Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
Travel Demand Management 1.5‐1
SECTION 1, CHAPTER 5
Travel Demand Management
5.1 Introduction
ThemunicipalandbusinessleadersofNorwalkrecognizethatCitystakeholdersmustworkcloselytogethertoreducethenumberoftripsbysingleoccupantmodes.Wecan’tbuildourwayoutoftheproblemoftrafficcongestion,butpromotingalternativetravelbycarpool,vanpool,transit,walkingandbikingcanhelpmakethemostefficientuseofexistingtransportationinfrastructureandpromotemobilityforallofNorwalk’scitizens.
5.1.1 Goals and Benefits
TravelDemandManagement(TDM)canplayanimportantroleinmeetingbusinessandcommunitytransportationgoalsbyreducingstrainontheexistingparkingandroadwayinfrastructure.BelowarejustafewexamplesoflocaltransportationandrelatedbusinessconcernsalongwiththeTDMtoolsandstrategiesthatmaybeusedtoaddressthem.TDMalsooffersthebenefitsofimprovedairquality,reducedenergyconsumption,greateremployeeproductivity,accesstotransit,improvedeconomicgrowthandmoreefficientlanduse.Recognizingtheuniquegoalsandconcernsofdifferenttypesof
What is TDM? Travel Demand Management is a way of influencing individual travel behavior and providing expanded options to reduce the actual demand, or number of vehicles, placed on transportation facilities. The focus is on managing the demand side of the transportation equation rather than increasing supply by widening or building new roads.
1.5‐2 Travel Demand Management
organizations,thisdocumentwascreatedwithamodulardesign.Outlinedineachstakeholdersectionbelowarethetoolsandresourcesnecessarytoaddressthespecificneedsofdevelopers,institutionsandemployers,helpingthemtomeettheirtransportation‐relatedgoalsthroughtheuseofTDM.
5.1.1.1 Institutions
Parkingisoftenoneofthebiggesttransportationchallengesforinstitutions.Plansforexpansionaredampenedwhentheneedtoconsolidateparkingintostructuredgaragesprovescostprohibitive,overlappingshiftscreatetemporaryparkingcrunches,andrelationshipswithneighborsbecomestrainedwhenparkingspillsoverontoadjacentlotsandresidentialstreets.CreatingacomprehensiveTDMplanwhichincludesparkingmanagementcanhelplessenthedemandforparkingandfreeupvaluablelandforotheruses.Parkingcash‐out,orofferingtheoptionofcashinlieuofaparkingspace,canencourageemployeestotakealternativemodes.TDMstrategiescanalsohelptoeasetemporaryparkingcrunches,asinthecaseofNorwalkHospital.Duringthe14‐monthconstructionofanewparkinggarage,parkingdemandwassuccessfullymanagedbyshuttlingemployeesfromanoff‐siteparkinglottothehospital.Pedestriansafetyisaconcernonmanyinstitutionalcampuseswherethecompetingneedsofpedestriansandvehiclesmustbecarefullybalanced.Providingparkingattheouterregionsofthesiteoroff‐siteandprovidingashuttlecanreducethenumberofvehicletripsinthecoreofthecampusbyemployeesorstudents.Transittooff‐sitelocationsoramenitiessuchasrestaurants,shopping,postalservices,gymsanddrycleanerscanreducetheneedformid‐daytripsoff‐campus.
5.1.1.2 Employers
Researchhasshownthatemployer‐basedTDMprogramsareoftenthemostsuccessfulones.Employerscanhaveasignificantimpactonthetravelchoicesoftheiremployeesbyprovidingtheenvironment,informationandsupporttheyneedtotakeanalternativemodeortravelatoff‐peaktimes.Ataworksite,researchindicatesthattripsaretypicallyreducedby10‐30%withtheinstitutionofacomprehensiveTDMprogram.CreatingacompanyTDMplancanbenefitemployeesbyimprovingtheirhealth,savingthemmoneyandfreeinguptimespentdriving.Itcanalsoencourageacorporatecultureofsustainabilityandboostemployeemorale.Asimplewaytoprovidetransportationbenefitstoemployeesisbyprovidingacommutertaxbenefit.Employeesbenefitfromhighercompensation,andemployersbenefitbecausethemoneysetasidefortransportationexpensesisnotsubjecttopayrolltaxes.ImplementingaTDMplancanalsobenefitemployersbyaidingwithemployeerecruitmentandretention.Whenlocalhousingpricesarehigh,workersoftenchoosetocommutelongdistancesfromlessexpensiveareas.Longcommutescangrinddownemployeemoraleandreduceproductivity.Encouragingandsubsidizingtheuseof
Section 1, Chapter 5
Transportation Demand Management 1.5‐3
transitcanallowemployeestotakebacktheircommutetime,arrivingtoworkrelaxedandreadytoworkratherthanstressedoutfromthedailybattlewithtraffic.Parkingcanoftenbeachallengeforemployerstryingtobalancetheparkingneedsofemployeesandcustomers.ParticularlyindowntownareaslikeSoNoandUptown,businessescanworktogethertomanageparkingsothatpayingcustomershaveaccesstoprimeparkingclosetothebusinesses.TheNorwalkParkingAuthority(NPA)hasmadegreatstridesinprovidingappropriateparkingoptionsinSouthNorwalk,makingtransituseeasierforcommutersandaddingtoSoNo’sgrowthandvitalityasaregionaldestination.MoreinformationontheNPA’sinitiativesandsuccessesisprovidedinSection5.1.2.3.Forindividualemployers,offeringtheoptionofcashinlieuofaparkingspacecanencourageemployeestotakealternativemodesandreducetheoverheadcostsofparking.Largeremployersmaybeabletolocateparkingoff‐siteandprovideashuttleforemployees.Otheremployertoolssuchasalternateworkhours,telecommuteprograms,education,vanpools,etc.arediscussedinmoredetailinSection5.2–TDMToolbox.
