Sophisticated-transportation-solutions-using-inexpensive-and-effective-methods-to-beat-peak-hour-

7/27/2019 Sophisticated-transportation-solutions-using-inexpensive-and-effective-methods-to-beat-peak-hour-

1/19


2/19

. . . . . . . . . . . . . . . . . . m . . . . . . . . .

Ministerie van Verkeer en WaterstaatInformatie en DocumentatiePostbus209012500 EX Oen HaagTel. 070.3517086 / Fax. 070-3516430

Sophisticated transpo rtation sol ut ionsUsing inexpensive an d effective methods to beat pea k-hour congestion

Transportation demand management policy document - August 1996


3/19

Policy docum ent summ aryTransport policy is geared primarily to the challenge of achieving the best possiblecombination of prosperity, accessibility and quality of life. The transportation demandmanagement (TDM) approach is a tool for achieving this objective by influencingcommuting patterns. As such it is a welcome addition to projects for building newinfrastructure and optimizing utilization of the capacity we already have. Besidesbeing relatively inexpensive, TD M also places responsibilities close to where theybelong - namely, companies, which do after al1 generate the commuter traffic. Thekey to success lies in changing mobility patterns and the types of transport thatemployees choose. Covernment sees its own task primarily as that of creating aframework for innovative solutions and facilitating their introduction.Government's invitation to companies and institutions is loud and clear. Themessage is for them to accept the challenge not just of recognizing theirresponsibility for the problem o f traffic congestion but also taking effective actionto solve it. n so doing they wil1 be contributing to the prevention of furtherdamage to the economy and society as a whole. From the outset, the pathchosen by government has been one o f inspiring and motivating.The substance of the T DM approach consists in joint action between the publicand private sectors. Activities during the strategy's early years have been directedmainly at gathering expertise and experience, developing other types oftransport as alternatives to s ingle-occupant car travel as wel1 as enhancingcooperation between government and business nationally and regionally.Numerous pilot projects are receiving support. These range from bicycle leasingto car-pooling, from trade-press information to companies providing advice toemployees will ing to move closer to work. Some companies now also have hard-and-fast rules on TDM matters. A vital component of government's effort tocommunicate with business is consultancy, the aim being to respond to actualneeds as they arise during this phase of T DM strategy.Results on the scale desired wil1 not be forthcoming immediately. The targetscenario described in the Second Transport Structure Plan (SVV 11) requiresadjustment to the opportunities as they actually are. The number of companiesoperating employer trip reduction programs is increasing steadily, although theireffectiveness remains insufficient. Around 14%of companies have such aprogram. Trials show, however, that TDM measures do have the potential to beeffective, enabling firms to reduce car kilometres by an average of 14%.Moreover, the scale and impact of these programs can be expected .to grow asmore and more firms emulate the increasing number of examples they see.Efforts to develop these programmes need to be stepped up. While resultscertainly are being achieved, the scale is far from sufficient. The challenge weface is to do a great deal more, and that requires the cooperation o f business. Ifthe additional effort needed is made, that ought to be possible.Central government wil1 be providing 37million guilders up to the year2000.Already,"promotion points" have been set up and transport consultants hired for supplyingbusinesses with the support they need to implement their own T DM strategies. O therthan this, there is little more that government can do within its present "voluntarist"approach. The bal1 is now firmly in the business community's court. Companies nowhave to demonstrate that they, too, can play their part in improving accessibility. Ifthey do not, government wil1 probably have to introduce measures of a morecompulsory nature. This avenue is already being explored.

