Travel Demand Management  1.5‐1 

SECTION 1, CHAPTER 5

Travel Demand Management 

5.1 Introduction 

ThemunicipalandbusinessleadersofNorwalkrecognizethatCitystakeholdersmustworkcloselytogethertoreducethenumberoftripsbysingleoccupantmodes.Wecan’tbuildourwayoutoftheproblemoftrafficcongestion,butpromotingalternativetravelbycarpool,vanpool,transit,walkingandbikingcanhelpmakethemostefficientuseofexistingtransportationinfrastructureandpromotemobilityforallofNorwalk’scitizens.

5.1.1 Goals and Benefits 

TravelDemandManagement(TDM)canplayanimportantroleinmeetingbusinessandcommunitytransportationgoalsbyreducingstrainontheexistingparkingandroadwayinfrastructure.BelowarejustafewexamplesoflocaltransportationandrelatedbusinessconcernsalongwiththeTDMtoolsandstrategiesthatmaybeusedtoaddressthem.TDMalsooffersthebenefitsofimprovedairquality,reducedenergyconsumption,greateremployeeproductivity,accesstotransit,improvedeconomicgrowthandmoreefficientlanduse.Recognizingtheuniquegoalsandconcernsofdifferenttypesof

What is TDM? Travel Demand Management is a way of influencing individual travel behavior and providing expanded options to reduce the actual demand, or number of vehicles, placed on transportation facilities. The focus is on managing the demand side of the transportation equation rather than increasing supply by widening or building new roads. 

1.5‐2  Travel Demand Management    

organizations,thisdocumentwascreatedwithamodulardesign.Outlinedineachstakeholdersectionbelowarethetoolsandresourcesnecessarytoaddressthespecificneedsofdevelopers,institutionsandemployers,helpingthemtomeettheirtransportation‐relatedgoalsthroughtheuseofTDM.

5.1.1.1 Institutions 

Parkingisoftenoneofthebiggesttransportationchallengesforinstitutions.Plansforexpansionaredampenedwhentheneedtoconsolidateparkingintostructuredgaragesprovescostprohibitive,overlappingshiftscreatetemporaryparkingcrunches,andrelationshipswithneighborsbecomestrainedwhenparkingspillsoverontoadjacentlotsandresidentialstreets.CreatingacomprehensiveTDMplanwhichincludesparkingmanagementcanhelplessenthedemandforparkingandfreeupvaluablelandforotheruses.Parkingcash‐out,orofferingtheoptionofcashinlieuofaparkingspace,canencourageemployeestotakealternativemodes.TDMstrategiescanalsohelptoeasetemporaryparkingcrunches,asinthecaseofNorwalkHospital.Duringthe14‐monthconstructionofanewparkinggarage,parkingdemandwassuccessfullymanagedbyshuttlingemployeesfromanoff‐siteparkinglottothehospital.Pedestriansafetyisaconcernonmanyinstitutionalcampuseswherethecompetingneedsofpedestriansandvehiclesmustbecarefullybalanced.Providingparkingattheouterregionsofthesiteoroff‐siteandprovidingashuttlecanreducethenumberofvehicletripsinthecoreofthecampusbyemployeesorstudents.Transittooff‐sitelocationsoramenitiessuchasrestaurants,shopping,postalservices,gymsanddrycleanerscanreducetheneedformid‐daytripsoff‐campus.

5.1.1.2 Employers 

Researchhasshownthatemployer‐basedTDMprogramsareoftenthemostsuccessfulones.Employerscanhaveasignificantimpactonthetravelchoicesoftheiremployeesbyprovidingtheenvironment,informationandsupporttheyneedtotakeanalternativemodeortravelatoff‐peaktimes.Ataworksite,researchindicatesthattripsaretypicallyreducedby10‐30%withtheinstitutionofacomprehensiveTDMprogram.CreatingacompanyTDMplancanbenefitemployeesbyimprovingtheirhealth,savingthemmoneyandfreeinguptimespentdriving.Itcanalsoencourageacorporatecultureofsustainabilityandboostemployeemorale.Asimplewaytoprovidetransportationbenefitstoemployeesisbyprovidingacommutertaxbenefit.Employeesbenefitfromhighercompensation,andemployersbenefitbecausethemoneysetasidefortransportationexpensesisnotsubjecttopayrolltaxes.ImplementingaTDMplancanalsobenefitemployersbyaidingwithemployeerecruitmentandretention.Whenlocalhousingpricesarehigh,workersoftenchoosetocommutelongdistancesfromlessexpensiveareas.Longcommutescangrinddownemployeemoraleandreduceproductivity.Encouragingandsubsidizingtheuseof

Section 1, Chapter 5

  Transportation Demand Management  1.5‐3 

transitcanallowemployeestotakebacktheircommutetime,arrivingtoworkrelaxedandreadytoworkratherthanstressedoutfromthedailybattlewithtraffic.Parkingcanoftenbeachallengeforemployerstryingtobalancetheparkingneedsofemployeesandcustomers.ParticularlyindowntownareaslikeSoNoandUptown,businessescanworktogethertomanageparkingsothatpayingcustomershaveaccesstoprimeparkingclosetothebusinesses.TheNorwalkParkingAuthority(NPA)hasmadegreatstridesinprovidingappropriateparkingoptionsinSouthNorwalk,makingtransituseeasierforcommutersandaddingtoSoNo’sgrowthandvitalityasaregionaldestination.MoreinformationontheNPA’sinitiativesandsuccessesisprovidedinSection5.1.2.3.Forindividualemployers,offeringtheoptionofcashinlieuofaparkingspacecanencourageemployeestotakealternativemodesandreducetheoverheadcostsofparking.Largeremployersmaybeabletolocateparkingoff‐siteandprovideashuttleforemployees.Otheremployertoolssuchasalternateworkhours,telecommuteprograms,education,vanpools,etc.arediscussedinmoredetailinSection5.2–TDMToolbox.