5.1.1.3 Commuters
Asacommuter,walking,biking,carpooling,vanpooling,telecommutingortakingtransitcanhelpyousavemoneyonyourweeklycommute.Usinganalternativemodecanalsogiveyouthebenefitofbetterhealthandmentalwellnessandfreeuptimeforhobbiesyoumayenjoylikereading,writing,crafting,puzzlesorgames,orwatchingafavoriteshowonyourwaytowork.Vanpoolingorcarpoolingcanalsobeagreatwaytogettoknowyourcoworkersbetterortodebriefandunwindfromyourdaybeforecominghometofamilyresponsibilities.TheCityofNorwalkshouldencouragecommuterstousethetoolsoutlinedinthisdocumenttoplanadifferentwayofgettingtowork,appointmentsorotheractivities.ConnecticutCommuterServicescanassistcommutersinplanningtheirtripandcanalsoprovideinformationwhichtheymayusetoencouragetheiremployertoparticipateincommuterbenefitprogramssuchastelecommutingandtaxincentives.Eventakinganalternativemodeonedayaweekcanpaydividendsintermsofhealthandmoneysaved.
5.1.2 Local Successes
TDMstrategieshavealreadybeenusedsuccessfullybylocalbusinessesandinstitutionswithintheCityofNorwalk.AmongthesesuccessesaretheparkingmanagementandtransitconnectionsatNorwalkHospital,thetransitserviceandon‐siteamenitiesatMerritt7CorporateParkandtheparkingmanagementinSouthNorwalk.
1.5‐4 Travel Demand Management
5.1.2.1 Norwalk Hospital
NorwalkHospitalfacesacommonchallengeinprovidingenoughparkingforemployees,patientsandvisitors.ThehospitalcloseditsparkinggarageinJanuaryof2011,allowingforconstructionofanewparkinggaragetoexpandcampusparkingcapacityby200vehiclesandimproveaccessforpatientsandvisitors.Duringthe14monthsofconstruction,parkingwassuccessfullymanagedbyshuttling400‐450passengersperdayfromanoff‐siteparkinglottothehospital.Inadditiontoexpandingitsparkingfacilities,thehospitalhasemployedacommuterincentiveprogramtoalleviateparkingdemandonitscampus.NorwalkTransitprovidesaCommuterConnectionshuttlethatbringsemployeesfromthetrainstationinSouthNorwalktoNorwalkHospital.ThehospitalprovidescommuterslivingoutsideoftheNorwalkareawitha$60commuterallowancefortravelingbybusortrain.Inadditiontothecommuterallowance,thehospitalsubsidizestransitpassesbyofferingemployeestheoptionofthree,10‐rideshuttlepassesatacostof$2eachoronefreeUniticket(combinedrail/buspass)permonth.Eachoftheseoptionsisvaluedatabout$27permonthforatotalof$87permonthincommuterincentivesforusingpublictransit.
5.1.2.2 Merritt 7 Corporate Park
Despitetheeconomicdownturnofthe“GreatRecession,”theMerritt7CorporateParkhadavacancyrateofonly3%andcontinuedtosignnewandexistingtenants.TheMerritt7CorporateParkwasdesignedasatransportationhubtoprovidecommuterswithavarietyoftransportationoptions.Bycar,thesiteiseasilyaccessiblefromtheMerrittParkway(Route15)andtheRoute7connectortoI‐95.CommutersalsohavetheoptionoftakingatraindirectlytoMerritt7toGrandCentralTerminalinNewYorkCity.TheMerritt7Metro‐NorthRailroadStation,adjacenttothecomplex,islocatedapproximately45milesfromGrandCentralTerminalwithanaveragetraveltimeof74minutes.TheMerritt7StationoffersdirectservicetoDanburyandSouthNorwalkwithconnectionsinSouthNorwalktoNewHavenandGrandCentralStation.
Section 1, Chapter 5
Transportation Demand Management 1.5‐5
TheNorwalkTransitDistrictprovidesaNorwalkCommuterShuttlewhichoffersdirectservicebetweenMerritt7andtheSouthNorwalkTrainStation.Thiscommuterservicealsolinkswiththelocalbusservice.InadditiontotheNorwalkTransitservice,anon‐siteshuttleisprovidedbythepropertymanagementtopickuppassengersinfrontofeachbuildingandtransportthemtotheMerritt7trainstation.Passengersareallowedtowaitonboardtheshuttleuntiltheirtrainarrives,providingacomfortabletransitexperience.Merritt7alsohasacomprehensiveon‐siteamenitiesandservicespackage,allowingemployeestoaccomplisheverydaytasksanderrandswithouthavingtoleavethecorporatepark.Amenitiesincludebankingfacilities,abarbershop,twofull‐servicecafeterias,afitnesscenter,cardetailing,anewsstand,shoeshineandrepair,andcarrentalserviceonsite.Inadditiontotheon‐siteamenities,thecorporateparkissurroundedbyapartmentsandcondos,hotelaccommodations,diningandpersonalservices,childcareandpetcarefacilities,andahostofretailservices–allwithinwalkingdistance.
