by michael grant and liisa ecola of icf consulting, 9300 ... incentive programs... · commuter...

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United States Air and Radiation EPA 420-S-01-004Environmental Protection Transportation and Air Quality September 2001Agency

ORDERINGThis publication may be ordered from the National Service Center for Environmental Publications (NSCEP) at:

U.S. Environmental Protection AgencyNSCEPP.O. Box 42419Cincinnati, OH 45242-2419Phone: (800) 490-9198, Fax: (513) 489-8695

FOR MORE INFORMATIONThis guidance document and other information about the Commuter Choice Leadership Initiative are availableat www.commuterchoice.gov or by calling the Commuter Choice voicemail request line at (888) 856-3131.

ACKNOWLEDGEMENTSThis document was prepared for EPA's Office of Transportation and Air Quality under contract 68-W6-0029,by Michael Grant and Liisa Ecola of ICF Consulting, 9300 Lee Highway, Fairfax, VA 22031, (703) 934-3000.

We would like to thank the various reviewers who provided comments and feedback on the document.

Recycled/Recyclable. Printed with Vegetable Oil Based Inks on Recycled Paper (Minimum 50% Postconsumer) Process Chlorine Free

COMMUTER CHOICE LEADERSHIP INITIATIVEThe National Standard of Excellence for Commuter Benefits

Carpool Incentive ProgramsImplementing Commuter Benefits under theCommuter Choice Leadership Initiative

● Carpools consist of two or more persons driving together in a privately owned vehicle.At a workplace, employees may choose to carpool without any assistance orinvolvement from the employer; however, carpool incentive programs are a way foremployers to encourage employees to carpool.

● Carpool incentive programs may incorporate a variety of means to encourage employeesto carpool. Possible incentives include reduced cost or free parking, preferred parking,or reward programs (such as prize drawings).

● Employers can help employees form carpools through rideshare matching. Ridesharematching helps potential carpoolers locate others nearby with similar schedules.Regional rideshare organizations in most areas allow interested employees to registerdirectly for no cost. Employers can direct their employees to these free services.

● Employee benefits from carpooling include cost-sharing, less wear and tear on vehicles,time savings in regions with HOV lanes, and the ability to talk, eat, sleep, or read whilecommuting. The primary employer advantage is the need for fewer parking spaces;other advantages include less employee stress and improved productivity.

● Programs to encourage carpooling, such as rideshare matching services, preferred parkingfor carpools, reduced parking costs for carpools, and commute awards programs qualifyas additional commuter benefits under the Commuter Choice Leadership Initiative.


This document is one in a series of Commuter Choice Leadership Initiative briefing papers designed to helpemployers implement commuter benefits.

The U. S. Environmental Protection Agency (EPA) and the U. S. Department of Transportation (DOT) haveestablished a voluntary National Standard of Excellence for employer-provided commuter benefits.Commuter benefits help American workers get to and from work in ways that cut air pollution and globalwarming pollution, improve public health, improve employee recruiting and retention, improve employeejob satisfaction, and reduce expenses and taxes for employers and employees. Participants in the CommuterChoice Leadership Initiative (CCLI) agree to meet the National Standard of Excellence, and qualify asCommuter ChoiceSM Employers. CCLI participants agree to:

● Centralize commute options information so that it is easy for employees to access and use;

● Promote the availability of commuter benefits to employees;

● Provide access to a guaranteed ride home program;

● Provide one or more of the following primary commuter benefits:

✓ Vanpool or transit benefits of at least $32.50 per month✓ Parking cash out of at least $32.50 per month✓ Telecommuting program that averages six percent of daily work force✓ Other option proposed by employer and agreed to by EPA

● Provide three or more of the following additional commuter benefits:

● Exceed a minimum benchmark of either 14 percent of employees who do not drive alone to work or anaverage vehicle ridership (the number of vehicles divided by the total number of employees) of 1.12.

Please see the CCLI Agreement and Agreement Particulars documents for specific information aboutemployer participation requirements.

✓ Ridesharing/carpool matching✓ Pre-tax transit/vanpool benefits✓ Shuttles from transit station✓ Parking at park-and-ride lots✓ Provision of real-time transit information✓ Preferred parking for ridesharers✓ Reduced parking costs for ridesharers✓ Employer-sponsored vanpool or subscription bus

programs✓ Employer assisted vanpools✓ Secured bicycle parking, showers, and lockers✓ Electric bicycle recharging stations

✓ Employee commuting awards programs✓ Discounts/coupons for bicycles and walking shoes✓ Compressed work schedules✓ Telecommuting✓ Lunchtime shuttle✓ Proximate commute (working closer to home)✓ Incentives to encourage employees to live closer to work✓ On-site amenities (dry cleaning, etc.)✓ Concierge services✓ Active membership in a Transportation Management

Association (TMA) or similar organization✓ Other options proposed by employer


Disclaimer

EPA provides this briefing as a service to employers participating in the CCLI. Information about privateservice providers is intended for informational purposes and does not imply endorsement by EPA or thefederal government.

The information presented here does not constitute official tax guidance or a ruling by the U.S. Government.Taxpayers are urged to consult with the Internal Revenue Service of the U.S. Department of Treasury or a taxprofessional for specific guidance related to the Federal tax law.