5.1.1.3 Commuters 

Asacommuter,walking,biking,carpooling,vanpooling,telecommutingortakingtransitcanhelpyousavemoneyonyourweeklycommute.Usinganalternativemodecanalsogiveyouthebenefitofbetterhealthandmentalwellnessandfreeuptimeforhobbiesyoumayenjoylikereading,writing,crafting,puzzlesorgames,orwatchingafavoriteshowonyourwaytowork.Vanpoolingorcarpoolingcanalsobeagreatwaytogettoknowyourcoworkersbetterortodebriefandunwindfromyourdaybeforecominghometofamilyresponsibilities.TheCityofNorwalkshouldencouragecommuterstousethetoolsoutlinedinthisdocumenttoplanadifferentwayofgettingtowork,appointmentsorotheractivities.ConnecticutCommuterServicescanassistcommutersinplanningtheirtripandcanalsoprovideinformationwhichtheymayusetoencouragetheiremployertoparticipateincommuterbenefitprogramssuchastelecommutingandtaxincentives.Eventakinganalternativemodeonedayaweekcanpaydividendsintermsofhealthandmoneysaved.

5.1.2 Local Successes 

TDMstrategieshavealreadybeenusedsuccessfullybylocalbusinessesandinstitutionswithintheCityofNorwalk.AmongthesesuccessesaretheparkingmanagementandtransitconnectionsatNorwalkHospital,thetransitserviceandon‐siteamenitiesatMerritt7CorporateParkandtheparkingmanagementinSouthNorwalk.

1.5‐4  Travel Demand Management    

5.1.2.1 Norwalk Hospital 

NorwalkHospitalfacesacommonchallengeinprovidingenoughparkingforemployees,patientsandvisitors.ThehospitalcloseditsparkinggarageinJanuaryof2011,allowingforconstructionofanewparkinggaragetoexpandcampusparkingcapacityby200vehiclesandimproveaccessforpatientsandvisitors.Duringthe14monthsofconstruction,parkingwassuccessfullymanagedbyshuttling400‐450passengersperdayfromanoff‐siteparkinglottothehospital.Inadditiontoexpandingitsparkingfacilities,thehospitalhasemployedacommuterincentiveprogramtoalleviateparkingdemandonitscampus.NorwalkTransitprovidesaCommuterConnectionshuttlethatbringsemployeesfromthetrainstationinSouthNorwalktoNorwalkHospital.ThehospitalprovidescommuterslivingoutsideoftheNorwalkareawitha$60commuterallowancefortravelingbybusortrain.Inadditiontothecommuterallowance,thehospitalsubsidizestransitpassesbyofferingemployeestheoptionofthree,10‐rideshuttlepassesatacostof$2eachoronefreeUniticket(combinedrail/buspass)permonth.Eachoftheseoptionsisvaluedatabout$27permonthforatotalof$87permonthincommuterincentivesforusingpublictransit.

5.1.2.2 Merritt 7 Corporate Park 

Despitetheeconomicdownturnofthe“GreatRecession,”theMerritt7CorporateParkhadavacancyrateofonly3%andcontinuedtosignnewandexistingtenants.TheMerritt7CorporateParkwasdesignedasatransportationhubtoprovidecommuterswithavarietyoftransportationoptions.Bycar,thesiteiseasilyaccessiblefromtheMerrittParkway(Route15)andtheRoute7connectortoI‐95.CommutersalsohavetheoptionoftakingatraindirectlytoMerritt7toGrandCentralTerminalinNewYorkCity.TheMerritt7Metro‐NorthRailroadStation,adjacenttothecomplex,islocatedapproximately45milesfromGrandCentralTerminalwithanaveragetraveltimeof74minutes.TheMerritt7StationoffersdirectservicetoDanburyandSouthNorwalkwithconnectionsinSouthNorwalktoNewHavenandGrandCentralStation.

Section 1, Chapter 5

  Transportation Demand Management  1.5‐5 

TheNorwalkTransitDistrictprovidesaNorwalkCommuterShuttlewhichoffersdirectservicebetweenMerritt7andtheSouthNorwalkTrainStation.Thiscommuterservicealsolinkswiththelocalbusservice.InadditiontotheNorwalkTransitservice,anon‐siteshuttleisprovidedbythepropertymanagementtopickuppassengersinfrontofeachbuildingandtransportthemtotheMerritt7trainstation.Passengersareallowedtowaitonboardtheshuttleuntiltheirtrainarrives,providingacomfortabletransitexperience.Merritt7alsohasacomprehensiveon‐siteamenitiesandservicespackage,allowingemployeestoaccomplisheverydaytasksanderrandswithouthavingtoleavethecorporatepark.Amenitiesincludebankingfacilities,abarbershop,twofull‐servicecafeterias,afitnesscenter,cardetailing,anewsstand,shoeshineandrepair,andcarrentalserviceonsite.Inadditiontotheon‐siteamenities,thecorporateparkissurroundedbyapartmentsandcondos,hotelaccommodations,diningandpersonalservices,childcareandpetcarefacilities,andahostofretailservices–allwithinwalkingdistance.

