Transcript Document

Smart Commute Initiative (SCI)
Transportation Management Associations (TMAs) and
Employer-based TDM in the Greater Toronto Area and Hamilton
“The old model where people got up in the
morning, drove downtown to work and then
drove home again at the end of the day just
doesn’t work anymore.”
- Hon. Harinder Takhar, 2006
Outline
1.
2.
3.
4.
5.
6.
7.
TDM - Benefits
TDM - Opportunities and Challenges
Background - TDM and SCI
Partners and Funding
Objectives
Success-to-date
Ryan Lanyon
Next Steps
Project Director
April 28, 2006
TDM – Benefits

Social cost benefits
 Public cost benefits
 Business benefits
 Other benefits
TDM - Social Cost Benefits

External costs of auto use
Costs
$US Per Veh-mile
Traffic Services
1.2¢
Fuel Externalities
1.6¢
Roadway Land Value
2.6¢
Traffic Congestion
4.0¢
Environmental Costs
4.0¢
Roadway Costs
4.8¢
Non-residential Parking
12.0¢
Crash Damages
10.0¢+
Land Use Impacts
?
Equity Impacts
?
Total
40.2¢
Source: VTPI
“Without alternatives to
highways, congestion is
forecast to increase
dramatically throughout
the [Greater Toronto Area]
over the next 20 years.”
Toronto Board of Trade
TDM - Public Cost Benefits

Capital Costs
 Transportation infrastructure
 Utility infrastructure

Operating Costs
 Enforcement and collisions in Ontario = $9.1 billion
– Ontario Association of Chiefs of Police, 1998

Health Care Costs
 From $900 million in 2001 to $5.6 billion by 2021
 Ontario Smog - $507 million to $702 million by 2026
TDM - Public Cost Benefits
TDM Benefits
 1% reduction in motor vehicle travel = 1.4% to 1.8%
reduction in crashes
– Victoria Transportation Policy Institute
 Fatality/injury risk for transit users is 5% of risk for
auto users (by distance)
 Increased efficiency of existing infrastructure
 Improved effectiveness of new investments
 Address short-term traffic issues (construction)
 Denver, Colorado – VMT reduced by 74,800 miles/d
TDM - Business Benefits

Minimized congestion and delay
 $3.0 billion lost to congestion per year by 2021
– Equal to 1.3% of regional GDP
 Aspen, Colorado – Traffic volumes maintained at
1993 levels

Increased productivity
 Guardian Life Insurance – 10-20% (Telework)
 Matsushita Kotobuki – 10% (Alternative Work Hours)
TDM - Business Benefits

Better access to labour force
 Improved employee retention and morale
 Reduced employee absenteeism
 Predictable travel time
 Dependable means of getting to work
 $374 million in lost workdays due to smog in 2005

Reduced office space and parking requirements
 Improved efficiency
TDM - Other Benefits

Individual benefits





Access to employment
14% of Canadian household spending
5% to 20% of delivered price of goods
Fluctuating gas prices
School benefits
 Reduced congestion around schools
 Increased space for expansion
 More access to students
TDM - Other Benefits

Public health benefits
 Improved respiratory health
 Increased physical activity

Environmental benefits
 Improved air quality and reduced GHG emissions
– TDM = $14 to $66 USD per tonne
– Fuel-based options = $148 to $3,500 USD per tonne
 Transportation = 50% of individual emissions
TDM - Opportunities and Challenges

GTA and Hamilton Baseline Attitudinal Survey
 Conducted May 25 to 31, 2005
 Telephone survey of 1,000 commuters, 3.1% margin
of error
–
–
–
–
–
–
City of Toronto – 375 samples, 5.1% margin of error
York Region – 125 samples, 8.8% margin of error
Durham Region – 125 samples, 8.8% margin of error
Peel Region – 125 samples, 8.8% margin of error
Halton Region – 125 samples, 8.8% margin of error
City of Hamilton – 125 samples, 8.8% margin of error
TDM - Opportunities and Challenges

Public recognition that congestion needs to be
addressed
 86% of GTA and Hamilton residents believe
transportation to be an important issue
 Congestion, delay and gridlock are main issues
 80% see transportation as an important part of their
daily lives.
TDM - Opportunities and Challenges

Demand management and alternatives to
driving alone are increasingly seen as solutions
 Commuters are set in their ways concerning mode of
transportation
 Satisfaction with current mode and lack of options are
main reasons for not switching
TDM - Opportunities and Challenges

Those who would switch – ideal mode
 35% would drive alone
–
–
–
–
Durham and Peel residents prefer driving most
26% - travel time
22% - convenience
21% - commuting costs
 35% would take transit
 Why ideal is not used
– 23% - travel time
– 19% - costs (parking, etc.)
TDM - Opportunities and Challenges