CCLI: Carpool Incentive Programs

Table of Contents

CARPOOL INCENTIVE PROGRAMS: ASUMMARY ...............................................................1

EMPLOYER BENEFITS.........................................1REDUCED NEED FOR PARKING...................................1INCREASED PRODUCTIVITY AND MORALE ................1

TAX CONSIDERATIONS .......................................1

EMPLOYEE BENEFITS.........................................1

WHEN CARPOOL INCENTIVE PROGRAMSMAKE SENSE ..........................................................2

REGIONS WITH CARPOOL LANES...............................2EMPLOYERS WITH LIMITED PARKING........................2EMPLOYERS WITH LARGE NUMBERS OFEMPLOYEES ..............................................................2EMPLOYERS IN URBAN SETTINGS..............................2

IMPLEMENTATION ISSUES AND COSTS ........2RIDESHARE MATCHING .............................................2PREFERRED PARKING ................................................3REDUCED COST PARKING ..........................................3EMPLOYEE SCHEDULES.............................................3POTENTIAL FOR FRAUD.............................................3OTHER INCENTIVES...................................................3

GUIDE TO IMPLEMENTATION..........................3

EMPLOYER QUESTIONS AND ANSWERS ......6QUESTION: HOW DIFFICULT - AND COSTLY - IS IT TOADMINISTER THE PROGRAM?.....................................6QUESTION: DOES THE EMPLOYER DECIDE WHO PAYSFOR GAS AND INSURANCE, OR HOW FREQUENTLYEACH CARPOOLER HAS TO DRIVE?.............................6QUESTION: WHILE IT'S ONE THING FOR MY EMPLOYEESTO SHARE RIDES, I WORRY THAT THERE MAY BE SAFE-TY CONCERNS IN ENCOURAGING MY EMPLOYEES TOSHARE RIDES WITH STRANGERS. ARE RIDESHAREPARTNERS SCREENED? ...............................................6QUESTION: HOW OFTEN MUST SOMEBODY CARPOOLBEFORE THEY BECOME ELIGIBLE FOR BENEFITS? ......7

EMPLOYER CASE STUDIES................................7ATLANTA, GEORGIA - EMORY UNIVERSITY.................7BEAVERTON, OREGON - NIKE......................................8

SERVICES THAT SUPPORTIMPLEMENTATION...............................................9

RIDESHARE ORGANIZATIONS ....................................9PARKING CASH OUT ..................................................9GUARANTEED RIDE HOME PROGRAMS ......................9PARK-AND-RIDE LOTS ...............................................9

ASSOCIATIONS AND CONTACTS......................9INFORMATION CLEARINGHOUSES .............................9RIDESHARE ORGANIZATIONS ..................................10

EMISSIONS AND TRANSPORTATIONBENEFITS...............................................................10

REFERENCES AND PUBLICATIONS...............10

APPENDIX A: COMMUTER RIDESHAREPROGRAMS ...........................................................12

APPENDIX B: SAMPLE CARPOOLINGGUIDELINES..........................................................14

CARPOOL INCENTIVE PROGRAMS:A SUMMARY

A carpool is a group of two or more persons whocommute together in a privately-owned vehicle. Employees can and do, of course, carpool withoutany involvement from their employer. The focusof this paper is carpool incentive programs, inwhich employers actively encourage carpoolingby-and usually among-their employees. Carpooling benefits both employer and employee,so many companies are interested in increasingcarpooling. Companies can choose among numer-ous ways to encourage carpooling, includingreduced cost or free carpool parking, preferredparking, rideshare matching (to identify personsleaving near each other), and financial incentives.Regional rideshare organizations can assistemployees in locating potential carpool partners.This relieves the employer of having to matchpotential ridesharers.

EMPLOYER BENEFITS

Employers enjoy several benefits from offeringcarpool programs.

Reduced Need for Parking

Many employers offer carpool incentive pro-grams to reduce parking demand. Carpoolinghelps get employees to work without a car, espe-cially where transit is not available. Employerscan save a substantial amount of money in reduc-ing the number of parking spaces required; onestudy estimates that annual per-space costs varybetween $250 and $2,100.1

Increased Productivity and Morale

Employees who carpool have less commute-relatedstress, and therefore improved morale and pro-ductivity. In regions with carpool lanes, carpoolerscan avoid congestion, its delays, and the conges-tion-induced unpredictability that interferes withscheduling.

TAX CONSIDERATIONS

Tax provisions that allow carpool parking costs tobe taken as a tax-free fringe benefit offer poten-tial financial savings for both employers andemployees.2

Parking benefits may be provided tax-free toemployees up to $180 per month. Tax benefitsaccrue to businesses and employees whether theemployer pays for the benefits or the employeepays for it through a pre-tax salary deduction. Ifparking costs are less then $180, parking benefitscan only equal the actual cost of parking.However, any employee who drives to work iseligible for these benefits, not just carpoolers. Formore detailed information on how pre-tax pro-grams work see the briefing paper Commuter TaxBenefits.

EMPLOYEE BENEFITS

Employees enjoy several benefits from carpooling:

● Reduced costs. Carpoolers save on gas,depreciation, and general wear and tear ontheir vehicles.


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1 Victoria Transport Policy Institute, Online TDMEncyclopedia, available at www.vtpi.org/tdm. Costs arebased on land, construction, and operations costs for sub-urban and urban locations, and for surface, structured,and underground parking.

2 Employers should review with their tax advisor the taximplications for themselves and their employees.


● Increased personal time. Carpool passengerscan read, sleep, or converse with other car-poolers, instead of driving.

● In regions with carpool lanes, reduced com-mute time and costs. These lanes provide notonly speed, but often more important, reliabili-ty, by bypassing congestion. Toll routes andbridges often give carpool discounts, and evenwhen they do not, the cost is split.

● Decreased stress. Many drivers find solocommutes in heavy traffic stressful.Carpooling lets them arrive at work fresh andproductive.

