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Eric N. Schreffler ESTC April 17, 2012
Evolving Role of TDM Integrating TDM and Transportation Planning Upcoming FHWA Guidance Contacts
Traditional TDM Contemporary TDM
Managing travel demand is about providing travelers, regardless of whether they drive alone, with travel choices, such as work location, route, time of travel and mode. In the broadest sense, “demand management is defined as providing travelers with effective choices to improve travel reliability” FHWA 2005
A renewed focus on choices
Part of a sustainable transportation system Technology and connectivity driven
European Experience
US Experiences
Travel Information Role
Review of State/Metropolitan Plans
Peer Workshops for Draft Desk Reference
Development (2011)
Chicago – August 30 (ACT)
Richmond – September 28
Salt Lake City – October 12
Dallas – October 24 (AMPO)
Orlando – October 31
Included in most transportation plans
included in overall policy level…
“Managing demand is a key pillar of our transportation plan”
High-Level Goals and Objectives
Final List of Projects
Large gap
between policy
expectations
and project
selection
Identified in final projects primarily ride sharing, traditional TDM
projects, or a line item in the budget not identified with same level of detail as
other projects
Aversion to requirements for new processes
Integration of TDM needs to be driven by regional objectives
Need tangible TDM benefit information
Need practical advice on moving from planning to implementation
Integration of TDM varies from agency to agency
Categorized into three levels of capability Ad-Hoc: TDM is mostly an afterthought
Rationalized: Recognition that TDM is important but gaps remain in the process
Mainstreamed: Demand Management is a vital tenet of the process and permeates through all the steps
Need actions that agencies at different levels can
take to further their use of TDM
TDM Redefined – Making the Case for TDM
Application of TDM to 7 Policy Issues
Integration of TDM to 4 Planning Levels Statewide, Metropolitan, Corridor, Local
Tools and Techniques for Evaluating TDM
Known Effectiveness of TDM
Moving from Planning to Implementation
References and Bibliography
Driven by objectives and performance measurement*
Based on agency capability
* FHWA Planning for Operations
13
PLANNING LEVELS
POLICY ISSUES State Level
Planning
Metropolitan/
Regional Planning Corridor Planning
Local/Municipal
Planning
Regional Mobility/
Accessibility
Good Excellent Good Fair
Congestion Reduction/
System Reliability/Safety
Fair Excellent Excellent Good
Air Quality/ Environment Good Excellent Fair Good
Economic Development Fair Good Fair Good
Land Use/ Transportation Good Excellent Good Excellent
Goods Movement/ Freight Fair Good Good Good
Livability /Quality of
Life/Health
Fair Good Fair Excellent
Steps an agency can take to further TDM integration into plans
Developed using a capability approach Actions are based on literature, existing guidance, workshop
findings Vary based on planning levels (state, metro, corridor, local) Provided at each planning step:
1. Vision/Goals
2. Objective Setting
3. Performance
Measurement
4. Assessment of
Strategies
5. Incorporation in Plans
6. Monitoring and
Evaluation
Agency capabilities vary across planning steps. The goal of integration is to move agencies along the capability continuum in the planning process
Capability Levels
Pla
nnin
g S
teps
Ad-Hoc Ration
-alized
1
2
3
4
Etc.