5.1.2.3 Norwalk Parking Authority
TheNorwalkParkingAuthority(NPA)isanorganizationresponsibleformanagingandoperatingthemunicipalparkingintheCityofNorwalk.Itisaself‐sustainingorganizationthatisnotsupportedbytaxpayermoney.
1.5‐6 Travel Demand Management
Inparticular,theNPAhashadnotablesuccessintheSouthNorwalk(SoNo)area.TheSoNotrainstationgarage,theWebsterLot,theNorthWaterStreetLot,MaritimeGarageandtheHavilandLotareallmanagedbytheNPA.Solar‐poweredpay‐by‐spacemachineswhichacceptbothcashandcreditcardswereinstalledinthelotsandfree15‐minutestreetparkingisprovidedinsomeareas.Thisensuresthatthemostvaluablespacesdirectlyadjacenttotheshops,restaurantsandotherlocalbusinessesareavailableforcustomerusewhilemorelong‐termparkingoccursinthemanagedparkinglotsandgarages.TheNPAalsomadeimprovementstotheHavilandParkingDeckwhichprovidesparkingforpatronsoflocalbusinesses.TheNPApromotesuseoftheSoNoMetro‐Northtrainstationbymakingiteasierforcommuterstofindparking.TravelerinformationisprovidedthroughtheuseofIntelligentTransportationSystems(ITS),namelyaparkingcountsystemtoinformcommutersofparkingavailabilityinthetrainstationparkinggarage,andreal‐timeparkingandtraininformationprovidedontheParkingAuthoritywebsite.
5.2 TDM Toolbox
ThefollowingprovidesadiscussiononTDMapproachesandhowtheycanbeimplementedand/orappliedtodevelopmentsand/oremployerswithintheCity.Section2,Chapter4providesmoredetailsondevelopingspecificprograms.
5.2.1 Pedestrian Facilities
Walkingcanserveasaconnectionbetweenothermodesoftransportation,suchastransit,carpoolandvanpool.Providingaconvenientandsafeenvironmentforpedestriansincreasesthenumberofemployees,studentsandresidentswalkingtooffices,schoolsandstoresduringthedaywithinanareaordevelopment.Inadditiontothetransportationbenefits,increasingthewalkabilityofanareacanpromoteeconomicdevelopment,preservesmall‐towncharacterandincreasepropertyvalues.Forbusinesses,promotingwalkingcanoftenresultinlowerinsurancepremiumsandcreditstowardLEEDbuildingcertification.Mostpeoplewillonlyconsiderwalkingtodestinationsthatarefivetotenminutesaway,orlessthanabouthalfamile.Thelongestdistancemostpeoplearewillingtowalkonaregularbasisisaboutonemile.Mappingout
Section 1, Chapter 5
Transportation Demand Management 1.5‐7
theareasthatarewithinthisradiusfromadestinationsuchasatowncenter,neighborhoodorcorporatedevelopmentcanhelptoprioritizeareasforimprovements.Areviewofpedestrianfacilitieswithinthisradiuscanreveal“missinglinks”suchasareaswithoutsidewalk,largeparkingfieldsandunsafeintersections.Thesetypesofobstaclesmayberelativelyeasytofixbutpreventamajorityofpeoplefromwalkingtoadestination.
5.2.2 Bicycle Facilities
Bikingservesasanexcellentalternativeforshortertrips,andisalsoaperfectcomplementtotransitandotheralternativemodesforlongertrips.BicyclesareallowedonMetroNorthtrainswithabicyclepermit,andCTTransitbuseshavebicycleracksforthosetransferringfrombicycletotransit.ItshouldbenotedthatsomeadditionalrestrictionsonbicycleusageexistforMetroNorthtrainsincludingprohibitionofbicyclesduringpeakperiodsaswellasdiscretiongiventotheconductorstoexcludebicyclesastheyseefit.Oneproblembicyclingcanhelptoaddressislimitedparking.About10to15bikescanbestoredinthesamespaceasoneparkedautomobile.Employerswhopromotebicyclingtoworkcanbenefitfromcostsavingsfromreducingthesizeoftheirparkinglotsoropeningupparkingspacestopayingcustomers.TheymayalsobenefitfromlowercostsforinsurancepremiumsandcreditstowardLEEDcertificationfortheirbuildings.Aswithwalking,considerationmustbegiventothedistancepeoplearewillingtotravelbybicycle.Asaruleofthumb,mostriderswillbewillingtotravelapproximately10to15minutesbybike.Bicyclingrepresentsasignificantbenefittoemployeesastheysavemoneyonfuel,vehiclemaintenance,autoinsuranceandparkingfees.Theemployeehealthbenefitsofridingabicycletoandfromworkhavebeenshowntotranslateintobenefitsfortheemployer,includingreducedabsenteeism,increasedworkerproductivity,andfeweron‐the‐jobinjuries.Oneofthebigconcernsemployeesmayhavewhenconsideringbicyclingisarrivingtotheworkplacesweatyandinappropriatelydressed.Mediumtolargesizedcompaniesandownersormanagersofpropertiesmayconsiderinstallinglockersandshowerfacilitiesforbicycliststouse.Anothermajorconcernissafety.Installingbicycleracksinaconvenientandvisiblelocationprovidesasecureplace
1.5‐8 Travel Demand Management
forbicyclestorage.EmployerscanhelptoeasetheconcernsofemployeesbyofferingaguaranteedridehomeprogramandvariableworkhoursasdescribedintheSupportServicessectionofthisToolbox.Aguaranteedridehomecanaddressthecommonconcernofbeingstrandedatworkintheeventofinclementweather,illness,bicycleequipmentmalfunctionssuchasflattires,andmid‐dayemergencies.Variableworkhoursallowbicycliststoarriveatworkduringnon‐peak‐hourtimestoavoidtrafficcongestionandfumes.