5.1.2.3 Norwalk Parking Authority 

TheNorwalkParkingAuthority(NPA)isanorganizationresponsibleformanagingandoperatingthemunicipalparkingintheCityofNorwalk.Itisaself‐sustainingorganizationthatisnotsupportedbytaxpayermoney.

1.5‐6  Travel Demand Management    

Inparticular,theNPAhashadnotablesuccessintheSouthNorwalk(SoNo)area.TheSoNotrainstationgarage,theWebsterLot,theNorthWaterStreetLot,MaritimeGarageandtheHavilandLotareallmanagedbytheNPA.Solar‐poweredpay‐by‐spacemachineswhichacceptbothcashandcreditcardswereinstalledinthelotsandfree15‐minutestreetparkingisprovidedinsomeareas.Thisensuresthatthemostvaluablespacesdirectlyadjacenttotheshops,restaurantsandotherlocalbusinessesareavailableforcustomerusewhilemorelong‐termparkingoccursinthemanagedparkinglotsandgarages.TheNPAalsomadeimprovementstotheHavilandParkingDeckwhichprovidesparkingforpatronsoflocalbusinesses.TheNPApromotesuseoftheSoNoMetro‐Northtrainstationbymakingiteasierforcommuterstofindparking.TravelerinformationisprovidedthroughtheuseofIntelligentTransportationSystems(ITS),namelyaparkingcountsystemtoinformcommutersofparkingavailabilityinthetrainstationparkinggarage,andreal‐timeparkingandtraininformationprovidedontheParkingAuthoritywebsite.

5.2 TDM Toolbox 

ThefollowingprovidesadiscussiononTDMapproachesandhowtheycanbeimplementedand/orappliedtodevelopmentsand/oremployerswithintheCity.Section2,Chapter4providesmoredetailsondevelopingspecificprograms.

5.2.1 Pedestrian Facilities 

Walkingcanserveasaconnectionbetweenothermodesoftransportation,suchastransit,carpoolandvanpool.Providingaconvenientandsafeenvironmentforpedestriansincreasesthenumberofemployees,studentsandresidentswalkingtooffices,schoolsandstoresduringthedaywithinanareaordevelopment.Inadditiontothetransportationbenefits,increasingthewalkabilityofanareacanpromoteeconomicdevelopment,preservesmall‐towncharacterandincreasepropertyvalues.Forbusinesses,promotingwalkingcanoftenresultinlowerinsurancepremiumsandcreditstowardLEEDbuildingcertification.Mostpeoplewillonlyconsiderwalkingtodestinationsthatarefivetotenminutesaway,orlessthanabouthalfamile.Thelongestdistancemostpeoplearewillingtowalkonaregularbasisisaboutonemile.Mappingout

Section 1, Chapter 5

  Transportation Demand Management  1.5‐7 

theareasthatarewithinthisradiusfromadestinationsuchasatowncenter,neighborhoodorcorporatedevelopmentcanhelptoprioritizeareasforimprovements.Areviewofpedestrianfacilitieswithinthisradiuscanreveal“missinglinks”suchasareaswithoutsidewalk,largeparkingfieldsandunsafeintersections.Thesetypesofobstaclesmayberelativelyeasytofixbutpreventamajorityofpeoplefromwalkingtoadestination.

5.2.2 Bicycle Facilities 

Bikingservesasanexcellentalternativeforshortertrips,andisalsoaperfectcomplementtotransitandotheralternativemodesforlongertrips.BicyclesareallowedonMetroNorthtrainswithabicyclepermit,andCTTransitbuseshavebicycleracksforthosetransferringfrombicycletotransit.ItshouldbenotedthatsomeadditionalrestrictionsonbicycleusageexistforMetroNorthtrainsincludingprohibitionofbicyclesduringpeakperiodsaswellasdiscretiongiventotheconductorstoexcludebicyclesastheyseefit.Oneproblembicyclingcanhelptoaddressislimitedparking.About10to15bikescanbestoredinthesamespaceasoneparkedautomobile.Employerswhopromotebicyclingtoworkcanbenefitfromcostsavingsfromreducingthesizeoftheirparkinglotsoropeningupparkingspacestopayingcustomers.TheymayalsobenefitfromlowercostsforinsurancepremiumsandcreditstowardLEEDcertificationfortheirbuildings.Aswithwalking,considerationmustbegiventothedistancepeoplearewillingtotravelbybicycle.Asaruleofthumb,mostriderswillbewillingtotravelapproximately10to15minutesbybike.Bicyclingrepresentsasignificantbenefittoemployeesastheysavemoneyonfuel,vehiclemaintenance,autoinsuranceandparkingfees.Theemployeehealthbenefitsofridingabicycletoandfromworkhavebeenshowntotranslateintobenefitsfortheemployer,includingreducedabsenteeism,increasedworkerproductivity,andfeweron‐the‐jobinjuries.Oneofthebigconcernsemployeesmayhavewhenconsideringbicyclingisarrivingtotheworkplacesweatyandinappropriatelydressed.Mediumtolargesizedcompaniesandownersormanagersofpropertiesmayconsiderinstallinglockersandshowerfacilitiesforbicycliststouse.Anothermajorconcernissafety.Installingbicycleracksinaconvenientandvisiblelocationprovidesasecureplace

1.5‐8  Travel Demand Management    

forbicyclestorage.EmployerscanhelptoeasetheconcernsofemployeesbyofferingaguaranteedridehomeprogramandvariableworkhoursasdescribedintheSupportServicessectionofthisToolbox.Aguaranteedridehomecanaddressthecommonconcernofbeingstrandedatworkintheeventofinclementweather,illness,bicycleequipmentmalfunctionssuchasflattires,andmid‐dayemergencies.Variableworkhoursallowbicycliststoarriveatworkduringnon‐peak‐hourtimestoavoidtrafficcongestionandfumes.