88% have not heard of Smart Commute
 94% have not used services
 Of those who heard of Smart Commute
 88% do not know how to contact
 36% believe it’s a great idea

91% have not heard of Commuter Challenge
Background - TDM in the GTAH

1990s
 TDM discussed at various levels and local
governments in GTAH
 Planners begin to look to TDM as part of the solution
to traffic and gridlock

1999
 City of Toronto and Toronto Board of Trade work
together to take action on congestion and air
pollution; form TMA Steering Committee
Background - BCRTMA

2001
 Black Creek Regional Transportation Management
Association formed
– First TMA in Ontario
– Centred around York University
– Other members include Bombardier Aerospace, Seneca
College, Knoll (furniture maker) and Toronto and Region
Conservation Authority
– Now known as Smart Commute North Toronto, Vaughan
Background - BCRTMA

2002
 Black Creek TMA Success
–
–
–
–
Improved transit service, particularly from suburbs
10% more York University commuters NOT driving
3,000 fewer cars each day
68.37 tonnes of GHG emissions avoided per day; roughly
12,000 tonnes per academic year
– $33 million saved by not building two parking garages
Background - Congestion in GTAH

Early 2000s
 Congestion getting worse in GTA and Hamilton
– More than 70% of major highways congested in peak
periods
– Off-peak congestion occurring on some highways
– 100,000 new residents every year
– Gridlock to worsen by up to 45% by 2035
– Hamilton-Toronto travel time expected to be over two hours
Background - UTSP

Early 2000s
 Urban Transportation Showcase Program (UTSP)
– Transport Canada funding program
– Opportunity for municipalities to test TDM
– Local municipalities work together to propose a coordinated
project
– Network of transportation management associations
proposed
– Political and private sector support
– Proposal selected and funding announced in 2003
Background - Smart Commute

2004
 Smart Commute Initiative
– Implementation begins
– Two-tiered structure: SCA and TMAs
– Smart Commute Association staffed in 2005
Partners and Funding

Formal Partnership with MOU







Region of York (lead municipality, employer)
City of Toronto (host municipality)
Region of Peel
City of Mississauga
Region of Durham
Region of Halton
City of Hamilton
Partners and Funding

Other Government Partners







Town of Markham
Town of Richmond Hill
Town of Newmarket
City of Vaughan
City of Brampton
Town of Caledon
Ontario Ministry of Transportation
Partners and Funding

Private Sector Partners






Markham Board of Trade
Richmond Hill Chamber of Commerce
Mississauga Board of Trade
Brampton Board of Trade
Toronto Board of Trade (developing)
Various employers
Partners and Funding

Funding





$7.9 million project
Up to $2.5 million cash from UTSP
$1.36 million cash from municipalities
$1.57 million in-kind from municipalities
$2.52 million cash and in-kind from employers, other
grants or funding, other partners
Objectives

Six major activities






Smart Commute Association
Monitoring, Evaluation and Reporting
Marketing and Outreach
Ridematching Service (Carpool Zone)
Emergency Ride Home program
10 TMAS
– TMA = Group of employers working together to address
transportation issues in a geographic area or industry sector
Objectives

10 TMAs across GTAH
 Municipal leadership
 Smart Commute
Association legacy
 Reduce congestion
 Reduce GHG
emissions
 Improve air quality
Objectives

GTAH-wide ridematching service
 Emergency Ride Home program
 Contact 2,000 employers (200 per TMA)
 Market contact of 10% of commuters
 3% drop in SOV modal share and vkt
 Approx. 150,000 tonnes of GHG avoided per
year by 2010
Success-to-date - TMAs

Smart Commute Initiative announced in
June 2005
 TMAs offering services:
 Smart Commute North Toronto, Vaughan
 Smart Commute 404-7 (Markham, Richmond Hill)

TMAs launched and recruiting:
 Smart Commute Mississauga
Success-to-date - TMAs

TMAs about to launch:
 Smart Commute Brampton-Caledon
 Smart Commute Northeast Toronto

TMAs in development:





Smart Commute Toronto
Smart Commute Newmarket, Aurora
Smart Commute Halton
Smart Commute Hamilton
Smart Commute Durham
Success-to-date - TMAs

TMAs and Board of Trades
 Smart Commute 404-7
– Markham Board of Trade
– Richmond Hill Chamber of Commerce
 Smart Commute Mississauga
– Mississauga Board of Trade
 Smart Commute Brampton-Caledon
– Brampton Board of Trade (in discussion)
– Caledon Chamber of Commerce (in discussion)
 Smart Commute Hamilton
– Hamilton Chamber of Commerce (in discussion)
Success-to-date - TMAs