5.2.3 TDM‐Friendly Design
Providingparkingattherearorsideofbuildingsreducesthefrontyardsetback,providingmoredirectaccesstothesiteforpedestrians,bicyclistsandtransitusers.Buildingsshouldbeclusteredtopromotepedestrianactivity,andthefrontentranceofbuildingsshouldbeorientedtowardtransitfacilitiesratherthanparkinglots.Pedestrianandbicycleroutesshouldbedirect,safeandinvitingwithmarkedpedestriancrossingsandcontinuoussidewalks.Sidewalksinhigh‐activityareasshouldbeatleast10feetwide,andresidentialsidewalksshouldbeatleast5feetwide.Off‐Streetbicyclepathsshouldbe8to12feetwide.Pedestrian‐vehicleconflictscanbeminimizedbyseparatingtheroadsandparkingareasfrompedestrianwalkways.Pedestrianareasandwalkwaysshouldbebufferedfromadjacentroadwaysbylandscaping,trees,oron‐streetparking.Paintedcrosswalksshouldbeprovidedatallcrossinglocations,andpedestriansignalsshouldbeprovidedatsignalizedintersections.Adequatelightingshouldbeprovidedforsafety.Bicycleparkingshouldbeprovidedintheformofbikeracksforshort‐termstorageorlockersformoreprotectivelong‐termstorage.Showers,lockersandchangingroomsalsocontributetotheconvenienceofbicyclingandmayencouragetheuseofbicyclefacilities.Busstopsshouldbeprovidedapproximately500to1,000feetfromthebuildingentranceand,ifpossible,
Section 1, Chapter 5
Transportation Demand Management 1.5‐9
theyshouldbelocatedon‐site.Providingastopincloseproximitytothebuildingentrancereducestraveltimefortransitusersandmakestransitmorevisibleasatraveloption.Atbusstops,amenitiessuchasbusshelters,trashreceptacles,bikeracksandseatingshouldbeprovided.Metro‐NorthhasNewHavenLinestationsatRowayton,SouthNorwalk,EastNorwalkandaDanburyBranchLinestopatMerritt7.Connectionstotheseandothertransitstopsshouldbeprovidedwherepossible.Providingaccesstoservicesandamenitieson‐sitecanmakepublicareasmorevibrantwhilereducingtripsoff‐site.Peoplemaycommutetoworkusingalternativemodesiftheyknowtheycanwalktothepostofficeduringlunch,ortheymaydrivetoworkalonebutwalktonearbydestinationsduringlunch.Eitherway,fewertripsareplacedontheroadsaroundthesite.Additionally,revenuegeneratedfromtheseamenitiesstaysonthepropertyratherthandownthestreetatotherlocationsthatmayhaveattractedthebusinessoftenants.Someservicesandamenitiesthatmaybeprovidedincluderestaurants,childcarefacilities,bankingfacilities,postalservices,conveniencestores,drycleaners,fitnesscenters,andconciergeservices.
TheMerritt7CorporateParkisagreatlocalexampleforprovidingon‐siteamenities.AcourtesyshuttletransportstenantstoandfromtheMetro‐NorthMerritt7trainstation,andmanyservices,includingafitnesscenter,carrental,diningfacilities,carwash,barbershop,banking,andconciergeservicesareprovidedon‐site.MoreinformationontheMerritt7CorporateParkmaybefoundinSection5.1.2.2.
5.2.4 Alternative Work Schedules
StaggeredWorkHoursinvolvespreadingouttheemployeearrivalanddeparturetimestoavoidpeaktraveltimesandreducethecongestionoflocalstreetsandparkinglots.Typically,arrivalanddeparturetimesarestaggeredbyanywherebetween15minutestotwohours.
7 8 9 10 11 12 1 2 3 4 5
Shift A: 7:00 am to 3:00 pm
Shift C: 9:00 am to 5:00 pm
Shift B: 8:00 am to 4:00 pm
Conventional Work Hours
1.5‐10 Travel Demand Management
Flex‐Timeisatypeofalternativescheduleinwhichemployeesworkfive,eight‐hourdayseachweekandareallowedtochoosetheirarrival,departureandbreaktimes.Thereistypicallyacorebusinesstimeinwhichemployeesarerequiredtobepresent.Thistimeallowsformeetingsandcompany‐wideeventstobescheduled.Forexample,withcorehoursof10:00amto3pm,employeescouldbegintheirdayat6amandworkuntil3pm,ortheycouldbeginworkat10:00amandleaveat7:00pm.InaCompressedWorkWeekarrangement,employeesworklongerhoursbutforfewerdaysperweekorperpayperiod.Thismaybedoneinanumberofdifferentways,butthetwomorecommonschedulesarethe4/40programandthe9/80program.Inthe4/40program,employeesworkfour10‐hourdaysperweek.Toensurebusinesscontinuity,manycompanieshavehalftheemployeesworkMondaythroughThursdayandtheotherhalfworkTuesdaythroughFriday.The9/80programconsistsofeight9‐hourdaysandone8‐hourdayperpayperiod.Thistranslatestoonedayoffeveryotherweek.Similartothe4/40program,employersmayhaveemployeesstaggertheirFridaysofftoensurecoverageofthefive‐dayworkweek.Oneofthemorecommonapplicationsofthecompressedworkweekscheduleisingovernmentagenciesandeducationinstitutions.Byclosingthegovernmentofficeorschoolonedayperweekorperpayperiod,operatingcostsarelowered.Anaddedbonusisthatthelongerdaysextendcustomerservicehours.