5.2.3 TDM‐Friendly Design 

Providingparkingattherearorsideofbuildingsreducesthefrontyardsetback,providingmoredirectaccesstothesiteforpedestrians,bicyclistsandtransitusers.Buildingsshouldbeclusteredtopromotepedestrianactivity,andthefrontentranceofbuildingsshouldbeorientedtowardtransitfacilitiesratherthanparkinglots.Pedestrianandbicycleroutesshouldbedirect,safeandinvitingwithmarkedpedestriancrossingsandcontinuoussidewalks.Sidewalksinhigh‐activityareasshouldbeatleast10feetwide,andresidentialsidewalksshouldbeatleast5feetwide.Off‐Streetbicyclepathsshouldbe8to12feetwide.Pedestrian‐vehicleconflictscanbeminimizedbyseparatingtheroadsandparkingareasfrompedestrianwalkways.Pedestrianareasandwalkwaysshouldbebufferedfromadjacentroadwaysbylandscaping,trees,oron‐streetparking.Paintedcrosswalksshouldbeprovidedatallcrossinglocations,andpedestriansignalsshouldbeprovidedatsignalizedintersections.Adequatelightingshouldbeprovidedforsafety.Bicycleparkingshouldbeprovidedintheformofbikeracksforshort‐termstorageorlockersformoreprotectivelong‐termstorage.Showers,lockersandchangingroomsalsocontributetotheconvenienceofbicyclingandmayencouragetheuseofbicyclefacilities.Busstopsshouldbeprovidedapproximately500to1,000feetfromthebuildingentranceand,ifpossible,

Section 1, Chapter 5

  Transportation Demand Management  1.5‐9 

theyshouldbelocatedon‐site.Providingastopincloseproximitytothebuildingentrancereducestraveltimefortransitusersandmakestransitmorevisibleasatraveloption.Atbusstops,amenitiessuchasbusshelters,trashreceptacles,bikeracksandseatingshouldbeprovided.Metro‐NorthhasNewHavenLinestationsatRowayton,SouthNorwalk,EastNorwalkandaDanburyBranchLinestopatMerritt7.Connectionstotheseandothertransitstopsshouldbeprovidedwherepossible.Providingaccesstoservicesandamenitieson‐sitecanmakepublicareasmorevibrantwhilereducingtripsoff‐site.Peoplemaycommutetoworkusingalternativemodesiftheyknowtheycanwalktothepostofficeduringlunch,ortheymaydrivetoworkalonebutwalktonearbydestinationsduringlunch.Eitherway,fewertripsareplacedontheroadsaroundthesite.Additionally,revenuegeneratedfromtheseamenitiesstaysonthepropertyratherthandownthestreetatotherlocationsthatmayhaveattractedthebusinessoftenants.Someservicesandamenitiesthatmaybeprovidedincluderestaurants,childcarefacilities,bankingfacilities,postalservices,conveniencestores,drycleaners,fitnesscenters,andconciergeservices.

TheMerritt7CorporateParkisagreatlocalexampleforprovidingon‐siteamenities.AcourtesyshuttletransportstenantstoandfromtheMetro‐NorthMerritt7trainstation,andmanyservices,includingafitnesscenter,carrental,diningfacilities,carwash,barbershop,banking,andconciergeservicesareprovidedon‐site.MoreinformationontheMerritt7CorporateParkmaybefoundinSection5.1.2.2.

5.2.4 Alternative Work Schedules 

StaggeredWorkHoursinvolvespreadingouttheemployeearrivalanddeparturetimestoavoidpeaktraveltimesandreducethecongestionoflocalstreetsandparkinglots.Typically,arrivalanddeparturetimesarestaggeredbyanywherebetween15minutestotwohours.

7 8 9 10 11 12 1 2 3 4 5

Shift A: 7:00 am to 3:00 pm

Shift C: 9:00 am to 5:00 pm

Shift B: 8:00 am to 4:00 pm

Conventional Work Hours

1.5‐10  Travel Demand Management    

Flex‐Timeisatypeofalternativescheduleinwhichemployeesworkfive,eight‐hourdayseachweekandareallowedtochoosetheirarrival,departureandbreaktimes.Thereistypicallyacorebusinesstimeinwhichemployeesarerequiredtobepresent.Thistimeallowsformeetingsandcompany‐wideeventstobescheduled.Forexample,withcorehoursof10:00amto3pm,employeescouldbegintheirdayat6amandworkuntil3pm,ortheycouldbeginworkat10:00amandleaveat7:00pm.InaCompressedWorkWeekarrangement,employeesworklongerhoursbutforfewerdaysperweekorperpayperiod.Thismaybedoneinanumberofdifferentways,butthetwomorecommonschedulesarethe4/40programandthe9/80program.Inthe4/40program,employeesworkfour10‐hourdaysperweek.Toensurebusinesscontinuity,manycompanieshavehalftheemployeesworkMondaythroughThursdayandtheotherhalfworkTuesdaythroughFriday.The9/80programconsistsofeight9‐hourdaysandone8‐hourdayperpayperiod.Thistranslatestoonedayoffeveryotherweek.Similartothe4/40program,employersmayhaveemployeesstaggertheirFridaysofftoensurecoverageofthefive‐dayworkweek.Oneofthemorecommonapplicationsofthecompressedworkweekscheduleisingovernmentagenciesandeducationinstitutions.Byclosingthegovernmentofficeorschoolonedayperweekorperpayperiod,operatingcostsarelowered.Anaddedbonusisthatthelongerdaysextendcustomerservicehours.

