Transportation Demand Management Strategy€¦ · SECTION 2.2—PROGRAM GOALS AND LIST OF ACTIONS identifies the strategy’s principal goals and the major recommended actions to

Transportation Demand Management Strategy

Prepared for

City of Ottawa

By

Noxon Associates Limited

May 2012

City of Ottawa – TDM Strategy i

Table of contents

CHAPTER 1: INTRODUCTION ...................................................................................... 1

1.1 Overview of TDM .................................................................................................................................... 1

1.2 TDM in Ottawa ......................................................................................................................................... 2

1.3 About this Strategy .................................................................................................................................. 3

1.3.1 Purpose and structure ................................................................................................................ 3

1.3.2 Consultation................................................................................................................................. 4

CHAPTER 2: PROGRAM FRAMEWORK ....................................................................... 5

2.1 Policy Background ................................................................................................................................... 5

2.2 Program Goals and List of Actions ....................................................................................................... 5

2.3 Program Resources ................................................................................................................................... 6

2.3.1 Staff ............................................................................................................................................... 6

2.3.2 Capital Budget ............................................................................................................................. 7

2.4 Coordination with Partners .................................................................................................................... 7

2.5 Performance Measurement ..................................................................................................................... 8

CHAPTER 3: ACTION PLAN ....................................................................................... 10

3.1 Employee Commuting and Business Travel ..................................................................................... 10

3.1.1 Action 1A—Improve and Promote Employee Travel Options ........................................... 10

3.2 Communication and Promotion .......................................................................................................... 11

3.2.1 Action 2A—Develop Strategic Communication Framework ............................................. 11

3.2.2 Action 2B—Provide Travel Tools and Information.............................................................. 11

3.2.3 Action 2C—Conduct Events and Recognize Success ........................................................... 12

3.3 Community Partnerships ...................................................................................................................... 14

3.3.1 Action 3A—Engage Workplaces ............................................................................................. 14

3.3.2 Action 3B—Engage Schools ..................................................................................................... 15

3.3.3 Action 3C—Engage Neighbourhoods .................................................................................... 15

3.4 Internal Linkages ................................................................................................................................... 16

3.4.1 Action 4A—Enhance Community Services ........................................................................... 16

3.4.2 Action 4B—Support Other City Initiatives ............................................................................ 17

3.5 Summary of Action Plan ....................................................................................................................... 19

ii City of Ottawa – TDM Strategy

City of Ottawa – TDM Strategy 1

Chapter 1: Introduction

1.1 Overview of TDM

Like Ottawa, most Canadian communities face growing transportation challenges. Road expansion is

no longer considered a universal solution to traffic congestion, and the environmental impacts of

vehicular emissions are seen as unacceptable. Fiscal constraints loom, making the costs of many

mobility solutions appear unsupportable. Citizens demand travel options that are convenient,

reliable, healthy and safe.

In response to these trends virtually all long-range municipal plans, including the City of Ottawa’s

Official Plan and Transportation Master Plan, emphasize the need for more sustainable

transportation options. They acknowledge the need to enable and motivate individuals to make

greater use of walking, cycling, transit, carpooling and telework. By doing so, communities are

aiming to boost three vital outcomes:

quality of life—More sustainable transportation systems reduce the impacts of delay on families

and businesses, increase physical activity and reduce the health impacts of vehicle emissions. By

shifting travel from cars to transit, they reduce the risk to individuals of being hurt in a collision.

They help non-drivers (including children, youth, seniors and persons with disabilities) to reach

daily destinations like work, school, stores and recreation centres.

environmental health—More sustainable transportation systems reduce the emission of greenhouse

gases as well as pollutants that form smog, and support more compact cities that use less land for

development.

economic growth—More sustainable transportation systems yield lower long-term costs for road

infrastructure, vehicular operation, and health care for collision victims and persons with obesity

or respiratory illness. Shifting travel demand from cars to more sustainable modes can thus

liberate public and private resources to invest in other priorities.