5.2.5 Telecommute Programs
Manybusinessesallowemployeestoworkfromhomeoranotheroff‐sitelocationpart‐timeorfull‐time.Thisisdueinparttothefactthatjobsaremoreportablethantheyoncewere.Employeesareoftenabletoworkoveracompany’snetworkandinsome
6 7 8 9 10 11 12 1 2 3 4 5 6 7
Core Business Hours
10:00 am to 7:00 pm
6:00 am to 3:00 pm
8:00 am to 5:00 pm
Monday Tuesday Wednesday Thursday FridayGroup A Off 10 Hrs 10 Hrs 10 Hrs 10 HrsGroup B 10 Hrs 10 Hrs 10 Hrs 10 Hrs Off
Monday Tuesday Wednesday Thursday FridayGroup A 9 Hrs 9 Hrs 9 Hrs 9 Hrs 8 HrsGroup B 9 Hrs 9 Hrs 9 Hrs 9 Hrs Off
Group A 9 Hrs 9 Hrs 9 Hrs 9 Hrs OffGroup B 9 Hrs 9 Hrs 9 Hrs 9 Hrs 8 Hrs
Week 1
Week 2
Section 1, Chapter 5
Transportation Demand Management 1.5‐11
casesallthat’srequiredisatelephone.Moreandmore,familiesareusingtelecommutingtoprovideflexibilityintheirmodern‐dayschedulesastheyjugglethedemandsofwork,childrenindaycare,andthecareofelderlyparents.Businessesareembracingtelecommutingasawaytorecruitaskilledworkforceandminimizebusinessdisruptions.Thefollowingisalistofsomeofthekeybenefitsoftelecommutingforemployers:
Minimizebusinessinterruptionintheeventofastormornaturaldisaster Offergreaterflexibilityforemployees Increaseproductivityandmorale Saveonfacilitiescosts Reduceabsenteeism Helprecruitandretainskilledworkers Reducetrafficcongestion
Businessesareoftenconcernedabouthowatelecommutingprogramwillaffectemployeeaccountability.Withagoodtelecommutingpolicyinplacewhichincludesagreementsonresponsibilities,obligationsandrequirementsforcommunicationandreporting,businessescanprovidetheiremployeeswithfreedomandflexibilitywhileensuringtheyareheldaccountable.Indecidingwhetheratelecommuteprogramforsomeorallofyouremployeeswouldbebeneficial,itiscrucialtoexaminethetypeofworkthatisbeingdoneandtheappropriatenessoftelecommutingtoeachtypeofposition.AcommonscenarioforbusinessesinNorwalkisthatmanyemployeescommutelongdistancesbecauseitisfinanciallyinfeasibleforthemtolivewithinFairfieldCounty.Facedwithalongcommute,someemployeesmaysearchforanewjobclosertotheirplaceofresidence.Withatelecommutingprogram,employerscanallowemployeestoworkfromhomeoneormoredaysaweek,alleviatingsomeofthestressofcommutingandimprovingmorale.OnelocalresourceisTelecommuteConnecticut,aprogramsponsoredbyConnDOT,providesassistancetoConnecticutemployersindesigning,developingandimplementingatelecommutingprogram.
5.2.6 Education
Educationandinternalmarketingcanincreaseawarenessofalternativetransportationandthecommutingservicesofferedbyorganizations,propertymanagers,theCityofNorwalk,andConnDOT.Itcanalsoconvincepeopletotryanalternativemodeorencouragethosewhoalreadyparticipatetocontinue.OnewaytomaximizetheeffectivenessofinternaleducationandmarketingcampaignsistodesignateanEmployeeTransportationCoordinator(ETC).AnETCisapersonwithin
1.5‐12 Travel Demand Management
anorganizationwhoassistsandencouragesemployeesusingalternativetransportation.Whiledevelopmentsandlargecompaniesmayhaveafull‐timeETC,inmostcasesitisapart‐timerole.Often,amemberanorganization’shumanresourcesoradministrationstaffservesasETC.Providingtravelerinformationisoneofthemainwaystoincreaseawarenessoftraveloptionsandaidtravelersinfindingthefastestandeasiestmodeandroutefortheirtrip.Thisinformationcanbestatic,asinthecaseoftransitrouteinformationdisplayedonbrochures,schedules,bulletinboardsandwebsites.Travelerinformationcanalsobedynamic,providingreal‐timetrafficortransitserviceinformationthroughtheuseofGPSorothernetworkingdevices.Travelersmayaccessthisinformationfromtheircomputersorinmanycasesfromtheircellphones.Newemployeeorientationisaperfecttimetoeducateemployeesonthebenefitsofalternativecommuting.Providinginformationontraveloptionsandhelpinganemployeetoestablisharoutineofusingtransit,walkingorbikingcanbemoreeffectivethantryingto“convert”someonewhoconsistentlydrivesasingleoccupantvehicletowork.Informationcanalsobeprovidedusingatabledisplayatacompanyevent.Anotheropportunityforeducationisa“lunch&learn”or“share&learn”presentation.Providingashortpresentationduringlunchtimeseveraltimesayearcanprovideencouragementandremindemployeesoftheirtraveloptions.Havingthosewhoalreadycommutealternativelysharetheirexperienceswiththegroupcanoftenmakeforaninterestingpresentation.Specialevents,suchasNationalBiketoWorkWeek,whichoccursannuallyinMay,oraCommuterChallengecanencouragecommuterstotryadifferentmode.Atrialuseallowsemployeestodetermineifthealternativemodeorschedulewillfitwiththeirlifestyle.Iftheemployeehasapositiveexperience,theywilllikelycontinuethealternativecommutingbehavior.AlongwiththecommutingresourcesoutlinedinthisTDMToolbox,ConnDOTfeaturesaninteractivetravelmapontheirwebsite.Thismapprovidesinformationaboutthehundredsofparkandridelotslocatedthroughoutthesite,aswellasconstructionandtrafficincidentinformation.