WHEN CARPOOL INCENTIVEPROGRAMS MAKE SENSE

Although any employer can encourage carpool-ing, carpooling is more likely to be successful incertain cases. These include the following:

Regions with HOV Lanes

Some metropolitan regions have extensive car-pool lane networks. Carpool lanes-also commonlyknown as high-occupancy vehicle (HOV) lanesare reserved for vehicles with more than oneoccupant. HOV lanes can save drivers substantialtime over congested regular lanes. In some areas,where carpool lanes are used at toll areas, driversand passengers enjoy not only time savings butfinancial savings as well.

Carpool programs are likely to be more successfulwhere carpool lanes exist, because they rewardcommuters with time and sometimes money.Depending on the length of the commute and theamount of congestion bypassed, using the HOVlanes may save 15 to 30 minutes each way.

Employers with Limited Parking

Many employers with carpool incentive programshave implemented them because of parking short-ages. Encouraging carpooling among employees

can effectively reduce parking demand while stillmeeting employees' transportation needs. Inextreme cases, employers impose mandatory car-pooling.

Employers with Large Numbers of Employees

Regional rideshare organizations will matchemployees from different employers. But themore employees at the same site, the more likelya convenient match can be found. In particular,universities and hospitals often have hundreds oreven thousands of personnel in a relatively com-pact setting, and many have very successful car-pool incentive programs.

Employers in Urban Settings

Even a small employer can find potential car-pooling partners for employees, perhaps througha ridesharing organization, if it is located in adowntown or other urban setting. Carpoolingdepends on having either a single destination orclose destinations, so the higher density theemployment setting, the more likely a carpoolprogram is to succeed.

IMPLEMENTATION ISSUES AND COSTS

An employer considering a carpool incentive pro-gram should consider the following issues.

Rideshare Matching

One of the most important needs in setting up acarpool program is matching potential carpoolpartners. Outside some obvious situations (a marriedcouple who both work for the same employer),potential carpoolers may not know anybody withwhom to carpool.

Many regions have rideshare programs whosemain function is to match potential car- and van-poolers with rideshare partners. See Appendix Afor a list of regional rideshare programs.

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Some rideshare matching organizations havemoved to doing online rideshare matching. Forexample, the Greater Redmond TMA, in theSeattle region, uses a software product calledRidequest.com. Users can log in and receive aninstant list of potential ridesharers (both car- andvanpool) showing their locations on a map.Users can then immediately send e-mails to peopleon the list.

Preferred Parking

One workplace incentive for carpoolers is pre-ferred parking. Spaces can be designated foreither individual carpools or rideshares in general.To be effective, designated spaces should belocated in desirable locations: near buildingentrances, covered, and/or attended.

Although designating preferred parking areas ismost effective where parking demand meets orexceeds supply, even employees with abundantparking enjoy parking closer to the building.

Reduced Cost Parking

Where employers charge for parking, reducing theparking cost for carpools encourages carpooling.Although carpools will effectively receivereduced cost parking in any case because the costwill be shared, employers may wish to reducecosts even further, or allow carpools to park free.

Employee Schedules

A lack of matching schedules among employeescan be a major barrier to carpooling. Employeeswho carpool together must generally arrive anddepart at the same time, or the carpool will proveinconvenient. (An exception could be if anemployee carpools one way and takes transit theother way.) Senior management can encouragecarpooling by requesting that supervisors takecarpoolers' needs into account. This includes pre-dictable schedules and infrequent requests towork overtime. If employees cannot be sure they

will be off work at a predictable time every day,they will be much less likely to carpool.

Potential for Fraud

Employers with carpool programs report thatemployees sometimes commit carpool fraud.There are several sources of potential fraud,including registration of carpool partners who donot actually carpool, self-reporting of carpooltrips when the driver actually drove alone, andcolor photocopying of carpool passes or tags.Unless parking areas have attended stations, itmay be difficult to know if employees who saythey carpool are actually carpooling. Some meas-ures that employers can take to prevent fraud areannual re-registration of carpoolers, checking car-pool registrations against lists of employees whohave left, and implementing carpool parking ingated or attended parking areas only. Generally,however, employers do not report that such fraudis a substantial problem.

Other Incentives

In areas where parking is free and plentiful,employers can encourage carpooling throughprize drawings or other rewards. Prize amountscould range from $10 to $25 to $500 dependingon the size of the company and budget. Othercommuter rewards could include discounts atlocal merchants or free merchandise (travel mugs,T-shirts, and other inexpensive items). One pro-gram in southern California has coupon books forlocal restaurants and entertainment speciallymade to distribute to ridesharers.

GUIDE TO IMPLEMENTATION

An employer would go through several steps toimplement a carpool incentive program. Althoughthese would vary from employer to employer, themain ones are outlined below.


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1) Determine the potential for carpooling

The first step an employer takes should be to deter-mine whether carpooling will fit employee loca-tions and schedules. The Association for CommuterTransportation (ACT) recommends that employersconduct a Commute Mode Survey to determineemployees' current transportation patterns andinterest in carpooling. The survey should ask aboutemployees' interest in carpooling, their residentiallocation (the ACT sample survey asks for the zipcode) as well as whether their schedules are regularenough to permit them to carpool.

For employees who currently drive alone to work,the survey should ask what incentives wouldencourage them to carpool. ACT also points outthat more employees will respond positively to theidea of carpooling than will actually carpool. SeeACT's Transportation Demand Tool Kit for adescription of their Commute Mode Survey. TheTool Kit can be ordered at www.actweb.org

Also, in deciding whether to implement a carpoolingprogram, employers should consider enforcementissues. It is easier to enforce carpool regulations inareas with gated or attended parking.