Main-
streamed
Current State
Future State
Actions
Planning Steps (from objective-driven performance planning process)
Level 1
Ad-Hoc
Level 2
Rationalized
Level 3
Mainstreamed
Establishing Vision and Goals
Setting Objectives for TDM
Definition of Performance Measures
Assessment and Selection of Strategies and Programs to Support Objectives
Integration of strategies into Plans and Funding Programs
Monitoring and Evaluation of Progress Toward Objectives
Level 1 • TDM is acknowledged as part of
the vision in the region but no true commitment in terms of remaining steps
• Varied understanding of around the concept of demand management as a policy option
• Limited high-level political or decision-maker support for the idea
• Primary role of MPOs is to fund limited TDM activities
Level 2 TDM is a part of the vision
statement for the metropolitan region
Enhanced understanding of TDM concepts and strategies at staff levels
Treated as substantial goal of the planning efforts
Political support emerging on this topic
Many roles (funding, coalition building, operations) becoming realistic for MPOs in the area of demand management
• Develop TDM Long-Term Strategic Plan Vision and Goals
• Adopt an objective-driven performance planning process, to include TDM
Objective Setting
• Identify concrete performance measures for TDM beyond air quality, conformity (e.g., land use, economic development)
Perf. Measures
Identification
• Incorporate TDM and travel choices into existing visualization tools and processes
Assessment of Strategies
• Broaden the availability of eligible funding beyond CMAQ to include STP and others
Incorporation into Plans
• Provide technical assistance on TDM performance evaluation and monitoring tools
Monitoring &Evaluation
• Perform a visioning exercise with desired travel choices
• Create incentive-based approaches and obtain buy-in from decision-makers for funding
Vision and Goals
• Use real-world examples for objective setting and target setting
Objective Setting
• Develop performance measures that express TDM effectiveness in operational terms
Perf. Measures
Identification
• Develop regional analysis tools needed to integrate and model TDM strategies
Assessment of Strategies
• Develop capability to include TDM in ALL projects in appropriate manner
Incorporation into Plans
• Adopt or develop a standardized approach to reporting TDM performance
Monitoring &Evaluation
TDM is under-utilized as an approach for addressing various policy objectives
We still have a lot to learn, but TDM can be effective, is relatively low cost, and has synergistic benefits
TDM is more of a philosophy than a specific set of strategies
Modeling TDM impacts/cost-effectiveness a significant barrier to integration the planning process
Influence travel before choices are made and make more efficient use of existing facilities
Can improve reliability and system performance. A small change in demand can have great benefits
Prolong the need for capacity expansion, lengthen the life of new investments
Provide a set of strategies that are relatively low cost and easy to implement
Foster new public/private partnerships to manage system
Mitigate some of the negative impacts of traffic, including environmental and energy-related
TDM Redefined – Making the Case for TDM
Application of TDM to Policy Issues
Integration of TDM to Various Planning Levels Statewide, Metropolitan, Corridor, Local
Tools and Techniques for Evaluating TDM
Known Effectiveness of TDM
Moving from Planning to Implementation
References and Bibliography
On-line Decision-Support tool being developed
FHWA Office of Operations
Wayne Berman
FHWA Office of Planning
Egan Smith
Project Team
Battelle
Deepak Gopalakrishna
ESTC
Eric N. Schreffler
Transportation Demand Management - FAQs:
Francie Stefan, Strategic and Transportation Planning Manager Planning & Community Development Department
April 17, 2012 [email protected]
2
Population 90,000 residents Daytime population 250,000 Millions of annual visitors
Land Area 8.3 sq. mi. (13.4 sq. km.)
Economy Tourism, Entertainment Retail, Office Health Care, High Tech
Land Use & Circulation Issues Pressure for Infill Development
& Intensification Desire for mixed-use residential No opportunity for roadway
expansion Congestion threatening
economic health
City of Santa Monica
3
TDM – Part of Comprehensive Plan TDM is key to achieving multiple community and City goals
Comprehensive Plan - LUCE
LUCE Framework Elements:
5
CHANGE DIRECTED TO NEW TRANSIT
VILLAGES AND TO BOULEVARDS
Transit Districts
Boulevards
Incentivize new housing and jobs on existing or proposed transit corridors; locate; locate focused activity centers at transit crossroads
Create new “Transit Villages” at Light Rail Stations
Create “Complete Neighborhoods” with mix of uses
Ensure that walking and biking are prioritized to reduce total vehicle trips
Create Complete Streets
Integrating Land Use & Transportation
Adopted Target: ‘No Net New PM Peak Vehicle Trips’
Where are PM peak trips going?
6
• 40% are commute
• About same share are errands, visiting, etc.
TDM for Multiple Trip Types
Different programs target different trips?