2


4/19

he challenge1.1 The econom y i s growing.This increases mobility and, with it, car traffic. The nprosperity and create jobs are therefore leading to usee this in the growing congestion on our roads, especially durinand in the heavily urbanized R andstad region inthe west of thetime for change. By virtue of the very economic acticompanies can influence traffic flows directly. Ensurinresponsibilities in this respect poses a major challengewhich transportation dernand management (TDM) wappropriate response.1.2 TDM off to an optimistic start.In 1989, various objectives were specified in the Second TranspWithin six years al1 companies, institutions and govmore than fifty people were to have their own emThe document required the number of car kilometres that these organicontribute to commuter flows to fall by 20%, on t6% drop in car traffic in the morning peak-hour. While the document's authorsderived their figures from experience in the United States - a country where bothcircumstances and attitudes differ greatly from those in the Netherlands - heretoo the strategy's success wil1 depend on spurring companies int0 taking effectiveaction.1.3 "Traffic -jam" memoranda crystal clear.These Accessibility Progress Reports were presented to the Lower House of theDutch Parliament in 1994 and 1995. The message is that we are simply unable toexpand the road network sufficiently to accommodate car traffic at its projectedgrowth rates. N ot that unbridled expansion of the infrastructure is even an option- for technical, environrnental and social reasons. Alternatives are required ifimpending gridlock is to be prevented, notably in the R andstad. The reports'

3


5/19

conclusion is underscored by a Mcl


6/19

he inv i ta t ion2.1 Get one sheep over the dam and mor e wil1 fol low.This saying may not sound exactly flattering but itdoes havethe virtue ofencapsulatingthe Transport Ministry's enthusiastic responsinitiative by nine captains of Dutch industry. Acting jointly,the Transportation Demand Management Recommendation Combody is intended to take the lead on TDM issuesassume their responsibility and help reducethe smass commuting.People generally change their behaviour when theparticular objective really is necessary Convincing themtdifference wil1 then be what finally spurs them into action. Ithe Transportation Demand Management Recommendationnationwide business meeting close to the highly central Oudenrijnintersection -then undergoing reconstruction- n September1994.attended by hundredsof company directors andpromises to promote TDM2.2 Mass-membership organizations also addressed.The appeal for TDM strategies to be implemented s not limited to individualcompanies. Umbrella organizations are also being encouraged to contributeactively. Bodies prepared to listen include the employers' federations VNO/NCWandMK B, as wel1 as groups representing the interests of motorists and the motortrade such as the ANWB and BOVAG/RAI. These bodies recognize that, if theoptimum combination of economic development, environmental sustainabilityand an efficient transport sector is to be achieved, then they too have a role toPlaY.

5


7/19

6

2. 3 Good examples are trendsetters.This is why, in 1991, every government department was instructed by theCabinet to prepare a employer trip reduction plan aimed at reducing car use forcommuting and business travel. The M inister of the Interior was given the job o fcoordinating this initiative. By the end of 1995, every department and three HighCouncils of State had drawn up its own employer trip reduction program asrequired. However, individual ministries are still finding actual implementationdifficult. The number of single occupant vehicles has fallen for al1 departments,with five departments reporting that their staff are driving 20% fewer carkilometres.2.4 There are so many reasons to act.Business is subject to certain social constraints, with companies required t o takeresponsibility for the detrimental effects o f their activities. This is the principlethat underlies public-nuisance and environmental legislation. Companies alsobear a degree of responsibility for the detrimental effects of traffic flows, sincethey help cause them. While the government regards this as a decisive argumentfor applying TDM strategies, many individual entrepreneurs have yet torecognize that they have any responsibility at all.For this reason the Ministry of Transport, P ublic Works and Water Managementis expressly highlighting Imock-on benefits for firms that introduce TDM, notablyregarding possible savings both for them and their employees (lower costs forproviding parking facilities, for instance). Neither wil1 a location's accessibility beany the worse - indeed, itmay even improve. A company may then even bespurred int0 introducing a whole raft of environmental measures, thus improvingits image to the outside world.2. 5 Cuttin g back on company parking facil it ies.This is a highly effective way of reducing car use. In a document entitled LocationPolicy for Businesces and F acilities, central government lays down standards forcompany parking facilities. A priority-based distinction is drawn between what


