul><ul><li>60% say job satisfaction is tied to daily commute </li></ul></ul><ul><ul><li>35% are interested in transit </li></ul></ul><ul><ul><li>50% are interested in carpooling </li></ul></ul><ul><ul><li>40% are interested in telecommuting </li></ul></ul>Employee Support for Smart Commuting: Short Trips - Opportunities for Walking and Cycling: -Results from employee surveys at nine of Smart Commute NTV’s partners (~1400 respondents) <ul><ul><li>3% live within walking distance from work </li></ul></ul><ul><ul><li>23% live within cycling distance from work </li></ul></ul>
    21. 21. Local Implementation <ul><li>Monitoring and Evaluation </li></ul><ul><ul><li>Employee surveys </li></ul></ul><ul><ul><li>Site assessments </li></ul></ul><ul><ul><li>Vehicle counts </li></ul></ul><ul><ul><li>Program measurables </li></ul></ul><ul><ul><li>Participant feedback </li></ul></ul><ul><li>Overall strategic directions </li></ul><ul><ul><li>SCA workplan </li></ul></ul><ul><ul><li>Development of new tools and services </li></ul></ul><ul><ul><li>Research needs </li></ul></ul>
    22. 22. Benefits of Two-Tiered Structure <ul><li>Critical mass of carpoolers in one system </li></ul><ul><li>Access to greater resources </li></ul><ul><li>Coordination across region allows for sharing </li></ul><ul><li>Eases staff training and creates greater stability </li></ul><ul><li>Programs customized to local conditions </li></ul>
    23. 23. Results – Across GTAH <ul><li>Reduced or eliminated (2004-07) </li></ul><ul><ul><li>17,400 tonnes of GHGs </li></ul></ul><ul><ul><li>100 tonnes of CAC </li></ul></ul><ul><ul><ul><li>NOx, SOx, PM2.5, PM10, TPM </li></ul></ul></ul><ul><ul><li>75,750,000 VKT </li></ul></ul><ul><ul><li>1.27 million SOV trips </li></ul></ul>Cars off the Road
    24. 24. Lessons Learned <ul><li>SCA Development </li></ul><ul><ul><li>9 months: staffing (5 FTEs) </li></ul></ul><ul><ul><li>9 months: ridematching service </li></ul></ul><ul><ul><li>24 months: TMA Toolkit </li></ul></ul><ul><li>TMA development </li></ul><ul><ul><li>6-12 months: Municipal approval to begin </li></ul></ul><ul><ul><li>4-16 months: Investigation of feasibility </li></ul></ul><ul><ul><li>6-9 months: Agreement with host org (concurrent) </li></ul></ul><ul><ul><li>6-12 months: Stakeholder commitment to launch </li></ul></ul>
    25. 25. Lessons Learned <ul><li>Employer Implementation </li></ul><ul><ul><li>2-9 months: Recruitment of employer </li></ul></ul><ul><ul><li>2-9 months: Commitment and baseline </li></ul></ul><ul><ul><li>3-12 months: Measurement, analysis and approval </li></ul></ul><ul><ul><li>3-6 months: Planning, launch of core program </li></ul></ul><ul><ul><li>On-going: </li></ul></ul><ul><ul><ul><li>Implementation, continued promotion, additional programs </li></ul></ul></ul><ul><ul><ul><li>Results must be achieved to ensure continued support </li></ul></ul></ul><ul><ul><ul><li>Champions at worksite should be expanded </li></ul></ul></ul>
    26. 26. Lessons Learned <ul><li>Two-tiered structure </li></ul><ul><ul><li>Regional tier developed earlier </li></ul></ul><ul><ul><ul><li>Need to show value to existing TMAs </li></ul></ul></ul><ul><ul><li>Central point of contact </li></ul></ul><ul><ul><ul><li>Smart Commute Association </li></ul></ul></ul><ul><ul><ul><li>Local Smart Commutes </li></ul></ul></ul><ul><ul><li>Establish ground rules </li></ul></ul><ul><ul><ul><li>Memorandum of Understanding (MOU) </li></ul></ul></ul><ul><ul><ul><li>Governance framework, accountability </li></ul></ul></ul>
    27. 27. Lessons Learned <ul><li>Secure buy-in for deliverables </li></ul><ul><ul><li>Roles and responsibilities </li></ul></ul><ul><ul><li>Implementation methods and services </li></ul></ul><ul><ul><li>Monitoring and reporting </li></ul></ul><ul><li>On-going communication </li></ul><ul><ul><li>Ensure all partners are up-to-date </li></ul></ul><ul><ul><li>Engage through in-person meetings </li></ul></ul><ul><ul><li>Partnership requires travel </li></ul></ul>
    28. 28. Lessons Learned <ul><li>Other Lessons </li></ul><ul><ul><li>Ensure that distribution of funding is simple and transparent </li></ul></ul><ul><ul><li>Ensure fairness in funding structures across all partners </li></ul></ul><ul><ul><li>Create employer workplans </li></ul></ul><ul><ul><li>Plan for hurdles such as liability concerns </li></ul></ul><ul><ul><li>Address issues that span boundaries </li></ul></ul><ul><ul><ul><li>Employers with multiple locations in more than one TMA </li></ul></ul></ul>
    29. 29. Conclusions <ul><li>Successful implementation across jurisdictions </li></ul><ul><ul><li>Partnership </li></ul></ul><ul><ul><li>Cooperation </li></ul></ul><ul><ul><li>Two-tiers of program delivery </li></ul></ul><ul><li>Value for businesses </li></ul><ul><ul><li>High satisfaction with services </li></ul></ul><ul><ul><li>Tangible and intangible benefits </li></ul></ul><ul><ul><li>Support of Ontario Chamber of Commerce </li></ul></ul>
    30. 30. Conclusions <ul><li>Smart Commute continuing </li></ul><ul><ul><li>Minor adjustments to structure </li></ul></ul><ul><ul><li>Alignment with GTTA </li></ul></ul><ul><ul><li>Continued learning </li></ul></ul>
    31. 31. Questions? Ryan Lanyon Brian Shifman Project Director Executive Director Smart Commute Association Smart Commute NTV [email_address] [email_address] 416-338-0498 416-650-8059 866-658-9890

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