2) Determine possible carpooling incentives

If the employee survey reveals sufficient interestand potential among employees, an employershould next determine what incentives should beused to encourage carpooling. As discussedabove in Implementation Issues and Costs, incen-tives can include reduced cost or free parking,preferred parking, and prizes or discounts.Incentives should be based on particular circum-stances at the location; for example, an employerlocated in a downtown location with expensiveparking might give reduced cost or free parkingas an incentive, while a suburban employer mightrely on prize drawing to motivate carpoolers. Inaddition, employers with paid parking may useparking tax benefits (see Tax Considerations,above).

If an employer is considering implementing paidparking in response to a parking shortage, itmight work well to implement a carpoolingincentive program at the same time. For example,previously free parking might remain free to car-poolers, but cost $50 per month for those drivingalone. This allows employees to retain the abilityto park free, if they carpool.

Acknowledging that carpoolers may occasionallyneed to drive alone to run errands or attend to otherpersonal business during the day, some employersallow registered carpoolers to drive alone fromtime to time without incurring a penalty.

3) Investigate rideshare options

Many regions have rideshare organizations thathelp potential car- and vanpoolers locate ridesharepartners. These services are usually either non-profit agencies or publicly funded, and matchingservices are generally free to riders. Unlike manyTransportation Management Associations (TMA),where employers must become members beforetheir employees can take advantage of their services,rideshare organizations seldom require employersto become involved.

Using a rideshare organization relieves theemployer of having to match potential carpoolers.Because of the complexity of matching potentialcarpoolers, and maintaining a database of personsinterested in carpooling, there are specializedsoftware programs available (see the list atwww.nctr.usf.edu/clearinghouse/ridematching.htm). Unless the employer is rela-tively large, and there is no regional rideshareservice available, it is probably easiest to encourageemployees to find carpool partners through arideshare organization. A list of rideshare organi-zations can be found in Appendix A.

Employers may wish to contact the rideshareorganization to learn more about its operations,so that they can have answers to employees'questions about how rideshare matching works,

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and to reassure employees that their personalinformation will not be used for other purposes.Because many rideshare organizations haveonline registration, a company with an internalweb site may wish to provide a direct link. Employers can also discuss with a rideshareorganization whether they wish have theiremployees matched only with employees at thesame employer, or with employees at other near-by employers.

4) Determine registration and eligibilityrequirements

Employees generally have to register with theemployer to qualify for carpool incentives. Thehuman resources department or employee trans-portation coordinator should determine proce-dures, and what information an employee mustsubmit. To prevent fraud, most employers askemployees to re-register once per year.Registration can be done by written form oronline at a company web site.

If there are designated spaces for carpoolers, anemployer should probably issue some type ofidentification for those vehicles. Employers gen-erally use hangtags (tags that hang from the rearview mirror) for this purpose, as decals cannot bemoved easily from vehicle to vehicle.

An employer may want to consider whether allemployees will be eligible to register as carpoolers,or only certain categories. For example, anemployer with multiple worksites may allow onlyemployees at certain worksites to register as car-poolers. Some employers who have high num-bers of temporary workers or telecommutersallow only employees who work on-site a certainnumber of hours per week to register.

Some employers differentiate between carpoolsby employee status and number of passengers.Emory University, for example, has three cate-gories of carpools based on these criteria. (SeeEmployer Case Studies.) This allows employers

to give higher incentives to full-time employeesand larger carpools.

5) Announce and implement the carpoolingprogram

Once incentives have been determined, employ-ers should take the necessary steps to implementthe carpooling program. Depending on the natureof the program, steps may include the following:

● Designating and marking carpool spaces inparking areas;

● Introducing or changing parking fees;● Implementing a system for carpoolers to

register;● Obtaining and distributing hangtags or other

vehicle identification; and● Writing a carpool policy that covers eligibility,

incentives, and penalties for non-compliance.

Once guidelines and policies are in place, theemployer should make a formal announcementand encourage employees to register as carpools.The employer should use whatever means ofinternal publicity it normally uses to communicatechanges in benefits policies to its employees.These may include the following:● Company orientation for new employees;● Advertisements in places seen frequently by

employees (cafeteria, garage, elevators, etc);● Distribution of program brochures;● Company newsletters;● Voicemail or e-mail broadcast;● Special promotional days (example: a "Pool

Day" to encourage car/vanpooling);● Awards or prize drawings to recognize

employees using transit or carpools;● Inserts to paychecks;● Company web site or intranet;● "Kick-off" event (which could include repre-

sentatives from rideshare organization).


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6) Monitor and maintain carpool incentiveprogram

Once implemented, carpool incentive programsshould be monitored and changed as circum-stances require. Recommendations for ongoingmonitoring include:● Annual re-registration of carpoolers to pre-

vent fraud and checking carpoolers' namesagainst employment records to ensure that allregistered employees are still working at theworksite claimed.

● Enforcement of preferred parking and ensur-ing that there is sufficient preferred parkingfor all registered carpoolers.

● Frequent updating of the rideshare list, ifmaintained by the employer.

● Continued marketing of the incentive pro-gram. Carpooling is not a "one-time pur-chase," but requires continued promotion formaximum participation.

EMPLOYER QUESTIONS AND ANSWERS

The following questions might commonly beasked by an employer (e.g., a human resourcesbenefits specialist or employee transportationcoordinator) interested in implementing a carpoolincentive program.

Question: How difficult - and costly - is it toadminister the program?