8/19

are termed "A" and "6" locations. P lacing i ts faith in coopegovernment is encouraging companies to adapt their existing arrangework towards these standards as a way of implementing effective TDMstrategies. Reducing unnecessary parking space and being parsmonious abouallocating it s key to this.2.6 Provid ing easibl e alternatives.The Transport Ministry has chosen to start bymotivating companies to take action voluntarithat actually work is crucial to success, the minabout the principal contenders such as tar-pooliMoreover, incentive premiums and other financiincrease employees' readiness to give up commuting inshown a l ist of possible facilities and activities (see Table 1).2.7 Advent of new patterns of work ing.Telecommuting s one highly effective way of reducing people's need tcommute, with two days' teleworking a week cutting a person's commurequirement by 40%. This new way of working - coupled with the more flexiworking hours now being widely introduced - helps employees to avoidpeak-hour traffic Another highly effective option open to companies is to shifttheir opening and closing times to outside peak periods The same applies toreducing the working week from five to four days. It s also a simple matter toprovide financial incentives for people prepared to move closer to where theywork. The closer their new home, the larger the premium. Requiring people whocommute in SOVs aione to pay for parking. . . . . . . . . . I . . .s a further - importantb . . . ;,RQ$sjbititysuggested to companies. Ministerieva n Verkeer en Waterstaatinformatie en Documentatie

Postbus209012500 EX O en HaagTel.070.3517086 / Fax. 070-3516430

Table 1 List of possible facil i t ies and activities

call-a-car schemes

7


9/19

evelopi n g in iatives3.1 Central government's role i s to encourage.This makes it vital to gear activities to differing regional requirements andrespond to these. A differentiated approach als0 stimulates those directlyinvolved. Accordingly the options chosen wil1 vary from one area to anotheralthough, in its role as coordinator, the Transport Ministry does ensure that anongoing, active exchange of information is taking place between the differentregions. The use to which the acquired expertise and experience can be put istherefore optimized.3. 2 Development in the regions.Throughout the Netherlands, responsibility for promoting initiatives lies with theregional managements of the Department of Public Worlts. This has provided thebasis for cooperation with government at regional and local level, aswel1 as withbusinesses in the respective areas. A key indicator o f how successful theseactivities are proving is the extent to which local chambers of commerce havebeen prepared to get involved. Of the thirty such bodies in the Netherlands,twelve are in the urban Randstad region. Al1 twelve are making active efforts tostimulate TDM strategies. Chambers of commerce elsewhere in the country, too,are displaying an active commitment. The four chambers in Noord-Brabantprovince are even going so far as to coordinate public- and private-sector effortsat provincial level, setting up a support unit for the local TransportationManagement Associations (VCCs).3.3 Getting around the table.Senior managers in the Transportation Demand Management RecommendationCornmittee have opted for a gradual process that wil1 become self-sustaining, In1995, buoyed by the success of their Oudenrijn motorway meeting, they organizedsix regional round tables attended by board members of large companies as wel1 asrepresentatives rom provincial and local government. This proved to be a goodopportunity for people to meet, exchange views and get down to working together.The Transportation Demand Management Recommendation Committee alsooffers a highly inspirational discussion arena for staff responsible forimplementing their companies' internal T DM strategies - this is the NationwideEmployee Transportation Coordinators' Forum (LM V). Special sessions facilitatedby the Transport Ministry were held both in 1994 and 1995, with the "tradition"being continued in 1996.

8


10/19

3.4 Reliable in form ation s crucial.Any desired change in behaviour can only be brought about on the buseable information. Accordingly, a manual has been prepared especiallycompanies and institutions. This publication, entitled "Transportation demanmanagement, a new challenge for businesses", is intended to help managers to

reducing cars' physical availability wil1 inevitably cut road commuting.3.6 American systems look viable.After consideringUS experience with van pooling, the Dutch government hasproduceda report concluding that the idea s als0 worth trying in theNetherlands. Since this is a segment that public-transport operators are eitherunable or unwilling to serve, there would appear to be a gap in the market.Further to the report, pilot schemes are to commence in autumn 1996.Qualityand a clear market identity wil1 be central, which als0 dovetails with a perceivedneed to revamp the image of minibus transport.The US "guaranteed ride home" for staff in special circumstances - if they aretaken ill, say, or they have to make their way home at unsocial hours afterworking overtime - also seems to have been well received by Dutch employers.Companies and institutions are themselves adopting this highly innovative idea,most notably the Rijnstate hospital in Arnhem.3.7 Business community promises to "w i re up " .Making working hours more flexible is one way of reducing traffic congestionbecause staggering travel times does work. Even more effective, however, is nottravelling atall. J his is why the Transport Ministry has been initiating andstimulating activities with regard not only to flexible working hours but alsotelecommuting. At present there are around80,000 teleworkers in theNetherlands. A few years ago the Dutch organization for applied Scientificresearch (TNO) estimated the potential at around 1.3million staff. Although notal1 these people wil1 take the actual step of shifting to a largely telecommunica-tions-based relationship with their companies, nevertheless a figure of 400,000 isregarded as realistic for the future. The social partners say they are ready tointroduce telecommuting arrangements as well as more flexible working hours.

