Smart Commute Initiative: Establishment of a Multijurisdictional Workplace-based Transportation Demand Management Program Serving the Greater Toronto Area and Hamilton
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The Smart Commute Initiative was a workplace transportation demand management program serving the Greater Toronto Area and Hamilton from 2004 to 2007. It aimed to reduce single-occupancy vehicle trips, vehicle kilometers traveled, and greenhouse gas emissions through employer outreach and programs like ridesharing, transit incentives, and flexible work policies. Evaluation found the program helped eliminate over 14,500 tonnes of emissions and 1.27 million single-occupancy vehicle trips from 2004 to 2007. Lessons learned included the need for multi-jurisdictional cooperation, customized local implementation, and allowing sufficient time for behavior change monitoring.
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Smart Commute Initiative: Establishment of a Multijurisdictional Workplace-based Transportation Demand Management Program Serving the Greater Toronto Area and Hamilton
- 1. Smart Commute Initiative Establishment of a Multijurisdictional Workplace-based Transportation Demand Management Program Serving the Greater Toronto Area and Hamilton
- 10. SCI - TMAs
- 28. Questions? Ryan Lanyon Project Director Smart Commute Association [email_address] 416-338-0498
Editor's Notes
- - This makes Smart Commute like a diet – not as much fun as buying new pants, but a way to manage growth and save some money
- Tens of thousands of new cars each year Commuters moving further out Changing patterns mean more suburb-to-suburb commuting Dual-income households Kids living at home
- -Gridlock to worsen by 45% -Much of the travel cross municipal boundaries -Congestion costs $1.8 billion per year -Congestion cost porjection of $3.0 billion by 2021
- -Smart Commute necessary response to those growth and congestion pressures -Reaction to the current situation and land use patterns -Transportation demand management is a faster, more cost-effective solution
- -Transport Canada UTSP program catalyst for partnership -Take a proven model in GTAH and expand across -Smart Commute Black Creek -SOV mode share dropped from 70% to 60% at York University -deferred construction of two parking garages saving $30 million
- -New type of collaboration required new organizational structure -TC funding required one recipient = York Region -Partnership required spreading responsibility to all parties = MOU
- -Municipalities that signed MOU formed SCI Steering Committee - financial management - administration - Smart Commute Association - overall direction = FUNDERS Technical Committee - Participating municipalities - Technical details - TMAs = IMPLEMENTERS Advisory Committee - link to broader community - Transit, NGOs, Academics, Businesses = SUPPORTERS - SCA = PROJECT COORDINATORS
- -TMAs established in each partner municipality Largely follow municipal boundaries 7 created and operational by end of timeframe Durham has since launched, Hamilton soon, Downtown on hold
- -each TMA set up differently according to local context - 404-7 = board of trade - Mississauga = non-profit - Halton = municipality Municipal incubator Employers engaged as participants, but also lead initiatives on boards, steering and advisory committees for each TMA TWO TIERS - regional coordination but local customization - TMAs engage employers and work on the ground - SCA engages general public and provides support services to TMAs
- Unique split of responsibilities; some variances on the model in US and Canada Economies of scale vs. autonomy Response to differing municipal expectations and challenges Hamilton = environment 404-7 = traffic BLURRY LINE – shifting activities and responsibilities as initiative evolved
- Programming and services with employers and commuters – the ‘WHAT’ we do CPZ CONSOLIDATED systems and reduced cost - 404-7 - North Toronto, Vaughan - Employers CPZ – 16 MONTHS - 6,000 users - 500 carpools
- Programming captured in TMA Toolkit - assistance to TMAs from inception to full operation - practical tools - templates - services - knowledge and best practices - resource for TMAs, not required - services tailored by each TMA e.g. CYCLING - available at www.smartcommute.ca
- Monitoring a critical component of funding TTS not available at end of project Observed data difficult to isolate to behaviour change Commuter survey a basic scan of regional attitudes CPZ direct survey of clients
- -easier to isolate at employer level, but still not a closed system
- Much of the change through carpooling and from established programs Attitudinal survey and cordon counts both showed overall increase in carpooling From 7-12% of commute trips in 18 months Echoed by name recognition of Carpool Zone = 17% of commuters knew it Smart Commute name recognition at 10% Impacts from final year as TMAs come online
- UTSP funding to learn lessons Minimum 16 months to form a TMA from conception to launch
- -significant time investment in building relationships -minimum 10 months to recruit an employer from first phone call to launching service with employees -may be concurrent with TMA formation for leading employers
- -program still monitoring now = 18 employers SCA -need to provide value to existing partners -standardize development process
- -establishing good relationships is very important in a voluntary and cooperative effort
- Need central point of contact for all partners for flow of information Central point of contact for the public – redirect as appropriate -Technical committee crucial to communicating and obtaining understanding between partners -Employee turnover within program can have serious impact
- -TMA Toolkit offered choice Templates provide an economy of scale - not enough to create templates and packages and then distribute - must be accompanied with training and support for implementation
- -must be flexible but maintain some consistent for comparison - different operating models may lead to different results CONTRIBUTION AGREEMENT - monitor framework established before implementation - build into services like Carpool Zone - clear definition of indicators
- -gas prices -environmental consciousness CHANGE FROM NOTHING TO SUBSTANTIAL - Hurricane Katrina - windstorms in Vancouver - smog days, heat alerts and heavy rainstorms in Toronto -time for change - AWARENESS - TRIAL - USAGE - takes employees time to work through and change habits - look for immediate opportunities like OFFICE MOVES
- Relationship with business community is invaluable - Ontario Chamber called for provincial funding and involvement in 2006