Municipalities Leading by Example
 Smart Commute Programs
–
–
–
–
City of Toronto (NYCC)
Region of Peel
Town of Markham
Town of Richmond Hill
Success-to-date - TMAs

Municipalities Leading by Example
 Smart Commute Programs to be Launched
– Region of Halton
– Region of York
– Town of Newmarket
 Program Planning Underway
– Region of Durham
– City of Hamilton
– City of Mississauga
Success-to-date - SCA

Smart Commute Association





Hub of research and development
Media launch
Integration into community
Synergies with other NGOs
Partnership development
Success-to-date - Tools & Services

TMA Toolkit
 TMA Feasibility and Planning Study Template
–
–
–
–
–
–
–
–
Standard approach
Context
Transportation Issues and Goals
Stakeholders
Existing Conditions and Travel Patterns
Existing Alternatives
Preliminary Planning
Available online at www.smartcommute.ca
Success-to-date - Tools & Services

TMA Toolkit
 Branding Tools and Standards Manual
–
–
–
–
–
–
–
–
Standard approach
Adoption of existing wordmark
Customized ‘subbrands’
Development of brand standards
Powerpoint presentation
Brochure, kitfolder, posterframe, certificate
Letterhead, fax cover, invoice, business card
Display booth and website
Success-to-date - Tools & Services

TMA Toolkit
 Recruitment Strategy
–
–
–
–
Recruitment guide (in progress)
Sales training workshop
Recruitment package
Template MOU
 Business Case
– Available online at www.smartcommute.ca
Success-to-date - Tools & Services

TMA Toolkit
 Baseline Tools
–
–
–
–
–
–
–
Employee commuting survey
Methodology and analysis guide
Site assessment
Vehicle and occupancy count
Employer Smart Commute Plan guide and artwork
Online survey capabilities with Survey Monkey
Available online at www.smartcommute.ca
Success-to-date - Tools & Services

TMA Toolkit
 Emergency Ride Home
– Program Guide
– Guidelines
– Marketing and education
– Taxi contracts; No rental car arrangement
– Tracking database
– Brochure artwork
– Available online at www.smartcommute.ca
Success-to-date - Tools & Services

Carpool Zone
 Launched November 24, 2005 at City of Toronto
– Councillor Adam Giambrone for Mayor David Miller
– Toronto Board of Trade President and CEO
 1600 users (and growing)
 76 carpools (68-77% active)
 5 employer subgroups
Early Results - Carpool Zone

Carpool Zone




More than 30 media hits (TV, Radio, Print, Web)
15.5 tonnes of GHG emissions avoided to date
67,154.2 vkt reduced
Added Peterborough and Region of Waterloo
Success-to-date - Tools & Services

TMA Toolkit
 Commuter Challenge
– June 4-10, 2006
 Web site
– www.smartcommute.ca
 Incentives and Promotions
 Reporting templates
– June, October and March
Success-to-date - Tools & Services

TMA Toolkit - Upcoming







Carpooling (supporting elements)
Transit
Telework
Cycling and walking
Alternative work arrangements
Shuttles
Vanpooling
– Feasibility study for GTA and Hamilton
Success-to-date - Results

Employers
 2500+ employers reached
 142,000+ employees represented
 Partnerships and memberships in negotiation
Success-to-date - Results

Market Contact
 37.5 million media impressions
– Reached entire population approximately six times
– Coverage to be posted at www.smartcommute.ca
Success-to-date - Results

Events
 Smart Commute Association
– ACT Canada workshop for GTAH with
Markham
Deputy Mayor and various stakeholders
– Launch of HOV lanes with Ministry of Transportation
 Smart Commute 404-7
– Luncheon with Ontario Minister of Transportation
 Smart Commute Mississauga
– Launch of TMA with Mayor, Minister, staff
Success-to-date - Results

Events
 Smart Commute Brampton-Caledon
– Launch of internal program for Region of Peel
 Smart Commute Toronto
– Launch of internal program for North York Civic Centre
 Displays and outreach at various community
events
Next Steps

TMAs





Continue development
Continue recruiting
Baseline surveys
Service delivery
SCA
 Continue operations
 Develop new tools and services
 Future planning
Next Steps
“Experience in both the [Greater Golden Horseshoe] and
other metropolitan regions shows that adding lanes to
solve traffic congestion is like loosening one’s belt to
deal with obesity, since traffic quickly fills up any new
road space built.”
- Conference Board of Canada, 2005
Questions?
Ryan Lanyon
Project Director
Smart Commute Association
[email protected]
416-338-0498