consider the issues, set objectives and work outthen opt for. Moreover, the Ministry ofTranspoManagement also contributes to the trade journapeople involved in transportation demand managkeeps them up to date with the latest opinions and3.5 New types of t ransportforthcoming.A programme of expansion needs to cover a broad specTransport Ministry is therefore encouraging innovative tranas supporting pilot schemes. The private sector,Bicycle leasing has been quick tocarve out a placSame applies to new types of company parking frequirement-matching systems for car-poolers.been introduced. Whatever else may be true, one fact is incontrovertible -

The CouncilofCentral Employers' Organizations (RCO) s prepared to stimulatethese initiatives, and has confirmed this in an agreement with the Ministry ofTransport, Public Works and Water Management. The establishment of theDutch Teleworking Forum is another encouraging sign. The Transport Ministrysees its own role here as limited to improving the overall conditions - includingmore attractive tax arrangements - for such initiatives.

9


11/19

3. 8 TDM must be tailored to requirements.Companies and their circumstances are too varied for a single, standard approachto be suitable. Identifying common features is desirable, however, and theappropriate research is being conducted. A logica1 method is to divide targetgroups into segments that each require their own approach. O ne such segment ishospitals with their specialized transport requirements, for which the ministry hasproduced a separate brochure. Even more important than segmentation,however, is classification of companies according to their attitudes andpossibilities. Here, too, special characteristics may play a role. For instance,companies looking to relocate receive particular attention, and a method thatenables these companies to factor in the mobility aspect has also been devised.Civen the importance of tailoring approaches to local requirements, extensiveinvestigations are conducted on the basis of a series of "quick scans" of eachcompany's needs and possibilities. The results can then be used as a basis fortargeted advice and support.3.9 Clearing away tax im pediments.The tax authorities can adopt a stick-and-carrot approach to reducing the strainson the road network and wider environment. The "C reening" interdepartmentalworking group is investigating the possibilities, with solutions in the realm ofT DM constituting a vital part of the response.A key consideration is that no onewho drives to work alone should suffer disadvantage by switching to alternativetransport. The provision of incentives is the obvious response. Accordingly,measures introduced by the authorities include favourable tax arrangements -taking effect in 1995 - for bicycle commuters.3.10 From attitud e to behaviour.The vast majority of companies accept their own responsibility to society fortransport problems. As soon as concrete action on their part i s suggested,however, they score less positively on attitude (table 2 ) .

Table 2 Company att itudes towards TDMAttitud es: agreement expressed Jan. 94 Jan. 95

Civen the traffic and environmental problemsinour area it s necessaryfor 21.0% 21.O%my company to operate a TDM strategy.

Source: BeleidsmonitorVervoersmanagement1994,199510


12/19

utcomes4.1 Indiv idu al com panies fee1 little p ain.This may explain the reluctance to implemenwhole feels it is being strangulated by the damunity as a whole also articulates a litany ofcontrast to this, however, 93% of individualthe accessibility of their location. It is this tenexperienced individually and collectively thatbehaviour.4.2 A t present, com panies indulge largely in lip-servic e.The target scenario for al1 companies employing more tan employer trip reduction program in placachieved. J udging by their acts rather than words, companieswilling to take voluntary action to tackle the traffic problems tpartially responsible for. The Transport M inmere 14% of target companies operate an employer trip reduction prograreported by the ministry's in-house publicament, in 1995). S ince large companies scois 22%, a total o f around 1.5million people.

