Download - Travel Demand Management...1.5‐2 Travel Demand Management organizations, this document was created with a modular design. Outlined in each stakeholder section below are the tools

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.


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.



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.


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



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


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,



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


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



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


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.



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.


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



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.


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.



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.


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.

Download - Travel Demand Management...1.5‐2 Travel Demand Management organizations, this document was created with a modular design. Outlined in each stakeholder section below are the tools

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