5.2.7 Rideshare Matching
Carpoolingisaneasycanconvenientwayforcommuterstosharearide.Itisbestdonebyco‐workersorthoselivinginthesameneighborhoodandtravelingtoasimilarworklocation.Carpoolingcanbemoreflexiblethaninter‐citytransit,andridingwithpeoplewholiveorworkincloseproximityreducestheamountoflosttimeatoneorbothendsofthejourney.
Section 1, Chapter 5
Transportation Demand Management 1.5‐13
Peoplewholiveorworkclosetoeachotheraremorelikelytosharearide.Ridesharematchingisaservicethatidentifiespeoplelivingwithinthesameareawhoworkatthesamelocation,orthosewholivenearaparkandridelotorchildcarefacilitywhoworkneareachother.Ridematchingistypicallydonethroughacomputerprogram,andincreasinglytheseprogramsarehostedonline.Successfulcarpoolingarrangementsarebuiltontrustandconvenience.Carpoolersmustbeabletorelyontheirrideshowingupeverymorningontimeandknowthattheywillhaveapleasanttrip.Oneofthemainmotivationstocarpoolisreducedtravelexpenses.Carpoolingwithfamilymembersmayeliminatetheneedforasecondcar,andtravelingwithanothercommutersavesmoneyongasandvehiclewearandtear.Somewhocarpoolrideinthesamevehicleeverydaywiththepassengerpitchinginforgasandparkingexpenses,whileothersrotatedrivingresponsibilitiestoavoidtheneedforafinancialtransaction.Asignificantreductionintravelexpensescanoutweighthenegativeimpactstotraveltimeorconvenience.Oneofthekeystoasuccessfulcarpoolingprogramisprovidingsupportforcarpoolersthroughridematchingprograms,preferredparkingandotherservices.LocalResourcesinConnecticutincludeConnecticutCommuterServicesandMetroPoolofferridesharematchingservices.
5.2.8 Incentives
Incentivescanbeusedtoencouragepeopletostartorcontinuealternativetransportationbehaviors.Commuterscanearncashoranynumberofdifferentrewardsfortheirtravelchoices,someofwhichmaybeusedtohelpoffsetthecostsoftheirchosentravelmodes.OneoptionforemployeeswhoparticipateinaTDMprogramisentryintoadrawingforaprizewhentheyusealternativetransportation.Prizescanbecash,transitpassesorgiftcertificatestolocalbusinessesanddrawingscanbedonemonthly,quarterlyorannually.Anotherusefulbenefitismode‐specificrewards,suchasabicyclerepaircertificateforthosewhobicycletowork,transitpassesforthosewhotakethebus,oragiftcertificatetoafitnessstoreforthosewhowalktowork.Recognitionisalsoamotivator,andemployeescanbehonoredfortheirtravelchoicesinthecompanynewsletter.Localbusinessescanberecognizedinthelocalnewspaperforbeingagoodneighborandbenefitingthecommunitybyreducingtrafficcongestion.
1.5‐14 Travel Demand Management
Businessescangiveemployeesextravacationtimeforusingalternativetransportation.Thosewhousealternativetransportationacertainnumberoftimespermonthorperquartercanearnadditionalhoursofvacation,typicallyamountingtoonetotwoextradaysperyear.
5.2.9 Tax Benefits
Thefederaltaxcodeincludesseveralfinancialincentivesfromemployersandemployeestopromotealternativemodesoftransportation.Foralloftheseoptionstheemployermustparticipateinthetaxprogrambeforeemployeesareallowedtoparticipate.Thetaxincentiveoptionsareoutlinedbelow:Employer‐PaidTransportationBenefitEmployersmaypayupto$230permonthperemployeefortransitorvanpoolexpenses.Employeesgetatax‐freetransportationbenefitandemployersmaytakeataxdeductionfortheexpense.Employee‐Paid,Pre‐TaxTransportationBenefitEmployeescansetaside$230permonthtax‐freefortransitorvanpoolexpenses.Employersbenefitfromthisarrangementbecausethemoneysetasidefortransportationexpensesisnotsubjecttopayrolltaxes.ConnDOTpromotestheCommuterTaxBenefitprogramtohelpcommutersandbusinessesunderstandthefederaltaxlaw.Forinformation,visitwww.commutertaxbenefit.org.Exhibit5‐2presentsageneralexampleofhowtheCommuterTaxBenefitworks.