It depends on the scope of the program, the numberof employees, and the type of incentive. A regis-tration-based program updated annually wouldnot take much staff time; however, maintaining arideshare database for a large company might bevery time-intensive. The cost of financial incen-tives would be based on current parking costs(i.e., if the incentive involves reduced cost or freeparking for carpools, the company would foregosome revenue) or the size of prizes or awards. Asan example, Nike spends $23,000 annually onprizes, with 250 to 300 employees eligible for

prize drawings each month. This works out toapproximately $75 to $100 annually per partici-pant. (See Employer Case Studies.)

Question: Does the employer decide who paysfor gas and insurance, or how frequently eachcarpooler has to drive?

Generally cost sharing and driving duties are leftup to the discretion of the carpoolers. Differentarrangements work for different carpools; forexample, some carpoolers may always need theircar during the day, so they are responsible for allthe driving, while other carpools rotate drivers.Some carpools are composed of family members,so cost sharing is not a major issue. The employershould make clear in the carpool guidelines thatcarpoolers must reach their own arrangements, andthat the employer is not responsible for resolvingdisputes. Guidelines should also urge employees toreview their car insurance policies to ensure thatthey are adequately covered.

Nike has a carpool program with written guide-lines; these guidelines are provided in AppendixB as a potential model.

Question: Are there safety concerns in encour-aging my employees to share rides withstrangers? Are rideshare partners screened?

According to a Transportation Consultant atRIDES for Bay Area Commuters, a SanFrancisco area rideshare organization that hasbeen operating since 1977, rideshare matches arenot screened. Registrants are provided with theneighborhood and phone number of potentialrideshare partners. RIDES encourages potentialrideshare matches to speak on the phone and/ormeet in person to establish both rideshare com-patibility and to ensure that they feel comfortablewith each other. RIDES informs registrants thatthey have not screened applicants with a dis-claimer on the registration form. However, theyhave not learned of any problems betweenridesharers more serious than

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smoker/non-smoker, differing tastes in music, orfragrance tolerance.

Question: How often must somebody carpoolbefore they become eligible for benefits?

Some employers request that only people whocarpool two or more days per week register, butbenefits to employer and employee increase withfrequency, and many employers feel that higherfrequencies are worth higher benefits.

EMPLOYER CASE STUDIES

Employers around the country have implementedcarpool incentive programs. The following casesdescribe several employer programs.

Atlanta, Georgia - Emory University

Emory University, with approximately 10,000students and 14,000 faculty and staff, is locatedon the outskirts of Atlanta. Emory's carpool pro-gram is administered by the Division ofCommunity Services, which includes anAlternative Transportation office. The universitycontains a major hospital and clinic.

Emory provides incentives to carpoolers in theform of reduced parking rates and in some casesreserved spaces. Emory recognizes three categoriesof carpools, which are based on the number offull-time employees registered in the carpool.(See table below.) All carpools must registerwith the Parking Office to receive hangtags forthe rear view mirror. Both university and hospital/clinic employees are eligible to participate incarpool programs. Students are not eligible.

Annual parking rates range from under $200 (forhospital and clinic employees) to $900 for 24-hour reserved faculty spaces. Most universityemployees pay $219 per year. Reserved spacesare reserved exclusively for individual vehicles;there are no "carpool only" parking areas in thelots (i.e., carpools with non-reserved spaces com-pete for spaces with solo drivers).

All carpool participants also receive a "ValuePass" hangtag to be used in cases where theyneed to occasionally drive to work alone. TheValue Pass allows 12 entries per year; additionalpasses may be purchased for $36.

Emory advises potential carpoolers to registerwith the regional Commute Connections service,a rideshare organization run by the AtlantaRegional Commission.

Emory's program has been in place approximatelyeight years. It was begun to alleviate parking con-gestion on the main campus (employees at otherlocations do not have carpool incentives). Thereare currently almost 400 carpoolers registered in170 carpools (an average vehicle occupancy of2.08 persons).

The program is publicized through commuterfairs, which are often held as components of largerevents such as Staff Day. There is also an e-maillistserv with 11,000 participants.

According to Wanda Teichert, ProgramDevelopment Coordinator with the AlternativeTransportation Office, there are recurring butmostly minor problems with attempted cheating.She mentioned that the best safeguard is a gatedparking lot; the hangtags issued to carpoolers arebarcoded to allow entry. She said that anotherproblem is invalid registrations (generally personswho work at other facilities). To help prevent this,they require all carpools to re-register annually, sothey can check carpoolers' names against currentemployment records. Several people caught cheat-ing have been banned from the carpool program.


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Number/Type Carpool Parking Reserved of Employees Category Cost Space?2 PT 1 $100/year No1 FT 1 PT2 FT 2 $100/year Yes2 FT 1 PT3 FT 3 Free Yes3 FT 1 PT

Carpool Incentive ProgramRequirements at Emory University


Emory has in the past terminated employees fortransit benefits program fraud, but so far that hasnot occurred in the carpool program.

Beaverton, Oregon - Nike

Nike, a footwear manufacturer headquartered insuburban Portland, has an extensive commutingprogram that includes two types of carpoolingincentives. First, carpools have reserved parkingareas until 10 AM. Second, carpoolers are eligi-ble, along with all other non-single occupantvehicle commuters, for monthly and quarterlyprize drawings.

According to Linda Odekirk, Nike's EmployeeTransportation Coordinator, carpoolers previouslyreceived "Nike Bucks," vouchers that could beused to purchase food, merchandise, or other on-site services, every time they arrived in a carpoolat the main campus. However, this programproved to be too expensive, so three years ago itwas replaced with the prize drawings. Under theNike Bucks program, Nike spent approximately$250,000 a year on commuter incentives; currently,they spend $41,000. (Of that $41,000, $23,000 isspent in the Portland area; the rest is used forcommute incentives in other locations.) Prizesrange from gift certificates in increments of $25,$50, of $100 for company store or local retailersto $400 for mountain bike purchase or "get-away" weekends.