5.2.5 Telecommute Programs 

Manybusinessesallowemployeestoworkfromhomeoranotheroff‐sitelocationpart‐timeorfull‐time.Thisisdueinparttothefactthatjobsaremoreportablethantheyoncewere.Employeesareoftenabletoworkoveracompany’snetworkandinsome

6 7 8 9 10 11 12 1 2 3 4 5 6 7

Core Business Hours

10:00 am to 7:00 pm

6:00 am to 3:00 pm

8:00 am to 5:00 pm

Monday Tuesday Wednesday Thursday FridayGroup A Off 10 Hrs 10 Hrs 10 Hrs 10 HrsGroup B 10 Hrs 10 Hrs 10 Hrs 10 Hrs Off

Monday Tuesday Wednesday Thursday FridayGroup A 9 Hrs 9 Hrs 9 Hrs 9 Hrs 8 HrsGroup B 9 Hrs 9 Hrs 9 Hrs 9 Hrs Off

Group A 9 Hrs 9 Hrs 9 Hrs 9 Hrs OffGroup B 9 Hrs 9 Hrs 9 Hrs 9 Hrs 8 Hrs

Week 1

Week 2

Section 1, Chapter 5

  Transportation Demand Management  1.5‐11 

casesallthat’srequiredisatelephone.Moreandmore,familiesareusingtelecommutingtoprovideflexibilityintheirmodern‐dayschedulesastheyjugglethedemandsofwork,childrenindaycare,andthecareofelderlyparents.Businessesareembracingtelecommutingasawaytorecruitaskilledworkforceandminimizebusinessdisruptions.Thefollowingisalistofsomeofthekeybenefitsoftelecommutingforemployers:

Minimizebusinessinterruptionintheeventofastormornaturaldisaster Offergreaterflexibilityforemployees Increaseproductivityandmorale Saveonfacilitiescosts Reduceabsenteeism Helprecruitandretainskilledworkers Reducetrafficcongestion

Businessesareoftenconcernedabouthowatelecommutingprogramwillaffectemployeeaccountability.Withagoodtelecommutingpolicyinplacewhichincludesagreementsonresponsibilities,obligationsandrequirementsforcommunicationandreporting,businessescanprovidetheiremployeeswithfreedomandflexibilitywhileensuringtheyareheldaccountable.Indecidingwhetheratelecommuteprogramforsomeorallofyouremployeeswouldbebeneficial,itiscrucialtoexaminethetypeofworkthatisbeingdoneandtheappropriatenessoftelecommutingtoeachtypeofposition.AcommonscenarioforbusinessesinNorwalkisthatmanyemployeescommutelongdistancesbecauseitisfinanciallyinfeasibleforthemtolivewithinFairfieldCounty.Facedwithalongcommute,someemployeesmaysearchforanewjobclosertotheirplaceofresidence.Withatelecommutingprogram,employerscanallowemployeestoworkfromhomeoneormoredaysaweek,alleviatingsomeofthestressofcommutingandimprovingmorale.OnelocalresourceisTelecommuteConnecticut,aprogramsponsoredbyConnDOT,providesassistancetoConnecticutemployersindesigning,developingandimplementingatelecommutingprogram.

5.2.6 Education 

Educationandinternalmarketingcanincreaseawarenessofalternativetransportationandthecommutingservicesofferedbyorganizations,propertymanagers,theCityofNorwalk,andConnDOT.Itcanalsoconvincepeopletotryanalternativemodeorencouragethosewhoalreadyparticipatetocontinue.OnewaytomaximizetheeffectivenessofinternaleducationandmarketingcampaignsistodesignateanEmployeeTransportationCoordinator(ETC).AnETCisapersonwithin

