1. The Case for TDM Making the Case for Strategic Partnerships in TDM – Examples from the Greater Toronto and Hamilton Area

2. Outline 1. Smart Commute Initiative 2. Smart Commute at Metrolinx 3. Strategic Partnerships 4. Lessons Learned Ryan Lanyon Team Lead, Smart Commute Metrolinx (GTTA) October 21, 2008 Smart Commute works with various stakeholders to relieve traffic congestion, improve air quality and health, and reduce emissions that cause climate change.

3. Smart Commute Initiative  Municipal partnership –Toronto –Peel –Mississauga –Halton –Hamilton –York –Durham  Transport Canada  No provincial funding

4. Source: MTO, GO Transit, Globe and Mail SCI – A Common Solution

5.  Benefits of TDM  Immediate action on congestion  Environmental benefits  Infrastructure savings  Health benefits  Economic and social benefits  Municipal partnership  Additional leverage for funding  Keeping up with the neighbours / competition

6. SCI – Balancing the Partnership  Equal input and control  Memorandum of understanding  Steering Committee  Proportional contributions to central coordination  Equal opportunity to access funding  Leading through example  Municipal information sharing and competition  Federal funding  Other challenges – construction, parking

7. Smart Commute at Metrolinx  Federal funding coming to an end  Broad community support  Established partnerships –Municipalities and Transit –Business community –NGOs –Academics and experts  Public engagement –Media –Carpool Zone

8. Smart Commute at Metrolinx  Increased provincial interest  Growth management  HOV lanes –Smart Commute helped to promote  Provincial Government establishing Metrolinx  (Greater Toronto Transportation Authority)  TDM included in mandate  Same service area as Smart Commute  Province/Metrolinx to assume federal role in SCI

9. Strategic Partnerships  Non-governmental organizations  Support for mandate –Can advocate on your behalf  Innovation and learning –More flexibility –Source of ideas and experimentation  Program delivery –Tap into existing programs –More nimble and efficient  Pollution Probe, Green Communities Canada

10. Strategic Partnerships  Corporate and business partnerships  Add credibility –Not just a government or community program; larger buy-in  Access new audiences –Customer base –Brand loyals  Add value –Enhance what you have to offer –Services otherwise unavailable  Goodyear, Lunch Express

11. Lessons Learned  Align mutual interests  Municipalities –Cross-boundary issues  Municipalities and Transport Canada –Reduce car use (for different benefits)  NGOs –Reduce vkt/emissions  Separate strategies –Build the value proposition based on the needs of your partners

12. Lessons Learned  Speak in the same language  Adjust your pitch to address the needs of your partner  Cite the policies and plans that support your goals  Find an internal champion to help you  Support your claims  Monitor  Evaluate  Promote your results

13. Lessons Learned  Take advantage of opportunities  Doors open through luck and chance –Metrolinx/GTTA – concurrent timing –Goodyear – chance meeting  Always answer a call for help  Understand roles and responsibilities  Who will do what?  Who is responsible?  Municipalities – MOU  Municipalities and Transport Canada – Agreement

14. Lessons Learned  Rarely a perfect fit  May not be permanent  Discontinue or reestablish the relationship  All partners are linked through you  Consider the impact on partners  Consider the relationships partners have with their partners  Learn from mistakes  Partnerships are a risk that can pay off dividends

15. Lessons Learned  We are not alone  The case for TDM exists –Many others benefit from TDM activities  Partners are out there –Think creatively and test the waters –Strengthen your support network  Support exists –Tap into networks –Sell yourself –Be patient

16. Questions? Ryan Lanyon Team Lead, Smart Commute Metrolinx ryan.lanyon@metrolinx.com 416-874-5933