Carpoolers do not register with the company inadvance. Rather, carpoolers receive a hangtagfrom the security guard at the main gate to placein their car for the day that allows them to park inthe reserved carpool areas. (The Nike campusconsists of a number of buildings, and there areapproximately 30 to 40 spaces reserved for car-pools scattered throughout the campus at differentbuildings.)

Carpoolers can find matches through in-housecomputerized matching. Ms. Odekirk describedmaintaining the rideshare list as an "administra-

tive nightmare," because of the difficulty of keepingthe list updated. Portland is in the process ofimplementing a regional rideshare program andshe hopes to transfer the matching function tothat program once it is implemented. Ms. Odekirksaid that most carpools form via word of mouth,not through the rideshare list.

Because there is no registration, Ms. Odekirktracks participation through registration for prizedrawings. Anyone who uses a non-single occu-pant vehicle commute mode during a given weekis eligible to register for the prize drawings.When they register online for the prize drawing,commuters list the number of times they used aparticular mode during the week. These figuresform the basis for reporting mode splits underOregon's trip reduction mandate. Ms. Odekirksaid that in an average week there are 400 tripsmade by carpool, meaning that at least 800 peoplecarpooled. The campus has 4,000 employees;there are another 1,100 employees in the metro-politan area. (Although employees at any facilitycan register for the prize drawing if they carpool,only one other facility has reserved parking.)

Ms. Odekirk thought there was more potential forfraud under the Nike Bucks program. Under thatprogram, commuters received Nike Bucks vouchersfrom the security guard when they arrived atwork. However, off-campus employees did nothave to pass a security guard, so they requestedvouchers from a receptionist, who could not verifyif they had carpooled. Although there may besome fraud under the current program, becausecommuting behavior is self-reported and not veri-fied, she thinks the fact that participants are onlyregistering for a chance to win, not receivingguaranteed benefits, mitigates against fraud.

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SERVICES THAT SUPPORTIMPLEMENTATION

Rideshare Organizations

Many regions have rideshare organizations whoseprimary function is to maintain databases ofpotential carpoolers. Because of both the diffi-culty of keeping this type of database updated,and the fact that many employers do not havesufficiently high numbers of employees to makemany carpool matches, a regional rideshare serviceis an excellent way to find carpool partners foremployees. Appendix A lists major regional pro-grams.

Parking Cash Out

Parking cash out is an arrangement in which anemployer offers employees cash in lieu of a parkingspace. One study of parking cash out (Shoup,1997) showed that carpooling at eight companiesincreased from 14 to 23 percent when parkingcash out was implemented. Unless other incen-tives are implemented, it is difficult to convinceemployees not to drive alone when parking is freeand plentiful.

Guaranteed Ride Home Programs

A barrier preventing some employees from car-pooling is the fear that they will not be able to gethome quickly in the event of an emergency, suchas picking up a sick child from school, or workingunscheduled overtime. Guaranteed ride home(GRH) programs provide commuters who regu-larly carpool, vanpool, bike, walk or take transitto work with a reliable ride home when an unex-pected emergency arises. GRH programs aredesigned to rescue commuters who are worriedabout how they'll get home in the event of anemergency. Knowing there is a guaranteed ridehome gives many people the security to carpool. GRH programs may be established by individualemployers. Usually the employer will pay for a

taxi home in the case that an employee who is acarpool passenger has to leave in the middle ofthe day, or the carpool driver is for some reasonunavailable. Some MPOs and local governmentshave also established regional or county-wideGRH programs for employees that register for theprogram. GRH tends to be a low-cost way toencourage carpool use, especially if a companyonly fills in coverage for areas not covered undera broader regional program. For example, aregional transit agency may provide a guaranteedride home for monthly passholders, so a companywould have to provide GRH only for carpoolers.Provision of GRH is a requirement of participa-tion in CCLI. See the separate GRH briefingpaper for further information.

Park-and-Ride Lots

For potential carpool partners who do not live inimmediate proximity, a park-and-ride lot may bea good meeting place. The availability of park-and-ride lots may encourage carpool drivers whowould otherwise be inconvenienced by pickingup and dropping off passengers at their homes.

ASSOCIATIONS AND CONTACTS

This section provides information on contactsthat EPA and regional, state, and local govern-ments might wish to utilize for expertise inunderstanding, promoting, or providing technicalinformation on carpool incentive programs. Information Clearinghouses

Association for Commuter Transportation

P.O. Box 15542Washington, DC 20003Tel: 202-393-3497Fax: 202-546-2196

[email protected]

The Association for Commuter Transportation(ACT) is a membership organization that promotes


9


commuter choice and transportation demandmanagement. It sponsors annual conferences oncommuting, and publishes educational materialsfor employers.

National Transportation Demand Management(TDM) and Telework ClearinghouseNational Center for Transit ResearchUniversity of South Florida4202 E. Fowler AvenueCUT100Tampa, FL 33620-5375Tel: 813-974-3120

www.nctr.usf.edu/clearinghouse

The National TDM and Telework Clearinghouseis a compendium of research and information ontransportation demand management (TDM).TDM refers to a set of programs and policiesdesigned to make the best use of existing trans-portation resources without additional infrastruc-ture investment. Much of the Clearinghouseinformation is available electronically. The website contains information for employers interestedin establishing trip reduction programs.