Exhibit 5‐2 Example Transportation Benefit
Without Program With Program
$1,200 raise $1,200 transportation benefit
Cost to Business $1,300 (salary + FICA) $792 (benefit less federal tax deductions)
Net Salary Increase for Employee
$700 (after taxes) $1,200 (tax-free benefit)
Shared‐CostTransportationBenefitsEmployersandemployeessharethecostoftransitorvanpool.Aportionofthetransportationcostispaidfortax‐freebyemployers,andtheemployeepaystheremainderofthecostbysettingasideaportionoftheirsalarytax‐free.ParkingCash‐OutEmployeeshavetheoptionof“cashingout”theirparkingspacefortaxablesalaryoratax‐freetransportationbenefittohelppaytransitorvanpoolexpenses.Thisoptionhas
Section 1, Chapter 5
Transportation Demand Management 1.5‐15
theaddedbenefitofreducingparkingdemandandreducingparkingcostsforthoseemployerswhothemselvespayforparking.
5.2.10 Transit Passes
Connecticutisrichinwell‐established,interconnectedtransitsystemsduetoitscommuterculture.WorkerscommutelongdistancestotheirplacesofbusinessinNorwalk,Stamford,andNewYorkCity.Manypeopleusetheconvenienceoftransitasawaytotakebacktheircommutetime,readingabookorworkingonthetrainratherthanwaitingintraffic.TheMetro‐NorthNewHavenLineprovidesdirectroutesfromNorwalksouthtoNewYorkCityandnorthtoNewHaven.TheDanburyBranchoftheNewHavenLineprovidesservicefromtheSouthNorwalkStationtotheMerritt7CorporateParkonEastStreetthencontinuesnorthtoDanbury.TheMetro‐Northrailroadconnectswithstate‐widebustransitservicefromCTTransitStamford,withfurtherconnectionstolocalNorwalkTransitDistrictservices.Manypeoplethinkoftransitonlyforcommuting,butNorwalkhasexcellentlocaltransitservicesaswell.Theselocalservicesprovidemobilitytothosewithoutpersonaltransportation.ThelocalfixedroutebusserviceinNorwalkiscalledWHEELS.Norwalk’sWHEELSserviceoperatesonapulsesystem,whereonebusfromeachroutemeetsatapulsepoint,theWHEELSHub,atBurnellBoulevardforfreetransfers.RegionalbusestoMilford,DanburyandStamfordalsomeetattheWHEELSHub.Asanexampleofhowtransitcanworkforbusiness,theMerritt7CorporateParkislocatedadjacenttotheDanburyBranchoftheMetro‐NorthNewHavenLine.Adoor‐to‐doorcourtesyshuttletransportstenantsandemployeesfromthetraintotheirplaceofbusiness.FormoreinformationonMerritt7CorporatePark,seeSection5.1.2.2.
5.2.11 Vanpool Subsidies
Oneofthebestapplicationsforavanpoolisatacompanythatistryingtoattractorretainemployeesfromoutlyingareas.ThisisacommonconsiderationinNorwalkbecausealthoughtheCityhasinstitutedzoningregulationsprovidingforaffordablehousing,manyworkerswhocommutetoFairfieldCountychoosetoliveinmoreaffordableareasofthestate.Asuccessfulvanpoolisarrangedaroundemployeeswhoworkneareachotherandliveinthesameoutlyingregion.
1.5‐16 Travel Demand Management
Thereareseveraloptionsforfinancing,insuringandmaintainingafleetofvanpoolvehicles:Employer‐SponsoredThecompanypurchasesorleasesthevans,providesinsuranceandmaintainsthefleet.Costsmayberecoveredthroughpassengerfares,improvedemployeeproductivityandareducedneedforparking.Owner‐OperatedAnindividualpurchasesavanandchargespassengers.Theownerofthevanisresponsibleforinsuranceandmaintenancecosts.Third‐PartyApublicagency,ridesharingprogram,orpublic‐privatepartnershipleasesvanstocommutergroupsoremployers.InConnecticut,thelargestthird‐partyvanpoolsystemisEasyStreet.TheprogramissponsoredbyConnDOTandoperatedbyTheRideshareCompany.Eachpassengerpaysafareeverymonthtorideinoneofthevans.Therearecurrentlyover300establishedroutesacrossthestateofConnecticut.Employersmayofferasubsidytopayforallorpartofthecostofavanpoolfare.Anotheroptionisanemptyseatsubsidyinwhichtheemployerpaysthefareforanemptyseatinordertokeepavanpooloperationalfortherestoftheparticipants.AnexampleofasuccessfulrideshareprogramistheAutumnHarpCompanywhichcloseditsBristol,Vermontofficelocation.ThecompanyformedavanpoolagreementwiththeStateofVermontandpaidforemployeetransportationtotheEssexJunction,Vermontlocation.Throughtheuseofavanpool,AutumnHarpretained32 employees.SimilarsuccesseshavebeenexperiencedwiththeEasyStreetvanpoolservice.