7
Employer TDM Districts Parking cashout
Safe routes to school Parking programs Transit passes
Transit investments Walking Bike facilities Parking programs
TDM for Multiple Trip Types
Build on Existing TDM Future Efforts Building upon Existing Components Adopted Transportation Management Ordinance - 1994 • All employers of 10 or more • Limited requirements for
employers with 10-49 employees • Annual reporting
Adopted Development Agreements since 1980s • Established TDM program for large
projects • Annual reporting • Limited in number, isolated
New TDM Efforts Expanding the type and range
Revising TDM Ordinance • Strengthen and tie to land use • Address employers under 10
Bicycle Action Plan • Increased bike parking requirement • Expanding Bike Network, build connections to
major destinations, rail and bus transit • Education, Encouragement Programs
Pedestrian Action Plan • Anticipate pedestrian demand from light rail • Identify pedestrian improvement priorities
Bike and Car-Sharing
Zoning Standards Update • Allow and incentivize shared parking • Require pedestrian and bicycle –oriented design
New TDM Efforts Expanding the type and range Big Blue Bus/Metro Bus/Light Rail Coordination • Expand transit pass programs • Upgrade capacity at high frequency stops • Continue to work with Santa Monica
College, UCLA Safe Routes to School • Establish bicycle safety and
encouragement curriculum • Support Bike/Walk school events • Close infrastructure gaps – crosswalks,
crossing guards • Explore Pedi-bus or Bike-pools • Improve employee AVR
TDM by District
Transportation Management Associations/Organizations for future Transit Villages Parking Pricing & Management (Shared Parking), Transit Passes, Tailored Transit/Shuttles, Carpool & Vanpool Programs, Personalized Travel Assistance, Bicycle and Pedestrian Network Upgrades
BERGAMOT TRANSIT VILLAGE TMA/O
DOWNTOWN TMA/O
Tools vary by land use and location.
TDM Funding Sources Use policy framework to encourage parking and transportation fees for TDM
Transportation Impact Fee • Developer contribution to complete network • In addition to project-specific mitigations • Defining funding for bike, ped, transit
Parking In-lieu Fee • Support reduced on-site parking with
additional transit, bike and pedestrian improvements
Parking Meter, Parking District or Public Parking Structure Revenue • Use a portion of non-maintenance funds to
off-set demand with TDM investment
Grants • County, Public Health, CMAQ
Summary
• TDM closely linked to community’s quality of life and mobility goals
• Management strategies like TDM reduce infrastructure upgrade demand and optimize use of existing facilities
• Multiple options and strategies can be tailored to local physical, operational, and organizational conditions
• Establish a guiding policy that helps to coordinate efforts and support use of vehicle funds for TDM
TOP 11 FAQS ABOUT TDM FROM 25 YEARS OF EXPERIENCE
Peter Valk Transportation Management Services
#11: What is TDM?
• Then…Carpool, vanpool, ridesharing
• Now…Shape travel demand before and during trip
– Need for vehicle trip
– Destination choice
– Frequency
– Time
– Mode
– Route
TOP 11 FAQS ABOUT TDM FROM 25 YEARS OF EXPERIENCE
#10: Why Adjust Demand?
• Traditional
– V = Forecast demand / C = Provide supply
– Travel volume constant; adjust capacity
• Redefined
– V = Manage demand / C = Maximize efficiency
– Road capacity constant; adjust demand
TOP 11 FAQS ABOUT TDM FROM 25 YEARS OF EXPERIENCE
#9: WHY MORE INTEREST NOW?
• Limits to traditional solutions
– Shrinking capacity expansion improvements
– Limited ROW, $, operational improvements
– Latent demand – “If you build it, they will come”
– Community resistance to more traffic
– Growing interest among Traffic Planners/Engineers
• It’s the law
– Congestion Management Programs
– Local TDM Ordinances
– SCAQMD Rule 2202
– CA Complete Streets Act of 2008 (AB1358)
– CA Global Warming Solutions Act (AB32) & Senate Bill 375
Top 11 FAQs from 25 Years of TDM Experience
#8: Does it WORK!
– Report cards
• National - USDOT/FHWA
• Local - 15 years of data from So Cal Air District, State of
Washington, Phoenix/Tucson, others
– Case studies
• Microsoft (Redmond, WA) – Suburban
– 40K employees; 60% don’t drive
• Russell Investments (Seattle, WA) - Downtown
– 900 employees
– Before move = 70% drive alone; After move = 70% transit
• MGM Tower (Century City) – Activity Center
– 775 KSF/2K employees
– Trip rate well below ITE
Top 11 FAQs from 25 Years of TDM Experience
#7: What Are the Choices?