' J- - ~--___ l_l l l l lAn opinion survey the employers' organizations VNO and NCWconductedamong their members paints a similar picture. While very large companies(>500) score better - 46% have an employer trip reduction program - thisapplies to less than 10% of businesses employing from fifty to a hundred people.In practice the actual number of programs is increasing al1 the time, althoughdoubts are expressed as to whether they are as effective as they might be.Objective measurement should therefore be preferred to opinion surveys.4. 3 TDM is an effective too i.This is evident from a Transport Ministry initiative entitled Business-oriented Pilot.During the course of 1991 contracts were concluded with forty-one companies,the ministry's role being to help them reduce the number of car kilometres theirstaff were driving. Seven of the companies have dropped out but the rest arepersevering with the programme, devising their own transport schemes andarriving at, on average, a 14% reduction in car kilometres. At 7% the average forthe bigger companies has been rather lower.4.4 Inspiring examples work.For al1 the regional differences this is an important thread that runs throughtoday's entire approach to TDM. The aim is to identify the various circumstances


13/19

and problems in order to promote solutions. Until 1991 the Holec manufacturingcompany in R idderlkerk, near Rotterdam, was not served by any form of publictransport. Following the introduction of TDM, however, a peak-hour bus servicefrom Rotterdam's Zuidplein metro station was introduced. This initiative provedso successful that i t has since been expanded int0 a regular service.Hospitals in U trecht, Leiden, Delft and Rotterdam are also using TDM strategiesto tackle their parking problems. Arnhem's Rijnstate hospital even won the 1995Transportation Demand Management Award for setting a particularly inspiringexample. The city of Rotterdam, too, is Ikeen to show that TDM should be part ofa large municipality's personnel policy (Rotterdam employs 20,000 people).4.5 Companies join forces.Businesses in R otterdam's port area share a problem. They employ several tens ofthousands of people in an area virtually devoid of public transport. Fourcompanies have now integrated their own staff transport operations and invitedother firmc to use the service as well. Six have taken up the offer. The project isalso receiving active support from the Minis try of Transport, P ublic Works andWater Management as wel1 as S tichting Europoort/Botlek Belangen, a founda-tion set up to promote the port area's interests. The resulting Botlek bus lineserves an area from Maassluis to Nieuwerkerk aan de IJ ssel in the north to a linestretching from Rockanje to Goeree Overflakkee, south of the port area proper.The prospects for this joint, private-sector bus service are good. It is currentlyable to transport around 3,000 commuters, but capacity could potentially bedoubled. The service also helps the companies involved to achieve costs savings.4.6 A f ly ing start for TDM.This is no more than one would expect for an international airport like Schiphol -along with efficient business-management practices. The private and publicsectors have joined forces, with actual policy implemented by a foundationemploying paid staff. Car-poolers are allotted parking facilities closer to wherethey work, with the program also requiring KLM staff to pay to garage their cars.Those prepared to leave the car at home are given a free bicycle. These policiesmean people living in the vicinity of Schiphol have a better chance of a job there.Despite greater variations in working hours the number of car-poolers amongSchiphol's staff has doubled to 3,000since 1993. The number of peoplecommuting to work by bicycle has also doubled, with the introduction of paidparking inducing 10% of K LM personnel to surrender their parking passes.4.7 Big names, big nu mbers.Large companies in Zuid-Holland province are achieving noteworthy results. in1992, insurance giant Nationale Nederlanden included T DM aspects in theemployment terms of some 7,000staff - two years later the number of carkilometres had fallen by close on 12% . Shell Nederland introduced TDM in 1991.By 1994 this had reduced car kilometres by almost a quarter, with 4,000staffresponding positively. Over the Same period the Zuid-Holland provincialauthority - employing 1,500 people - achieved a 30% reduction. Heinekenstarted its Peak-hour bus service between Leiden railway station and its locationat de Grote en Barre Polder, with Heineken and bus company ZWN each bearing50% of the costs. A year later,75% of capacity was being utilized and the servicehad been incorporated int0 the regular network. In 1992 the TransportationManagement Association (VCC) for the Rijnmond area commenced activitieswith nine member companies. That number has since grown to eighty-threefirms who, between them, employ 45,000 people.

