Smart Commute Initiative

1. Smart Commute Initiative Implementing a Regional Workplace-based TDM Program through TMAs and a Two-tiered Structure

2. “If we keep growing the way we have in the past… spending money as the political winds blow, allowing sprawling developments to occur and then trying to catch up to it afterwards with the cost of servicing it, our economy will continue to pay a steep price.” - David Caplan, Ontario Minister of Public Infrastructure Renewal, 2005 Cost of traffic congestion in the GTA per year: $5.5 billion (2006$)

3. Outline • Background • Two-tiered Model • Customization and Consistency • Local Implementation • Results • Lessons Learned Ryan Lanyon Brian Shifman Project Director Executive Director Smart Commute Association Smart Commute - North Toronto, Vaughan

4. Background - Growth • Greater Toronto Area and Hamilton • Rapid population growth • Six million residents • Three million jobs • 100,000 new residents per year • Suburban growth and urban sprawl • Automobile-oriented • Increased traffic congestion • Gridlock costing local economy $5.5 billion per year

5. Background - Travel Demand Source: MTO, GO Transit, Globe and Mail

6. Background - Smart Commute • Pan GTA and Hamilton • Focus on employers in GTAH • Outreach to overall commutershed • Objectives • Reduce SOV trips • Reduce VKT • Avoid GHG emissions • Avoid CAC emissions

7. Background – Smart Commute • Formal partnership • Regions of Halton, Peel, York and Durham • Cities of Hamilton, Mississauga and Toronto • May 2004 – March 2007 • Funding • Transport Canada • Municipalities • Private sector • Community funding

8. Two-tiered Model + Smart Commute Association

9. Two-tiered Model - Governance City of Hamilton Halton Region City of Mississauga Peel Region City of Toronto York Region Durham Region SC Hamilton SC Halton SC Mississauga SC Brampton-Caledon SC North Toronto, Vaughan SC Northeast Toronto SC 404-7 SC Central York SC Durham

10. Two-tiered Model - Governance

11. Two-tiered Model - Responsibilities

12. Two-tiered Model – TMA Toolkit • TMA Toolkit (available at smartcommute.ca) • TMA Feasibility and Planning Study • Branding Tools • Business Case • Baseline and Monitoring • Ridematching and Carpooling • Emergency Ride Home • Cycling and Walking • Transit • Alternative Work Hours • Commuter Challenge • Incentives and Promotions

13. Customization and Consistency • One-size-fits-all does not work • Local context • Local ownership

14. Customization and Consistency • Delivery models • Municipal government (three TMAs + SCA) • Incorporated non-profits (four TMAs) • Board of trade or chamber of commerce (two TMAs) • Centralized services • Carpool Zone • Emergency Ride Home • Media and contacts

15. Customization and Consistency • Templates • Economy of scale • Provide a basis • Assistance with customization • Comparison across TMAs

16. Local Implementation: Smart Commute North Toronto, Vaughan (NTV) CH2M HILL • Not-for-profit public-private partnership • Works with multiple partners to implement TDM solutions in North Toronto & Vaughan • Programs target the 52% of trips by GTA residents in peak travel (work-related trips) • A customized suite of workplace TDM programs facilitates switch to alternative daily commute modes ING DIRECT Dillon Consulting

17. Smart Commute NTV Background BCRTMA (‘01)  Smart Commute Black Creek (‘03)  Smart Commute NTV (‘05) • BCTRMA: First TMA in Ontario • Originally centred around York University • Smart Commute NTV: two projects TDM Success at York University: • Modal split shift from 70% SOV in 1999  to 60% alt. modes (transit, carpool, walk, bike) in 2006 • Deferral of plans to build (min) 2 parking garages - $80M savings • ~ 144% increase in bus service to campus

