6. To develop effective changes to commute behaviors and to produce the sorts of results that North Carolina is looking for in Senate Bill 953, a comprehensive program of “commuter management” is suggested. A program designed around Florida’s Commuter Assistance Program might be pursued as soon as the NCDOT staff person is hired to develop such an initiative. (This program is described in Appendix F section of this report.)
In the meantime, the kinds of individual program information that will help create a more performance-based effort at the local level while also giving the state valuable information for comparative purposes and illustrate progress are:
• number and types of commuters requesting assistance on a monthly basis
• number of commuters contacted and an indication of how they are contacted
• number of commuters changing from their single occupant vehicle to their ridesharing mode or their TDM-related mode
• number of agency vans in service and additional vans participating in any regional initiative in place (Rural Jobs Access)
• number of vehicle trips eliminated for all commuters
• number of vehicle miles (traveled) eliminated
• number of employers contacted and resulting employee participants,
• including mechanism for contact (meetings, direct, Board involvement, etc.)
• description of major accomplishments from each contact, specifying quantifiable information that led to a result or outcome
• number of parking spaces reduced or saved in the service area
• NCDOT and the TDM Coordinators should work together to define additional
parameters for measurable objectives, which will lead to results-oriented information.
Statewide Transportation Demand Management Plan
April 2004 41
• This list of “measurables” can be expanded and modified based on actual program experience.
7. The establishment of TMA’s in areas where there are both clear commute-related problems and opportunities for cooperative action should be considered as an effective means of facilitating select demand management activities in specific geographic areas. To begin, organizing a TMA for State Government and one in Asheville will focus demand management efforts on specific geographies and specific organizations to produce effective results.
The TMA in Asheville would focus on incorporation of TDM as part of existing “smart growth” and air quality goals, using the Broadway Corridor as a first priority.
Improved transit services should also be part of the new TDM package along with expanded vanpool services including a Rural Jobs Access-type initiative.
A second TMA is recommended for State Government. State Government
employees are a unique group with specific needs. Their transportation activities should be united under a TMA. Necessary leadership, oversight and overall program management would be provided by NCDOT, DENR and DOA, with assistance and technical support provided by SMARTCOMMUTE and TTA.
The immediate focus for the State Government TMA would be the resurrection of the state’s earlier teleworking program, but to assure success, a partnership should be formed with NORTEL. NORTEL has an excellent teleworking program, and it is recommended that NCDOT seek a loaned executive or similar position from NORTEL to work directly with the three Secretaries of DOT, DENR and DOA to develop this TMA and execute the teleworking project as the first priority for 2004.
In addition, the TMA should implement an expanded version of the existing preferential parking program for car and vanpooling. A formal flexible work-hours program should be established and promoted for State Government employees. A subsidized transit pass program specifically for State Government employees, with a strategically dedicated “sales outlet” should be established, and a parking cash-out plan should also be developed.
A formal study of the state employee parking program, including current parking policies, parking pricing and allocation strategies should be part of this first round of studies and implementation plans. Because there is clearly a relationship between the availability of parking, its configuration/location and commuter’s willingness to explore alternatives, NCDOT and DNER should illustrate their leadership in several areas by examining current policies and possible changes as a means of
encouraging employee participation in TDM/ridesharing.
• TMA’s are recommended for State Government and Asheville to bring focus and recognition to two organizational efforts in varying parts of the state. The TMA’s can take advantage of the leadership currently offered by the NCDOT and by the
membership and participation of those supporting the TDM Panel from Asheville and from the various offices of State Government.
• Transportation Management Associations (TMA’s) are typically non-profit organizations of businesses and developers, but they can also represent local jurisdictions, transit organizations and state governments.
• Specific geographic areas are defined and represented, with the TMA’s delivering specific services and responding to specialized needs defined by those within the service area. As the name reflects, management of the transportation problems and issues are at the forefront of the effort.
• TMA’s, like the SMARTCOMMUTE@RTP, offer their constituents a combination of services, concentrating on (1) advocacy, for the improvement of services, (2) education and marketing to compel commuters to use alternative services, the (3) facilitation of certain activities that promote TDM such as “guaranteed ride home”
programs and ridematching, and (4) the provision of assistance to members in understanding regulations and other guidelines (such as air quality or local transportation regulations).
8. Where possible, NCDOT should expand/integrate the Rural Jobs Access project into existing ridesharing programs, and improve the marketing and outreach efforts of 2Plus. There should be a focus on performance and specific incentives for advancing this project.
• This program could benefit from further integration into the ridesharing/TDM marketplace. In Wilmington as an example, there is the possibility of linking the vanpooling program to existing transit services to broaden the overall regional service capability. There may be other opportunities for this type of integration, and NCDOT should explore all possibilities.
• An examination of the existing Rural Job Access program through the SWOT interviews found that there was a need to (1) significantly improve marketing materials, (2) apply program funds more directly to the benefit of the users in the form of incentives and services, (3) develop a consistent name and logo for the program and vans in service, and (4) develop some sort of peer-to-peer
communication between participating companies and contacts so that they can better know, understand and translate the benefits of the program but also communicate the availability of van seats, route information, etc. within their
companies and within their communities. The current cost-benefit/cost-effectiveness of the program needs to be reassessed.
9. Reductions in single occupant vehicle travel can only be expected if commuters have a range of convenient travel options and a series of reliable support services and if they gain advantages (e.g., convenience, time, and/or money) through participation.
In addition to the more traditional “menu” of TDM services currently provided by most of the local programs across the state, a number of alternative mode “support services” are recommended for development. While some may be considered as innovative, others are natural “partners” to the more traditional program elements.
(This is a partial list of the programs and services most likely to generate results, recognizing that some face public acceptance challenges.)
• HOV facilities
Statewide Transportation Demand Management Plan
April 2004 43
• Carsharing
• Monetary incentives (e.g., parking cash- out and employee transportation allowance)
• Transit subsidies
• Alternative work schedules
• Guaranteed ride home programs
• Parking management programs (including preferential parking)
• Facilities amenities (on-site conveniences)
• Select development strategies/regulations
• Transit-oriented, pedestrian-oriented development plans
• Access/priority restrictions
• Trip reduction ordinances
• Modified zoning and subdivision control ordinances
• Road/congestion pricing
• VMT tax
These program elements should be considered in all locations where TDM programs currently exist. Other strategies and innovations should be explored with NCDOT. (A complete list of TDM strategies and the implementation-related responsibilities by agency appears in Appendix G of this report.)