1.5‐12  Travel Demand Management    

anorganizationwhoassistsandencouragesemployeesusingalternativetransportation.Whiledevelopmentsandlargecompaniesmayhaveafull‐timeETC,inmostcasesitisapart‐timerole.Often,amemberanorganization’shumanresourcesoradministrationstaffservesasETC.Providingtravelerinformationisoneofthemainwaystoincreaseawarenessoftraveloptionsandaidtravelersinfindingthefastestandeasiestmodeandroutefortheirtrip.Thisinformationcanbestatic,asinthecaseoftransitrouteinformationdisplayedonbrochures,schedules,bulletinboardsandwebsites.Travelerinformationcanalsobedynamic,providingreal‐timetrafficortransitserviceinformationthroughtheuseofGPSorothernetworkingdevices.Travelersmayaccessthisinformationfromtheircomputersorinmanycasesfromtheircellphones.Newemployeeorientationisaperfecttimetoeducateemployeesonthebenefitsofalternativecommuting.Providinginformationontraveloptionsandhelpinganemployeetoestablisharoutineofusingtransit,walkingorbikingcanbemoreeffectivethantryingto“convert”someonewhoconsistentlydrivesasingleoccupantvehicletowork.Informationcanalsobeprovidedusingatabledisplayatacompanyevent.Anotheropportunityforeducationisa“lunch&learn”or“share&learn”presentation.Providingashortpresentationduringlunchtimeseveraltimesayearcanprovideencouragementandremindemployeesoftheirtraveloptions.Havingthosewhoalreadycommutealternativelysharetheirexperienceswiththegroupcanoftenmakeforaninterestingpresentation.Specialevents,suchasNationalBiketoWorkWeek,whichoccursannuallyinMay,oraCommuterChallengecanencouragecommuterstotryadifferentmode.Atrialuseallowsemployeestodetermineifthealternativemodeorschedulewillfitwiththeirlifestyle.Iftheemployeehasapositiveexperience,theywilllikelycontinuethealternativecommutingbehavior.AlongwiththecommutingresourcesoutlinedinthisTDMToolbox,ConnDOTfeaturesaninteractivetravelmapontheirwebsite.Thismapprovidesinformationaboutthehundredsofparkandridelotslocatedthroughoutthesite,aswellasconstructionandtrafficincidentinformation.

5.2.7 Rideshare Matching 

Carpoolingisaneasycanconvenientwayforcommuterstosharearide.Itisbestdonebyco‐workersorthoselivinginthesameneighborhoodandtravelingtoasimilarworklocation.Carpoolingcanbemoreflexiblethaninter‐citytransit,andridingwithpeoplewholiveorworkincloseproximityreducestheamountoflosttimeatoneorbothendsofthejourney.

Section 1, Chapter 5

  Transportation Demand Management  1.5‐13 

Peoplewholiveorworkclosetoeachotheraremorelikelytosharearide.Ridesharematchingisaservicethatidentifiespeoplelivingwithinthesameareawhoworkatthesamelocation,orthosewholivenearaparkandridelotorchildcarefacilitywhoworkneareachother.Ridematchingistypicallydonethroughacomputerprogram,andincreasinglytheseprogramsarehostedonline.Successfulcarpoolingarrangementsarebuiltontrustandconvenience.Carpoolersmustbeabletorelyontheirrideshowingupeverymorningontimeandknowthattheywillhaveapleasanttrip.Oneofthemainmotivationstocarpoolisreducedtravelexpenses.Carpoolingwithfamilymembersmayeliminatetheneedforasecondcar,andtravelingwithanothercommutersavesmoneyongasandvehiclewearandtear.Somewhocarpoolrideinthesamevehicleeverydaywiththepassengerpitchinginforgasandparkingexpenses,whileothersrotatedrivingresponsibilitiestoavoidtheneedforafinancialtransaction.Asignificantreductionintravelexpensescanoutweighthenegativeimpactstotraveltimeorconvenience.Oneofthekeystoasuccessfulcarpoolingprogramisprovidingsupportforcarpoolersthroughridematchingprograms,preferredparkingandotherservices.LocalResourcesinConnecticutincludeConnecticutCommuterServicesandMetroPoolofferridesharematchingservices.

5.2.8 Incentives 

Incentivescanbeusedtoencouragepeopletostartorcontinuealternativetransportationbehaviors.Commuterscanearncashoranynumberofdifferentrewardsfortheirtravelchoices,someofwhichmaybeusedtohelpoffsetthecostsoftheirchosentravelmodes.OneoptionforemployeeswhoparticipateinaTDMprogramisentryintoadrawingforaprizewhentheyusealternativetransportation.Prizescanbecash,transitpassesorgiftcertificatestolocalbusinessesanddrawingscanbedonemonthly,quarterlyorannually.Anotherusefulbenefitismode‐specificrewards,suchasabicyclerepaircertificateforthosewhobicycletowork,transitpassesforthosewhotakethebus,oragiftcertificatetoafitnessstoreforthosewhowalktowork.Recognitionisalsoamotivator,andemployeescanbehonoredfortheirtravelchoicesinthecompanynewsletter.Localbusinessescanberecognizedinthelocalnewspaperforbeingagoodneighborandbenefitingthecommunitybyreducingtrafficcongestion.

1.5‐14  Travel Demand Management    

Businessescangiveemployeesextravacationtimeforusingalternativetransportation.Thosewhousealternativetransportationacertainnumberoftimespermonthorperquartercanearnadditionalhoursofvacation,typicallyamountingtoonetotwoextradaysperyear.

5.2.9 Tax Benefits 

Thefederaltaxcodeincludesseveralfinancialincentivesfromemployersandemployeestopromotealternativemodesoftransportation.Foralloftheseoptionstheemployermustparticipateinthetaxprogrambeforeemployeesareallowedtoparticipate.Thetaxincentiveoptionsareoutlinedbelow:Employer‐PaidTransportationBenefitEmployersmaypayupto$230permonthperemployeefortransitorvanpoolexpenses.Employeesgetatax‐freetransportationbenefitandemployersmaytakeataxdeductionfortheexpense.Employee‐Paid,Pre‐TaxTransportationBenefitEmployeescansetaside$230permonthtax‐freefortransitorvanpoolexpenses.Employersbenefitfromthisarrangementbecausethemoneysetasidefortransportationexpensesisnotsubjecttopayrolltaxes.ConnDOTpromotestheCommuterTaxBenefitprogramtohelpcommutersandbusinessesunderstandthefederaltaxlaw.Forinformation,visitwww.commutertaxbenefit.org.Exhibit5‐2presentsageneralexampleofhowtheCommuterTaxBenefitworks.