12


14/19

4.8 Parking policies yield results.Almost always, parking measures wil1 be an integral part of Tco, as the experience shows. The U trecht insurance companywith its traditional policy of always complyingfacilities by introducing rationing, with the best spaces going to cand other TDM measures have reducedsiAmsterdam's Vrije Universiteit introducedits staff. The amount is being raised gradually,With many staff responding by switching to ouniversity believes itwil l be able toscrap plans toUntil the end of 1993,staff at clothing companywere able to park without difficulty. Now, thauthority. The company purchases the 240-from the users The upshot has been a shift to car-pooling aIn The Hague, S iemens is reducing the prespremises by offering public-transport seasoto give up their parking space. The initiative is working. Goudacompany Compaxo now combats parkingcollect employees The coaches have a set route and the service IS free; 30%the company's staff use it,with a further 25% opting to lease a bicycle4.9 Learning by d oing.Occasionally itproves necessary to do more to overcome people's inertia aboutswitching to new transport modes. In September1994, Limburg province startedits first car-pooling scheme. People are introduced to it- free of charge - via theircompanies. The fact that the initiative is being prolonged is a signof its success.Almost fifty firms are involved and around 275 employees have used the fouravailable cars. Of the forty-three teams that started off the project, five havedropped out and the rest are continuing to pool their own cars.4.10 States General sets the tren d.The States General - the two houses of the Dutch parliament - has encouragedwhat is now exemplary commuting behaviour among its staff. Central to itsapproach is the levying of an annual parking charge of 1,800guilders for single-occupant car drivers while allowing car-poolers to park free. A token charge ismade for public-transport season tickets. Further incentives are on offer not justfor car-poolers but also for bicycle commuters. Moreover, staff working irregularhours are guaranteed a taxi home when necessary. While 33% of staff used todrive to work alone, that figure has dropped to a mere 6%. Cycle use is up from16% to 22%, public-transport use from 42% to 68%.

13


15/19

5, Implementation5.1 T D M has come of age.Ideal scenarios have been adapted; desirability has given way to feasibility aspolicy-makers have travelled a learning curve. Everyone involved now takes amore realistic view both of the opportunities and limitations. While the potentialfor growth is clearly there, the pace at which change can be introduced shouldnot be overestimated. This is a long-term proces; those alternatives found to beconvincing need to be applied more widely. Accordingly, the approach adoptedto date needs to be developed further over the coming years.5.2 Monitor ing of T D M .The Transport Ministry's recently developed monitoring system is beingintroduced in the Randstad as a matter of priority. The idea is to scrutinizeactivities and their effects - objectively and on the basis of hard facts. Companiesin the regions involved and employing more than fifty people are to be entered ina database. This wil1 cover such criteria as the number of employees, the type oftravel advice provided, what measures are planned and whether evaluations havebeen carried out. In short, every company in the programme wil1 have its ownsystem indicating both what is feasible and desirable. TDM advisers andconsultants wil1 use these systems when managing their relationship with acompany. Furthermore, data wil1 be collated on a regional basis in order tofashion an effective management tool.5.3 Regions to spearhead i mplem entat ion.The role of regional and local government is to be beefed up. While cooperationbetween the various tiers o f government wil1 always be essential, circumstanceswith regard to initiatives, competencies, responsibilities and resources wil1 remainfluid. P rovincial and local authorities wil1 spearhead implementation, activelyapproaching companies and institutions with T DM initiatives. These lower tiershave reached agreements with central government under which the requiredfunctions and responsibilities wil1 devolve to them smoothly. T DM wil1 be the keyto development in traffic and transport planning.5.4 Ciains need t o be secured.Functions cannot be transferred from one day to the next - not al1 regional andlocal authorities envisage the same timetable. Nor are they al1 in the same stateof readiness to take on the new responsibilities. Moreover, in some cases the lawis unclear as to precisely what duties can be devolved down to lower tiers ofadministration. The regional managements o f the Departmentof Public Workswil1 need to ensure that T DM activities, now implemented on an increasinglylarge-scale, do not start to tail off again during the period when responsibilitiesare being transferred.The Transportation Demand Management Recommendation Committee regardsits job o f whipping up enthusiasm for change as largely done. The commitmentof the business community remains crucial. A recent initiative by employers'federations VN O, NCW andMI


16/19

monitoring. Another area of central government's brief wil1additional momentum when particularly serious traffic probland other areas of congestion need to be tackled urgently.

