1. Smart Commute Initiative (SCI) Transportation Management Associations (TMAs) and Employer-based TDM in the Greater Toronto Area and Hamilton

2. “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

3. Outline 1. TDM - Benefits 2. TDM - Opportunities and Challenges 3. Background - TDM and SCI 4. Partners and Funding 5. Objectives 6. Success-to-date 7. Next Steps Ryan Lanyon Project Director April 28, 2006

4. TDM – Benefits  Social cost benefits  Public cost benefits  Business benefits  Other benefits

5. TDM - Social Cost Benefits  External costs of auto use “Without alternatives to highways, congestion is forecast to increase dramatically throughout the [Greater Toronto Area] over the next 20 years.” Toronto Board of Trade Costs$US Per Veh-mile Traffic Services1.2¢ Fuel Externalities1.6¢ Roadway Land Value2.6¢ Traffic Congestion4.0¢ Environmental Costs4.0¢ Roadway Costs4.8¢ Non-residential Parking12.0¢ Crash Damages10.0¢+ Land Use Impacts? Equity Impacts? Total40.2 ¢ Source: VTPI

6. 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

7. 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

8. 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)

9. 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

10. 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

11. 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

12. 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

13. 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.

14. 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

15. 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.)

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. Background - Smart Commute  2004  Smart Commute Initiative –Implementation begins –Two-tiered structure: SCA and TMAs –Smart Commute Association staffed in 2005

23. 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

24. 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

25. 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

26. 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

27. 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

28. Objectives  10 TMAs across GTAH  Municipal leadership  Smart Commute Association legacy  Reduce congestion  Reduce GHG emissions  Improve air quality

29. 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

30. 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

31. 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

32. 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)

33. 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

34. 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

35. Success-to-date - SCA  Smart Commute Association  Hub of research and development  Media launch  Integration into community  Synergies with other NGOs  Partnership development

36. 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

37. 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

38. 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

39. 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

40. 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

41. 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

42. 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

43. 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

44. 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

45. Success-to-date - Results  Employers  2500+ employers reached  142,000+ employees represented  Partnerships and memberships in negotiation

46. 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

47. 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

48. 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

49. Next Steps  TMAs  Continue development  Continue recruiting  Baseline surveys  Service delivery  SCA  Continue operations  Develop new tools and services  Future planning

50. 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

51. Questions? Ryan Lanyon Project Director Smart Commute Association ryan@smartcommute.ca 416-338-0498