Rideshare Organizations

As discussed above, there are rideshare organiza-tions in many regions. If an area is not listed inAppendix A, the MPO for the region may offermore assistance on locating rideshare programs.The appropriate MPO can be located through theAssociation for Metropolitan PlanningOrganizations (202-457-0710 x19); a list ofMPOs with web pages is available atwww.ampo.org/mposnet_old.html.

Commuter Choice Leadership Initiative

For more information on the Commuter ChoiceLeadership Initiative, contact the CommuterChoice Hotline at 888-856-3131, or seewww.commuterchoice.gov

EMISSIONS AND TRANSPORTATIONBENEFITS

Carpooling reduces travel and emissions com-pared to driving alone. Employees get to workwith fewer separate vehicle trips, thereby reducingtraffic congestion and air pollution.

Nationally, about 11 percent of employees com-muted to work in carpools, according to theJourney to Work survey in the 1990 census; theseare the most recent national figures available.

Companies that implement programs to supportridesharing can expect increases in the portion ofemployees who choose to carpool. According toEPA's Commuter Model, which draws relation-ships from actual case studies of employer-basedprograms, companies that implement in-housecarpool matching services along with carpoolinformation activities, and a part-time transporta-tion coordinator, can expect about a four to tenpercent increase in the number of employees car-pooling. Employers that also provide preferentialparking for carpoolers, flexible work schedules(to accommodate carpools), and a full-time trans-portation coordinator might expect an increase ofup to 20 percent in the number of employees car-pooling. Employers who institute financial incen-tives for carpooling (such as greatly reducedparking rates) may find even greater increases inthe number of carpoolers.

REFERENCES AND PUBLICATIONS

Federal Transit Administration. No date. ParkingSupply Management. Available atwww.fta.dot.gov/library/planning/tdmstatus/FTAPRKSP.HTM

Odekirk, L. 2001. Personal communication.Telephone conversations between Linda Odekirk,Employee Transportation Coordinator, Nike, andLiisa Ecola, ICF Consulting, April 6, 2001.

10

Shoup, D. 1997. Evaluating the Effects ofParking Cash Out: Eight Case Studies,Sacramento: California Environmental ProtectionAgency.

Teichert, W. 2001. Personal communication.Telephone conversation between Wanda Teichert,Program Development Coordinator, AlternativeTransportation Office, Emory University, andLiisa Ecola of ICF Consulting, April 4, 2001.


11


Type of Agency

Rideshare sponsored byAtlanta RegionalCommission

Rideshare

Rideshare

Rideshare

Rideshare

Public consortium

Rideshare sponsored byDenver Regional Councilof Governments

Council of Governments

Rideshare

Rideshare

MPO

Rideshare

Rideshare

MPO/ Transit Agency

Rideshare

MPO/ Transit Agency

State Department ofTransportation

Rideshare

Rideshare

Transit Agency

Rideshare

Transit Agency

Contact Info

87-RIDEFIND

518-458-2164

800-280-RIDE

800-826-RIDE

888-4-COMMUTE

510-215-3035

303-455-1000

313-961-4266

713-224-RIDE

816/842-RIDE

702-228-RIDE

631-737-CARS

800-234-RIDE

651-602-1602

973-267-7600

615-862-8833

800-462-8707

800-ALL-RIDE

718-886-1343

602-262-7242

800-280-RIDE

888-88-RIPTA

Website?

www.commuteconnections.com

www.commuter-register.org

www.goaugusta.org

www.commutesmartrideshare.com

www.commute.com

www.traks.org/incentive/guar-antee/incentive.html

www.drcog.org/ridearrangers

www.semcog.org/index.html

www.hou-metro.harris.tx.us/METVAN.HTM

rideshare.marc.org

www.catride.com/catmatch/

www.737cars.com

www.commuterservices.com/sf/

www.metrocommuterservices.org/index.asp

www.transoptions.org

www.rta-ride.org/ridehome/ridepolicy.htm

www.state.nh.us/dot/rideshare

www.rideworks.com

www.commuterlink.com

www.valleymetro.maricopa.gov

www.ridesharemaine.org

www.ripta.com

Sponsoring Agency

Commuter Connections

Capital District CommuterRegister

Go Augusta

CommuteSmart Rideshare

CARAVAN for Commuters

Contra Costa CountyCommute AlternativeNetwork

Ride Arrangers

Southeast MichiganCouncil of Governments

METROVan

Mid-America RegionalCouncil

Regional TransportationCommission

Long Island RideSharing

South Florida CommuterServices

Metro Council

TransOptions

Regional TransportationAuthority

NewHampshire DOT

Rideworks

Commuter Link

Valley Metro

RideShare

Rhode Island PublicTransit Authority

Location

Atlanta, GA

Albany, NY

Augusta, ME

Birmingham, AL

Boston and Massachusetts

Contra Costa County, CA

Denver, CO

Detroit, MI

Houston, TX

Kansas City, MO

Las Vegas, NV

Long Island, NY

Miami, FL

Minneapolis/St. Paul, MN

Morris County, NJ

Nashville, TN

New Hampshire

New Haven, CT

New York, NY

Phoenix, AZ

Portland, ME

Rhode Island

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APPENDIX A: COMMUTER RIDESHARE PROGRAMS

The table below lists some of the third-party commuter rideshare programs in the country. Employerslocated in areas not listed below should contact the MPO for their region to determine if others exist.