Building new infrastructure is expensive and take

That is why the Progress Memorandum calls for incrof 37 million guilders for the 1996-99period. These funds wil1areas of congestion, primarily the Randstad.

5.6 Transport consu ltants assist comp anies.Some of the additional funds referred to above wil1 be used to finance thedeployment of transport consultants. Various tiers of government, working withthe business community, have set up "promotion points". These inform, adviseand support companies and institutions, spurring them int0 taking action. Thework of these promotion points - and the fact that they are temporary bodies -exemplifies the government's transport philosophy of encouraging people to actvoluntarily. F ollowing this s tart-up period of investigation, organizationalintegration, experimentation and networking, the business community wil1 thenbe expected to actually deliver.Currently there are eighteen transport consultants operating out of ninepromotion points. Their job is to work with companies and suggest TDMstrategies - e.g. cycling or parking schemes, or systems for matching car-poolingrequirements - and identify ways to implement these. The promotion units cost300,000guilders per full-time employee, These costs are accounted for by wagebik, office equipment, communications and targeted activities. The rest of thegovernment's additional budget has been earmarked for special projects such asTDM at hospitals and monitoring activities. Similar initiatives by third parties alsoreceive financial support.

15


17/19

5.7 Act ive support fo r companies.T DM s on the agenda. We have also demonstrated that itworks, withcompanies that have introduced T DM strategies achieving results. Their examplehas now to be reproduced on a large scale, and we are keen to see broadswathes of industry setting up their own programs. With its additional budget of37 million guilders to cover the period until the year 2000, central government iscertainly playing its part - business is receiving al1 the support itneeds from thisquarter. W ith government having demonstrated its commitment, therefore, it isnow up to companies themselves to rise to the challenge. C entral governmenthopes that, on current funding levels,80% of firms with more than 500employees, 50% with 100-500and 30% with 50-100wil1 move to activetransportation demand management and achieve concrete results with it.If results were to fall appreciably short of these projections, though, the approachwould have to be changed. Itwould then be time for Iess carrot and more stick.5.8 Legislat ion if the voluntary approach fails.The approach adopted by the Ministry of Transport, Public Works and WaterManagement has been geared consistently to allowing companies andinstitutions to opt to shoulder their responsibilities voluntarily. We are keen topersevere with this approach. In the undesirable event of itfailing, however, theonus would be on government to rethirik this strategy. More detailedinvestigation of the desirability and feasibility of compulsory measures wouldthen be required.Dovetailing requirements with environmental laws would be one possibility.That would necessitate legislative changes, since compulsory TDM would beirreconcilable with the principles underlying environmental law as it stands. Theoption o f introducing a specific body of transport legislation is now also beingexplored. The key to government thinking is effectiveness.A separate T DM actthat would regulate matters related to parking, single-occupant car transport andthe appropriate tax treatment forms the main thrust of investigations during thisexploratory phase. Government hopes that tightening the present regulatoryframework or devising new legislation wil1 prove unnecessary. We take the viewthat sheK setf-interest should be sufficient to motivate the business communityint0 making a succes of T DM.


18/19

............................Ministerie van Verkeer en WaterstaatInformatie en DocumentatiePostbus 209012503 EX DeiiHaagTel 070-3517086/Fax.070-3516430

ColophonRealisation: Hands Communications, UtrechtPhotographs: ANP Foto,Amsterdam

Design '88, UtrechtPrinting: Brouwer UtrechtB.V.


19/19

Documents

Sophisticated-transportation-solutions-using-inexpensive-and-effective-methods-to-beat-peak-hour-