• Many possible actions
• No silver bullet
• Better results when combined
• Must be tailored to local conditions
ACTION TYPE POTENTIAL MEASURES
Public Policies •TOD/land use planning
•TIS guidelines/analysis/credits
•Project EIR/traffic mitigation measures
•Trip reduction regulations
Facilities
•Carpool/HOT lanes
•Bicycle parking/storage & pedestrian amenities
•Parking pricing, preferred car/vanpool spaces
•Restricted site access
•Transit stations/shelters
•Travel information displays/centers
Transportation
Services
•Vanpools and/or ridematching services
•Circulator, express bus, or shuttle services
•Carsharing and/or bikesharing
•Guaranteed Ride Home (GRH)
Financial
In/Disincentives
•Pay -To-Not -Park or Parking Cashout
•Pricing Congestion Zones or HOT lanes
•Transit subsidies
•Cash for commuters
Scheduling •Compressed work weeks •Teleworking
Marketing &
Communications
•Events like Rideshare Week or Bike2Work Day
•Program branding & advertising campaigns
•Commuter newsletters
•Commuter Communities/Clubs or TMAs
Traveler
Information
•Web-based resources for transit trip planning, traffic/sigalerts, alternative routes
•Dynamic message signs for pricing, travel time, alternative routes
Top 11 FAQs from 25 Years of TDM Experience
#6: Who Needs to be Involved?
• Local Jurisdictions
– Ordinance and/or ‘rules’ for discretionary actions
– Provide resources
• Property Owners/Developers
– Lead for ‘building-based’ programs
– Continuing responsibility
– Build features into site design
• Property Managers
– Provide site-wide tenant services
• Tenants/Employers
– Gateway to commuters
– Provide incentives and services
Top 11 FAQs from 25 Years of TDM Experience
#5: Are there ANALYTICAL TOOLS?
• Models help estimate ‘high level’ effects
– But only go so far in representing reality
• Actual results will vary
– Models better at showing effects of ‘hard’ measures
• Direct incentives
– Not as good at estimating results of ‘softer’ measures
• Preferential parking
– Less sensitive to showing effects of ‘support ‘
• Marketing/communications
– Local conditions & support have significant impact on effectiveness
• Apply professional judgment to refine estimates
Top 11 FAQs from 25 Years of TDM Experience
#4: What Makes TDM VALUABLE?
• Role in Traffic Impact Analysis
– Required: Reduce demand before providing capacity
– Voluntary: Allow for trip reductions
• Give credit for TDM commitments
– Financial credits (e.g., credit against traffic fees)
– Building/density allowances
– Parking reduction
• Accountability
– Set targets based on TDM reductions (trips, means of travel)
– Monitor
– Report
Top 11 FAQs from 25 Years of TDM Experience
#3: WHAT ARE CONCERNS ABOUT EFFECTIVENESS?
• Its not permanent
– Renewable: Requires regular attention
– Dynamic: Must anticipate/respond to changing behaviors
– Measureable: Regular monitoring and reporting
– Not much different from ITS
• It won’t work
– Need supporting data to make the case
– Have remedy and penalty provisions
Top 11 FAQs from 25 Years of TDM Experience
#2: CAN RESULTS BE ‘GUARANTEED”?
• Monitor/Measure
– Trip counts
– Employee surveys
• Remedies
– Get commitments upfront for remedial actions
– Identify problem
– Provide flexibility in responding
– Define time frame for remedial actions to work
– Re-measure and take action (or not)
• Penalties
– Fines/fees for noncompliance
– Difficult for owners, especially during down economy
Top 11 FAQs from 25 Years of TDM Experience
#1: WHAT IS THE SECRET OF SUCCESS?