18. Form Employer Partnerships • Enbridge Gas Distribution • ING Direct • sanofi pasteur • City of Vaughan • York University • North York General Hospital Achieving Success • Collaboration between key stakeholders • Strong Champions • Joint Advocacy • Service Improvements (e.g., HOV, BRT, LRT, cycling lanes) • Community Outreach (e.g., social marketing, events) • Long term commitment Bike event at York University ‘Unlock Gridlock’ fair at Enbridge

19. Adding ‘green value’ to business • 77% of consumers believe that companies don’t pay enough attention to their environmental responsibilities • 72% of consumers are skeptical of companies claims of being environmentally conscious • Smart Commute programs directly connect businesses to a strong environmental message Members of the Vaughan Chamber of Commerce with Ontario Transportation Minister Donna Cansfield at Smart Commute NTV’s ‘Getting Vaughan Moving’ event Source: Marketing/Ipsos Reid poll, 2007

20. Employee Support for Smart Commuting: • 60%sayjob satisfactionis tied todaily commute • 35%are interested intransit • 50%are interested incarpooling • 40%are interested intelecommuting Short Trips - Opportunities for Walking and Cycling: • 3% live within walking distance from work • 23% live within cycling distance from work -Results from employee surveys at nine of Smart Commute NTV’s partners (~1400 respondents)

21. Local Implementation • Monitoring and Evaluation • Employee surveys • Site assessments • Vehicle counts • Program measurables • Participant feedback • Overall strategic directions • SCA workplan • Development of new tools and services • Research needs

22. Benefits of Two-Tiered Structure • Critical mass of carpoolers in one system • Access to greater resources • Coordination across region allows for sharing • Eases staff training and creates greater stability • Programs customized to local conditions

23. Results – Across GTAH • Reduced or eliminated (2004-07) • 17,400 tonnes of GHGs • 100 tonnes of CAC • NOx, SOx, PM2.5, PM10, TPM • 75,750,000 VKT • 1.27 million SOV trips Cars off the Road

24. Lessons Learned • SCA Development • 9 months: staffing (5 FTEs) • 9 months: ridematching service • 24 months: TMA Toolkit • TMA development • 6-12 months: Municipal approval to begin • 4-16 months: Investigation of feasibility • 6-9 months: Agreement with host org (concurrent) • 6-12 months: Stakeholder commitment to launch

25. Lessons Learned • Employer Implementation • 2-9 months: Recruitment of employer • 2-9 months: Commitment and baseline • 3-12 months: Measurement, analysis and approval • 3-6 months: Planning, launch of core program • On-going: • Implementation, continued promotion, additional programs • Results must be achieved to ensure continued support • Champions at worksite should be expanded

26. Lessons Learned • Two-tiered structure • Regional tier developed earlier • Need to show value to existing TMAs • Central point of contact • Smart Commute Association • Local Smart Commutes • Establish ground rules • Memorandum of Understanding (MOU) • Governance framework, accountability

27. Lessons Learned • Secure buy-in for deliverables • Roles and responsibilities • Implementation methods and services • Monitoring and reporting • On-going communication • Ensure all partners are up-to-date • Engage through in-person meetings • Partnership requires travel

28. Lessons Learned • Other Lessons • Ensure that distribution of funding is simple and transparent • Ensure fairness in funding structures across all partners • Create employer workplans • Plan for hurdles such as liability concerns • Address issues that span boundaries • Employers with multiple locations in more than one TMA

29. Conclusions • Successful implementation across jurisdictions • Partnership • Cooperation • Two-tiers of program delivery • Value for businesses • High satisfaction with services • Tangible and intangible benefits • Support of Ontario Chamber of Commerce

30. Conclusions • Smart Commute continuing • Minor adjustments to structure • Alignment with GTTA • Continued learning

31. Questions? Ryan Lanyon Brian Shifman Project Director Executive Director Smart Commute Association Smart Commute NTV ryan@smartcommute.cabshifman@smartcommutentv.ca 416-338-0498 416-650-8059 866-658-9890