Exhibit 5‐2  Example Transportation Benefit 

Without Program With Program

$1,200 raise $1,200 transportation benefit

Cost to Business $1,300 (salary + FICA) $792 (benefit less federal tax deductions)

Net Salary Increase for Employee

$700 (after taxes) $1,200 (tax-free benefit)

Shared‐CostTransportationBenefitsEmployersandemployeessharethecostoftransitorvanpool.Aportionofthetransportationcostispaidfortax‐freebyemployers,andtheemployeepaystheremainderofthecostbysettingasideaportionoftheirsalarytax‐free.ParkingCash‐OutEmployeeshavetheoptionof“cashingout”theirparkingspacefortaxablesalaryoratax‐freetransportationbenefittohelppaytransitorvanpoolexpenses.Thisoptionhas

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  Transportation Demand Management  1.5‐15 

theaddedbenefitofreducingparkingdemandandreducingparkingcostsforthoseemployerswhothemselvespayforparking.

5.2.10 Transit Passes 

Connecticutisrichinwell‐established,interconnectedtransitsystemsduetoitscommuterculture.WorkerscommutelongdistancestotheirplacesofbusinessinNorwalk,Stamford,andNewYorkCity.Manypeopleusetheconvenienceoftransitasawaytotakebacktheircommutetime,readingabookorworkingonthetrainratherthanwaitingintraffic.TheMetro‐NorthNewHavenLineprovidesdirectroutesfromNorwalksouthtoNewYorkCityandnorthtoNewHaven.TheDanburyBranchoftheNewHavenLineprovidesservicefromtheSouthNorwalkStationtotheMerritt7CorporateParkonEastStreetthencontinuesnorthtoDanbury.TheMetro‐Northrailroadconnectswithstate‐widebustransitservicefromCTTransitStamford,withfurtherconnectionstolocalNorwalkTransitDistrictservices.Manypeoplethinkoftransitonlyforcommuting,butNorwalkhasexcellentlocaltransitservicesaswell.Theselocalservicesprovidemobilitytothosewithoutpersonaltransportation.ThelocalfixedroutebusserviceinNorwalkiscalledWHEELS.Norwalk’sWHEELSserviceoperatesonapulsesystem,whereonebusfromeachroutemeetsatapulsepoint,theWHEELSHub,atBurnellBoulevardforfreetransfers.RegionalbusestoMilford,DanburyandStamfordalsomeetattheWHEELSHub.Asanexampleofhowtransitcanworkforbusiness,theMerritt7CorporateParkislocatedadjacenttotheDanburyBranchoftheMetro‐NorthNewHavenLine.Adoor‐to‐doorcourtesyshuttletransportstenantsandemployeesfromthetraintotheirplaceofbusiness.FormoreinformationonMerritt7CorporatePark,seeSection5.1.2.2.

5.2.11 Vanpool Subsidies 

Oneofthebestapplicationsforavanpoolisatacompanythatistryingtoattractorretainemployeesfromoutlyingareas.ThisisacommonconsiderationinNorwalkbecausealthoughtheCityhasinstitutedzoningregulationsprovidingforaffordablehousing,manyworkerswhocommutetoFairfieldCountychoosetoliveinmoreaffordableareasofthestate.Asuccessfulvanpoolisarrangedaroundemployeeswhoworkneareachotherandliveinthesameoutlyingregion.

1.5‐16  Travel Demand Management    

Thereareseveraloptionsforfinancing,insuringandmaintainingafleetofvanpoolvehicles:Employer‐SponsoredThecompanypurchasesorleasesthevans,providesinsuranceandmaintainsthefleet.Costsmayberecoveredthroughpassengerfares,improvedemployeeproductivityandareducedneedforparking.Owner‐OperatedAnindividualpurchasesavanandchargespassengers.Theownerofthevanisresponsibleforinsuranceandmaintenancecosts.Third‐PartyApublicagency,ridesharingprogram,orpublic‐privatepartnershipleasesvanstocommutergroupsoremployers.InConnecticut,thelargestthird‐partyvanpoolsystemisEasyStreet.TheprogramissponsoredbyConnDOTandoperatedbyTheRideshareCompany.Eachpassengerpaysafareeverymonthtorideinoneofthevans.Therearecurrentlyover300establishedroutesacrossthestateofConnecticut.Employersmayofferasubsidytopayforallorpartofthecostofavanpoolfare.Anotheroptionisanemptyseatsubsidyinwhichtheemployerpaysthefareforanemptyseatinordertokeepavanpooloperationalfortherestoftheparticipants.AnexampleofasuccessfulrideshareprogramistheAutumnHarpCompanywhichcloseditsBristol,Vermontofficelocation.ThecompanyformedavanpoolagreementwiththeStateofVermontandpaidforemployeetransportationtotheEssexJunction,Vermontlocation.Throughtheuseofavanpool,AutumnHarpretained32 employees.SimilarsuccesseshavebeenexperiencedwiththeEasyStreetvanpoolservice.