Results more likely if supported well
– Active management
– Dollars and effort
– Commitment to results
– Best chance for success is when there is a problem to solve
Top 11 FAQs from 25 Years of TDM Experience
SUMMARY: IT’S TIME FOR TDM
- Not new; 30+ year track record
- Needs structure
- Should be standard element of planning &
operations
- Behavior does change
Top 11 FAQs from 25 Years of TDM Experience
QUESTIONS?
PETER VALK
Transportation Management Services
626.796.3384
Top 11 FAQs from 25 Years of TDM Experience
Incorporating Transportation Demand
Management in the Development Process American Planning Association 2012
Thomas Brennan
April 17, 2012
2
Overview
• Why consider TDM early in the development process?
• Best Practice Examples:
• Cambridge, MA
• Arlington, VA
• Seattle, WA
• Best Practice Response: Seattle Children’s Hospital
• Resources
Many view TDM as a ”fix”
3
Best time to change travel patterns/habits?
Before they are formed...
4
Make efficient use of existing transportation resources
Transit Riders – reduce cost of commuting
Transit Agencies – increase ridership and revenue
City & County DOTs – reduce long-term O&M costs
Institutions and Developers – reduce parking demand and construction costs
Retailers – free up existing parking demand; improve access
Residents – reduce congestion and make walking and biking safer and more enjoyable
Employees –pay portion of transportation cost pre-tax
Employers – offer additional benefit; attract and retain
Polar Bears – reduce transport related GhG emissions
5
What to Consider:
Purpose for Implementation
Participation Trigger
Compliance
Administration and Enforcement
Performance
Funding
6
Cambridge, MA
Vehicle Trip Reduction Ordinance (1992):
1. Mandated TDM participation at existing developments
• Parking and Transportation Demand Management (PTMD) Ordinance
2. Required TDM for new developments
• Article 19
The ordinance also required TDM programs for City staff
7
Cambridge PTDM: The Basics
8
Program Goal • Reduce auto impacts • 10% reduction in drive alone (from 1990 levels)
Participation Trigger • Any increase in non-residential parking
Compliance • 20+ Stalls = develop plan • 19 or less = implement three measures from checklist
Admin & Enforcement • Daily fine for non-compliance • 100% compliance rate (aided by state required surveys)
Performance • Over 100 developments with detailed monitoring plans • Drive alone share = 68% - 55% in 5 years •39 million VMT reduced
Funding • Participant paid • No private contribution to administration
Cambridge Success – Technology Square
9
Initial Proposal
1.6 million sq. ft. new space
600 parking stalls
PTMD Plan:
Reduced 200 stalls
Committed to 50% drive-alone share
Results:
40% drive-alone share
Cambridge Article 19: Extending to New Development
10
Program Goal •Establish procedures for reducing and monitoring traffic
and parking impacts before permit issuance
Participation Trigger • Based on Gross Floor Area (GFA)
Application • Permit application form • Traffic study
Admin & Enforcement • Required for permit issuance
Performance • Challenged in court and upheld
Funding • Participant paid • No private contribution to administration
Arlington, VA – Train to Economic Success
46 million sq. ft. commercial office – compares to downtown Denver or Seattle
Added 40,000 residents and 20 million sq ft of office in Ballston – Rosslyn Corridor
Results: – High transit use
– No new highways
– Low property tax rates
– 50% of tax base on 7% of land
11
Development Near Ballston Metro Station
Arlington, VA
TDM Program for Site Development (1990)
Implemented by Arlington County Commuter Services (ACCS)
Outgrowth of comprehensive site plan review process
12
Arlington TDM For Site Development: The Basics
13
Program Goal • Reduce peak hour work travel
Participation Trigger • Voluntary, but incented though density bonuses
Compliance • Inclusion of TDM in Site Plan
Admin & Enforcement
• Site plan requirements attached to the building, not current owner • Certificate of Occupancy dependent on site plan
implementation
Performance
•90% of new development uses site plan process •Over 110 developments •County TMA used as coordinating/monitoring body (10+
person sales team and high rates of participation)
Funding • No dedicated funding; challenge
Arlington, VA: The Matrix
14