Type of Agency

Rideshare sponsored bySan Diego Association ofGovernments

Rideshare

Public/non-profit JointPowers Association

County

Rideshare

Rideshare

Rideshare

Transit Agency

Rideshare

MPO

Rideshare

Contact Info

800-COMMUTE

800-755-POOL

650-994-7924

206-625-4500

800-346-3743

888-454-RIDE

813.282.8200

800-685-RIDE

802-295-1824

800-745-RIDE

800-972-3279

Website?

www.sdcommute.com/van_pool.html

www.rides.org

www.commute.org

transit.metrokc.gov/van-car/van-car.html

www.metropool.com

tmi.cob.fsu.edu/commute/#

www.tampabayrideshare.org

www.vpta.net

www.uppervalleyrideshare.com//uvrs.grh.html

www.mwcog.org/commuter

www.rideshare.com

Sponsoring Agency

San Diego Commute

RIDES for Bay AreaCommuters

Peninsula TrafficCongestion ReliefAlliance

Metro RideshareOperations

Metropool

Commuter Services ofNorth Florida

Bay Area CommuterServices

Vermont Public TransitAuthority

Upper Valley Rideshare

Commuter Connections

The RideShare Company

Location

San Diego, CA

San Francisco Bay Area,CA

San Mateo County, CA

Seattle, WA

Stamford, CT

Tallahassee, FL

Tampa, FL

Vermont

Vermont and NewHampshire

Washington, DC

Windsor, CT


13


14

APPENDIX B: SAMPLE CARPOOLING GUIDELINES

The following guidelines are provided by Linda Odekirk, Employee Transportation Coordinatorfor Nike.

GUIDELINES FOR CARPOOLING

It is important for prospective carpoolers to meet under comfortable conditions to determine the feasibilityof ridesharing. As you make contact with potential rideshare partners, suggest a meeting on commonground to discuss compatibility. Invite several people to the meeting. If all the schedulers and pickuppoints do not mesh, perhaps more than one pool is a possibility.

When a compatible group is formed, the following should be discussed and all members should agree to:

● Select the route or routes the carpool will take to and from work and designate pickup pointswhich may be at each member's home or at a common meeting point such as a park-and-ride lot.

● Determine the morning arrival and afternoon departure times based on compatible work sched-ules. Allow extra time for the occasional traffic tie-up or other unforeseen events.

● Choose the departure locations at work where carpool members will gather for the drive home.● Determine who is going to drive. Will some or all of the carpool members share driving responsi-

bilities by alternating on a daily, weekly, or monthly basis? Or will they select a designated driver?● Calculate commuting costs to determine the amount non-drivers will pay to cover the expenses of

the driver(s). This normally can be determined by multiplying the daily round-trip miles by thedrivers cost per mile and dividing the total by the number of carpool members. Some carpools sim-ply cover gas expenses. Set regular payment dates.

● Determine which days of the week each person will carpool. While many carpools are five days aweek, many other carpools operate quite well on a part time basis. To accommodate individualneeds some full time carpools include a part time member(s). Be creative.

● Create communication lines between pool members so that an agreed upon alternative plan can berapidly implemented in case of illness or other problems. Make certain that all members of the poolhave exchanged phone numbers. Also appoint a Carpool Captain responsible for maintaining thesecommunications.

Once these logistical details have been arranged, it is important that a frank and friendly discussion takeplace regarding the "rules of the road." By establishing these understandings ahead of time, a carpool isfar less likely to experience social friction. Issues to be covered and recommended rules to establishinclude the following:

● The first rule is to agree to have rules.● Agree to be on time. Depending on the length of the commute, most carpools allow two to five

minutes for a late passenger, but some reach an understanding not to wait.● Detours for personal errands, such a picking up a carton of milk on the way home, should be avoided.● Establish a smoking policy. Smoking should not be allowed unless everyone in the carpool is a

smoker or everyone agrees that smoking is OK.

● Take a vote about the radio. On or off? Music or news? Classical, top 40, rock, progressive rock,country, or whatever?

● Agree on do's and don'ts concerning personal habits, such as reading, talking, and eating in the car.● Driver responsibilities include keeping the vehicle clean, in good working condition, and ade-

quately fueled for the round-trip commute. Naturally he or she is also responsible for driv-ing safely and for maintaining adequate auto insurance.

Once these initial arrangements have been made, the carpool should be ready for a trial period.Make sure all the members of the fledgling carpool agree to give it time to work. A four-weekshakedown cruise is normally necessary to get it all running smoothly.


15

Carpool IncentivePrograms:Carpool IncentivePrograms:IImmpplleemmeennttiinngg CCoommmmuutteerrBBeenneeffiittss UUnnddeerr tthheeCCoommmmuutteerr CChhooiicceeLLeeaaddeerrsshhiipp IInniittiiaattiivvee

United States Air and Radiation EPA 420-S-01-004Environmental Protection Transportation and Air Quality September 2001Agency

ORDERINGThis publication may be ordered from the National Service Center for Environmental Publications (NSCEP) at:

U.S. Environmental Protection AgencyNSCEPP.O. Box 42419Cincinnati, OH 45242-2419Phone: (800) 490-9198, Fax: (513) 489-8695

FOR MORE INFORMATIONThis guidance document and other information about the Commuter Choice Leadership Initiative are availableat www.commuterchoice.gov or by calling the Commuter Choice voicemail request line at (888) 856-3131.

ACKNOWLEDGEMENTSThis document was prepared for EPA's Office of Transportation and Air Quality under contract 68-W6-0029,by Michael Grant and Liisa Ecola of ICF Consulting, 9300 Lee Highway, Fairfax, VA 22031, (703) 934-3000.

We would like to thank the various reviewers who provided comments and feedback on the document.

Recycled/Recyclable. Printed with Vegetable Oil Based Inks on Recycled Paper (Minimum 50% Postconsumer) Process Chlorine Free

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