Tracasa Instrumental, S.L

STRATEGY:

1. Establish the “case” for TDM by building a foundation of information and program documentation, illustrating success on multiple levels

Define TDM program for North Carolina, promoting the mission along with clearly defined local program efforts and measurable program goals and objectives assessed through routine evaluation

Develop a clear, compelling “body of evidence” describing the value of TDM, based on quantitative results in the various markets statewide, illustrating the status of air quality and environmental issues and particularly to reductions in VMT and NOx as specified by Senate Bill 953. (This should include setting annual reduction goals for VMT and NOx and selection of projects that will move the

programs out of their planning and advocacy-only roles as described in the TDM Strategies Matrix.)

Using the information/feedback provided in the SWOT analysis, develop an expanded program of success which includes broader political support for TDM; increase statewide support in locations such as Asheville and Hickory, use TDM ordinances in more locations such as Wilmington and Asheville, formally link TDM initiatives impacting land use and transportation via policy, and develop specialized programs such as HOV in Charlotte and the Research Triangle Park.

Demonstrate the value of TDM by documenting benefits and the ability of various efforts to produce measurable results; examples include improved travel time savings, cost savings, vehicle miles traveled, but also air quality and environmental improvements needed to satisfy Senate Bill 953

Evaluate existing ridesharing/TDM programs and institute new program accountability, encouraging improved performance (Reviewing studies of TDM programs in Washington and Maryland, with their emphasis on performance, will help North Carolina move in this direction.)

Develop and then document a series of “best practices” from which existing programs can modify their efforts, grow and learn; these will be developed to increase the number of alternatives to single-occupant commuting, focus on the land use/transportation link, examine various commuting innovations, etc.

(Examples of North Carolina programs to model were included in the Guiding Principles document, but others can be developed and used to publicize TDM. The purpose is to improve program effectiveness, enhance the quality of existing efforts and improve the appeal of program options to commuters.)

ANTICIPATED RESULTS:

Establish program credibility, increase program accountability by improving

performance/results, elevate role of TDM and ridesharing based on quantifiable results, market and validate benefits of TDM, establishing linkages to other transportation initiatives

STRATEGY:

2. Develop the Office of Commuter Assistance, focusing specifically on improving demand management techniques and increasing innovation, improving program performance and producing a series of new initiatives that will help NCDOT meet trip reduction and air quality goals defined in Senate Bill 953

Using the mission, goals and objectives from the “case building” in #1, this Office will establish and maintain a clear program identity and the overall direction for TDM and related mobility management, statewide

Create the new position within NCDOT to staff and manage the Office of Commuter Assistance (This will be a highly visible, senior position designed to oversee all mobility and congestion related issues within in the state. Air quality and environmental planning will be related because of the requirements associated with Senate Bill 953. A comparable organization and program has been referenced for Washington in the Guiding Principles document.)

Develop a Committee of the Board of Transportation to support the Office of Commuter Assistance, promoting TDM and lobbying/advocating on behalf of mobility-related solutions statewide

As new air quality, VMT and NOx goals are established, promote TDM as one of the primary mechanisms for solving the problem, in partnership with DENR and others

Develop tools and training to benefit local programs and enhance their performance; encourage partnering with other TDM programs, states and DOT’s to assist in the marketing and management of current TDM programs Develop annual awards, a “Program of Excellence” to enhance current program performance at the local level, incentives and necessary market research to increase commuter awareness of TDM and improve stakeholder, political awareness/response to existing programs

ANTICIPATED RESULTS:

Clear direction, focus for statewide efforts and program with effective leadership and management; effective management of local programs with training and monitoring of

Statewide Transportation Demand Management Plan

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performance-based programs; more efficient use of state funding for ridesharing and TDM; new focus on innovation; improved awareness at local level concerning benefit of TDM/ridesharing

STRATEGY:

3. Revamp the existing vanpool program to increase results in several areas: improving number of vans in full operation, enhancing overall management and marketing, elevating the role that vanpooling plays in the state’s TDM “toolbox”

Create new program goals and objectives and a program evaluation plan using an external “SWAT” Team as defined in the Guiding Principles

Develop a revised management plan for existing vans and evaluate specific program elements including insurance, variable size vehicles, central clearinghouse and multiple state programs

Evaluate local and statewide marketing options to improve commuter responses to the program; evaluate impact

ANTICIPATED RESULTS:

Centralized vanpool operations, central clearinghouse for insurance (on a statewide basis), multiple options for vehicles, improved placement and tenure of vans,

resurrection of such tools as state vanpool census and tools to track performance, increased vans in operation statewide.

STRATEGY:

4. Establish a TMA (Transportation Management Association) for State Government/Employees

(This recommendation includes the resurrection of an earlier proposal for a teleworking program and a proposed partnership with NORTEL for a “loaned

executive” to work directly with the three Secretaries of NCDOT, DENR and DOA to develop the project.)

Create/implement the program with 3 key elements, (1) preferential parking for car and vanpooling, (2) a flexible work hours program, and (3) subsidized transit pass program with a central sales outlet and parking “cash out”; the teleworking program would be a separate, critical element

To assure the success of these programs, launch a formal study of state employee parking and pricing. NCDOT, DENR and the new TMA should lead this effort along with SMARTCOMMUTE and TTA

ANTICIPATED RESULTS:

Reductions in VMT, improved air quality, reduction in parking demand, increases in employees teleworking; increased employee parking pricing; specifics will be based on the outcome of the TMA

STRATEGY:

5. Establish a second TMA (Transportation Management Association) in Asheville, focused primarily on “smart growth” and air quality goals

Using a select corridor, such as the Broadway or Biltmore Corridor, TDM

measures would be incorporated into existing plans for “smart growth”, effective management of transportation resources and improved land planning; improved transit services and vanpooling might also be part of a package of related service improvements

ANTICIPATED RESULTS:

Employer and community-based participation, reductions in VMT, improved air quality, reductions in parking demand; specifics will be based on the outcome of the plans for the TMA

STRATEGY:

6. Working in cooperation with US EPA, create a statewide model for implementation of

“Best Work Places for Commuters”

Working with EPA, NCDOT should develop a statewide partnership designed to increase the number of employer-based transportation programs targeted at VMT, NOx reduction; program focus should be on innovative solutions to transportation and mobility problems statewide

ANTICIPATED RESULTS:

Model program statewide with performance-based goals and objectives and employer leadership and participation; increased employer participation in transportation

management and ridesharing programs