5.2.12 Guaranteed Ride Home
Employeeswhousealternativemodestogettoworkoftenworrythattheywillbestrandedwithoutavehicleifanemergencyshouldariseinthemiddleofthedayoriftheyhavetoworklate.Providingaguaranteedridehomeprogramcangiveemployeespeaceofmindintheirdecisiontobiketowork,carpool,vanpoolorusetransit.GuaranteedRideHomeprogramsareveryrarelyusedandsotheimplementationcostsareminimal.Severaloftheorganizationslistedintheresourcessectionofthistoolboxofferguaranteedridehomeprogramsthatemployersoremployeesmayparticipatein.
Section 1, Chapter 5
Transportation Demand Management 1.5‐17
InConnecticut,aguaranteedridehomeprogramisadministeredbyConnecticutCommuterServices.
5.2.13 Parking Management
Spaceforparkingisoftenlimited,andevenwhencreatingnewspacesispossible,itcancomeatapremium.Creatinganewparkingareascancostanywherefrom$500towellover$10,000perspaceandcanbemoreexpensive,dependingonthelocationandthevalueofthelanditsitson.Managingparkingcanlimitthedemandandencouragetheuseofalternativemodesoftransportation.Onestrategytomanageparkingistocreatepreferredparkingspaces.Thesespacesarereservedfortheemployeeswhocarpoolorvanpooltoworkinsteadofdrivingalone.Thesepreferredparkingspacesareoftenlocatednearthebuildingentrance,onthefirstfloorofamulti‐levelparkinggarage,orinanareaprotectedbytheweather.Parkingpricingisanotherwayofmanagingparking.Companiescansavealotofmoneyonparkingexpensesbypricingparkingsothatmoreemployeescarpoolorusealternativemodesoftraveltogettowork.Bychargingusersbasedonvehicleoccupancy,employeesaremorelikelytosharearide.Caremustbetakeninimplementingaparkingpricingprogramtopreventspilloverintootherparkinglots,whichmaycausediscordwithotherareapropertyowners.Itisalsoessentialtopricetheparkingappropriatelysothatemployeesdon’tsimplyparkinalessexpensivelotratherthantakeadvantageofridesharing.Indowntownbusinessdistricts,parkingpricingcanbeawayofincreasingparkingturnoverandallowingmorecustomerstousetheparkingspaces.Inaddition,thesespacesarelesslikelytobeoccupiedbyemployeesifpricedappropriately.TheNorwalkParkingAgencymanagesandoperatesthemunicipalparkingintheCityofNorwalk.MoreinformationontheNorwalkParkingagencymaybefoundinSection5.1.2.3.
1.5‐18 Travel Demand Management
Thefollowingtableillustratessomeofthestrategiesthatmaybeusedtopriceparking:
Parking Pricing StrategiesParking Transportation Allowance
Providesemployeeswithamonetarycredittowardspurchasingcommutingrelatedtransportationgoodsandservices.Employeesusecredits(i.e.,‘transportationallowance’)topurchasetheirowntransportationorpayfortheirownparking.Otherversionsofatransportationallowanceprogrammightallowemployeestoselectfromamenuoftransportationgoodsandservicesthattakeadvantageoftaxincentivesandbusinessdeductions.
Unbundled Parking Leases
Aleaseisunbundledwhenthechargeforbuildingorofficespaceisseparatefromchargesforparkingspacesandthereistheflexibilitytovarythenumberofparkingspacesrented.Byunbundlingparkingleases,employerscanuseparkingpricingstrategiestoreduceparkingdemandandreducecompanyparkingexpenses.Employerswhoareawareofparkingcostsmayhavetheabilitytoreduceparkingexpensesandbetteruseexistingparkingresources.
Parking Fees or Charges
Parkingratescanbebasedontime,day,ormonth.Parkingchargestargeton‐streetoroff‐streetparking.Itcanincludepricingstrategiestodiscourageall‐daysingleoccupantvehicle(SOV)parking.Thiscanreduceparkingdemandinanareaorfreeupparkingforothershort‐termusessuchascustomerparking.
Tax Incentives and Disincentives
Federal,state,regional,andlocaltaxrulesmayimpactthetypesofparkingmanagementincentivesthatemployerswishtooffer.Forexample,somecitiesplaceataxonparking.Thistaxcanincreasethecostofparking,thusservingasadisincentivetodrive.
Peak Hour Pricing Increasingparkingchargesduringpeakperiods(i.e.,duringamajorentertainmentevent)caninfluencehowandwhendriversuseparkingfacilities.Peakhourpricingcantherebyreducedemandforparkingspacesduringtheseperiods.
In‐Lieu Parking Fees or Assessment Districts
Involvesthecollectionofparkingfeesfromagroupofbuildingownersand/oremployers.Thefundsareusedforparkingimprovementsinthespecificarea.Thiscanencourageshared‐useofparkingfacilities.
Parking Enforcement Localjurisdictionscanstepupenforcementofparkingregulationsasameanstoensurethatchangesinparkingmanagementpoliciesdonotcreatenegative‘spillover’impactstoadjacentneighborhoods.Increasedenforcementcanenhancelocaljurisdictionrevenuesandcreateanincentivetoobeyparkingrestrictions.
Parking Cash‐Out Allowsemployeestheopportunitytochooseaparkingspaceorreceivecashequivalentofthespace(basedonthe‘out‐of‐pocketcoststotheemployer’).Theemployeecandeterminewhethertousethecashforalternativemodesoftransportationorkeepthefunds.