Seattle, WA
State Commute Trip Reduction
Law (1991) – Employers of 100+ – CTR Plan and Survey bi-annually – Implemented regionally
City of Seattle Transportation Management Program (1988) – SEPA authority
TMPs are condition of approval of land use permits depending on: – Proposed use – Type of project – Level of congestion in area
15
Seattle TMP Program: The Basics
16
Program Goal • Reduce traffic and parking impacts from large office,
commercial and institutional developments
Participation Trigger • Size of building (typically 75,000 sq ft or more) •Required for all major institutions (new and expansion)
and certain overlay zones
Compliance • Condition of land use permit • Tied to development phasing
Admin & Enforcement • Tied to building • Dept. of Planning and Development monitors TMP • Dept. of Transportation monitors CTR
Performance • Over 250 employers affected; 156,000 employees • Significant reductions in commute trips
Funding • City costs billed to developer as part of project review
process
400 New Beds
2.4 Million Square Feet of New Development
Residential Neighbors 17
Seattle Children’s Hospital
Transportation Management Plan
18
Transportation Goals
• TMP Goal
• Zero net new peak hour trips
• Institutional Goals
• Make traveling without a car the preferred way to get to Children’s
• Improve neighborhood safety
• Improve health, particularly for children
• Bring more transportation options to our neighborhood
• Continue Children’s leadership in enhancing Puget Sound mobility
Parking Cash Out
• Daily parking charge for all employees
• My Commute intranet service
• Better behavior tracking
20
• New routes connect to transit hubs:
• Downtown: every 15 min
• University District: every 10 minutes
• Snohomish County: every 30 minutes (peaks)
• Eastside Hub: every 10 minutes
H
Seattle Children’s Transit Connections
Green Line Shuttle
Seattle Children’s Bike Programs
Company Bikes:
• Free bikes for employees who commit to give up parking space and ride to work at least 2 days/week
• Employees chose from several models
Seattle Children’s Bike Programs
Complete Streets Funding
• $2 million for public bike and pedestrian facilities
• Focus on key crossings and Neighborhood Greenways
• As a condition of development approval the hospital will fund bicycle and pedestrian projects in NE Seattle (i.e., miles of new Bicycle Boulevards)
2008 Proposed enhancement
Bonus $50/month for non-SOV. Children’s employees.
$65/month. Add residents, fellows, students.
Transit Fare
FlexPass for Children’s employees; PugetPass upon request to contractors, temps
FlexPass extended to residents and fellows; UPASS subsidized for students (out of pocket portion)
Bike Showers, lockers, free tune-ups, secure bike parking for 120
Additional $100 per year bonus; secure bike parking for 600
Walk Umbrellas, reflectors provided annually
Additional $100 per year bonus
Carpool/ Vanpool
Ridematching, reserved free on-campus parking. Additional VP bonus.
Continue $250/quarter bonus for vanpool drivers
Seattle Children’s Other Benefits
Urban Realm Enhancements
Tracking Success at Seattle Children’s
Work trips: SOV rates and goals
0%
10%
20%
30%
40%
50%
60%
70%
2000 2002 2004 2005 2006 2007 2010
goal
2020
goal
Children's daytime
employees (CTR survey)
Work trips: Downtown
and U-Dist (Census)
Downtown and U-Dist
Goal (Comp Plan)
Children's Goal (MIMP)
Takeaways
Successful TDM regulations work where matched with outreach and marketing
No “one size fits all” – programs respond to local challenges
Many programs have tiered thresholds for TDM actions
Monitoring and annual reporting critical
Tying to Certificate of Occupancy is common and effective means for ensuring compliance
Most programs are funded by the City, but developers incur costs by complying
Strongest programs where there are (1) limitations on parking and roadway capacity and (2) culture that tied trip reduction to quality of life and economic prosperity
27
Resources
District of Columbia DOT,
– http://ddot.dc.gov/DC/DDOT/Publication%20Files/Projects%20and%20Planning/Planning%20and%20Research/TDM/TDM-Final-Report.pdf
Florida DOT, CUTR, NCTR
– http://www.nctr.usf.edu/pdf/576-11.pdf
28
NELSON\NYGAARD CONSULTING ASSOCIATES © 2012
THOMAS BRENNAN Principal
621 Market Street, Suite 950 Portland, OR 97211
(503) 228-2152 [email protected]