5.2.12 Guaranteed Ride Home 

Employeeswhousealternativemodestogettoworkoftenworrythattheywillbestrandedwithoutavehicleifanemergencyshouldariseinthemiddleofthedayoriftheyhavetoworklate.Providingaguaranteedridehomeprogramcangiveemployeespeaceofmindintheirdecisiontobiketowork,carpool,vanpoolorusetransit.GuaranteedRideHomeprogramsareveryrarelyusedandsotheimplementationcostsareminimal.Severaloftheorganizationslistedintheresourcessectionofthistoolboxofferguaranteedridehomeprogramsthatemployersoremployeesmayparticipatein.

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  Transportation Demand Management  1.5‐17 

InConnecticut,aguaranteedridehomeprogramisadministeredbyConnecticutCommuterServices.

5.2.13 Parking Management 

Spaceforparkingisoftenlimited,andevenwhencreatingnewspacesispossible,itcancomeatapremium.Creatinganewparkingareascancostanywherefrom$500towellover$10,000perspaceandcanbemoreexpensive,dependingonthelocationandthevalueofthelanditsitson.Managingparkingcanlimitthedemandandencouragetheuseofalternativemodesoftransportation.Onestrategytomanageparkingistocreatepreferredparkingspaces.Thesespacesarereservedfortheemployeeswhocarpoolorvanpooltoworkinsteadofdrivingalone.Thesepreferredparkingspacesareoftenlocatednearthebuildingentrance,onthefirstfloorofamulti‐levelparkinggarage,orinanareaprotectedbytheweather.Parkingpricingisanotherwayofmanagingparking.Companiescansavealotofmoneyonparkingexpensesbypricingparkingsothatmoreemployeescarpoolorusealternativemodesoftraveltogettowork.Bychargingusersbasedonvehicleoccupancy,employeesaremorelikelytosharearide.Caremustbetakeninimplementingaparkingpricingprogramtopreventspilloverintootherparkinglots,whichmaycausediscordwithotherareapropertyowners.Itisalsoessentialtopricetheparkingappropriatelysothatemployeesdon’tsimplyparkinalessexpensivelotratherthantakeadvantageofridesharing.Indowntownbusinessdistricts,parkingpricingcanbeawayofincreasingparkingturnoverandallowingmorecustomerstousetheparkingspaces.Inaddition,thesespacesarelesslikelytobeoccupiedbyemployeesifpricedappropriately.TheNorwalkParkingAgencymanagesandoperatesthemunicipalparkingintheCityofNorwalk.MoreinformationontheNorwalkParkingagencymaybefoundinSection5.1.2.3.

1.5‐18  Travel Demand Management    

Thefollowingtableillustratessomeofthestrategiesthatmaybeusedtopriceparking:

Parking Pricing StrategiesParking Transportation Allowance 

Providesemployeeswithamonetarycredittowardspurchasingcommutingrelatedtransportationgoodsandservices.Employeesusecredits(i.e.,‘transportationallowance’)topurchasetheirowntransportationorpayfortheirownparking.Otherversionsofatransportationallowanceprogrammightallowemployeestoselectfromamenuoftransportationgoodsandservicesthattakeadvantageoftaxincentivesandbusinessdeductions.

Unbundled Parking Leases 

Aleaseisunbundledwhenthechargeforbuildingorofficespaceisseparatefromchargesforparkingspacesandthereistheflexibilitytovarythenumberofparkingspacesrented.Byunbundlingparkingleases,employerscanuseparkingpricingstrategiestoreduceparkingdemandandreducecompanyparkingexpenses.Employerswhoareawareofparkingcostsmayhavetheabilitytoreduceparkingexpensesandbetteruseexistingparkingresources.

Parking Fees or Charges 

Parkingratescanbebasedontime,day,ormonth.Parkingchargestargeton‐streetoroff‐streetparking.Itcanincludepricingstrategiestodiscourageall‐daysingleoccupantvehicle(SOV)parking.Thiscanreduceparkingdemandinanareaorfreeupparkingforothershort‐termusessuchascustomerparking.

Tax Incentives and Disincentives 

Federal,state,regional,andlocaltaxrulesmayimpactthetypesofparkingmanagementincentivesthatemployerswishtooffer.Forexample,somecitiesplaceataxonparking.Thistaxcanincreasethecostofparking,thusservingasadisincentivetodrive.

Peak Hour Pricing  Increasingparkingchargesduringpeakperiods(i.e.,duringamajorentertainmentevent)caninfluencehowandwhendriversuseparkingfacilities.Peakhourpricingcantherebyreducedemandforparkingspacesduringtheseperiods.

In‐Lieu Parking Fees or Assessment Districts 

Involvesthecollectionofparkingfeesfromagroupofbuildingownersand/oremployers.Thefundsareusedforparkingimprovementsinthespecificarea.Thiscanencourageshared‐useofparkingfacilities.

Parking Enforcement  Localjurisdictionscanstepupenforcementofparkingregulationsasameanstoensurethatchangesinparkingmanagementpoliciesdonotcreatenegative‘spillover’impactstoadjacentneighborhoods.Increasedenforcementcanenhancelocaljurisdictionrevenuesandcreateanincentivetoobeyparkingrestrictions.

Parking Cash‐Out  Allowsemployeestheopportunitytochooseaparkingspaceorreceivecashequivalentofthespace(basedonthe‘out‐of‐pocketcoststotheemployer’).Theemployeecandeterminewhethertousethecashforalternativemodesoftransportationorkeepthefunds.