Transportation demand management (TDM) is one of the approaches that Canadian governments

are using to create more sustainable transportation systems. Together with enhanced transportation

supply and supportive land use practices, TDM allows communities to shape the economic, social

and physical factors behind individuals’ travel choices. By influencing whether, why, when, where

and how people travel, TDM measures can motivate important changes in travel behaviour:

modal shift—more people choosing to walk, cycle, take transit or carpool

trip reductions—more people choosing to telework, shop online or conduct business by telephone

driving reductions—more drivers making fewer trips by car and to closer destinations

time and route shifting—more drivers changing the time or route of their driving trip to avoid

traffic congestion

2 City of Ottawa – TDM Strategy

In most large Canadian cities, TDM programs are now ―business as usual‖ even though in most cases

they are inadequately resourced to maximize their effectiveness. TDM is acknowledged as an

important part of the municipal transportation ―toolbox,‖ and as providing vital support to equally

important land use, public health, environment and social service objectives. Increasingly, TDM

measures are also being integrated into the delivery of transportation capital projects including rapid

transit facilities, cycling lanes and multi-use pathways, and into major development projects by both

the private and public sectors.

1.2 TDM in Ottawa

Ottawa is one of many Canadian communities that are working to integrate TDM into their

transportation plans and operations. Historically, Ottawa has been among the leaders in this field,

although recent well-funded intergovernmental efforts in Vancouver, Toronto and Montreal have

elevated those communities to the leading edge.

Prior to municipal amalgamation in 2000, the Region of Ottawa-Carleton played a TDM leadership

role in several areas, including the following:

funding cycling promotion and skills training through Citizens for Safe Cycling

partnering with Nortel Networks on an award-winning TDM program at its Carling Campus

creating and registering the TravelWise/SageVirage identity as a government mark

development of the OC Transpo ECOPASS and internal SmartCommute program

creation of the Ottawa Cycling Map and publication of the Complete Cycling Guide

support for the Bruce Timmermans cycling awards

funding of OC Transpo’s Rack & Roll pilot project

funding of an individualized marketing pilot project

Over the next decade following municipal amalgamation, the City continued to build its TDM efforts

through:

inclusion of TDM policies in the 2003 and 2008 Transportation Master Plans

support for preliminary U-Pass investigations at the University of Ottawa and Algonquin College

support for interdepartmental initiatives to promote active living

creation and launch of the OttawaRidematch.com carpooling website

regular updates of the Ottawa Cycling Map

inclusion of TDM-supportive recommendations in the Ottawa Cycling Plan and Ottawa

Pedestrian Plan

a commuting survey of City staff, and of public attitude surveys on commuting and cycling issues

introduction of TDM measures at the Constellation worksite


offering online trip planning to OC Transpo customers, and cross-marketing of transit passes with

VRTUCAR carsharing service

In 2010 and 2011, the City of Ottawa has continued to expand its portfolio of TDM initiatives to

include:

funding for a successful school travel planning pilot project that has led to increasing interest

among local schools and school boards

delivery of CAN-BIKE cycling skills training through recreation programs and at local schools

support for special events and campaigns including Bike to Work, iWalk iBike, and Sustainable

Transportation Week

launch of the ―Cycling in the City‖ e-newsletter

preparing for the introduction of the PRESTO smart card and provision of real-time service

information to wireless devices

improving bicycle parking at City facilities, Transitway stations and on-street in conjunction with

the removal of parking meters

The City’s governmental partners in the National Capital Region are also actively pursuing TDM

solutions. The National Capital Commission has launched the BIXI bike sharing program, developed

a plan for more sustainable commuting and business travel by employees, and continued operation

of its Sunday Bikedays. The City of Gatineau is studying the creation of a non-profit organization to

delivery TDM services, developing a carpool ridematching system, and supporting a school-based

program among other outreach and promotion initiatives.

1.3 About this Strategy

1.3.1 Purpose and structure

The purpose of this document is to identify an overall framework and three-year action plan for the

City’s TDM program, for the benefit of elected officials, staff, partner organizations and residents.

CHAPTER 2—PROGRAM FRAMEWORK contains an overview of the proposed strategy:

SECTION 2.1—POLICY BACKGROUND positions the strategy in the context of the City’s

Transportation Master Plan.

SECTION 2.2—PROGRAM GOALS AND LIST OF ACTIONS identifies the strategy’s principal goals and

the major recommended actions to be pursued over three years.

SECTION 2.3—PROGRAM RESOURCES identifies the staff and capital budget resources that are

required to deliver the action plan.

SECTION 2.4—COORDINATION WITH PARTNERS reviews mechanisms for building and maintaining

strong partnerships.


SECTION 2.5—PERFORMANCE MEASUREMENT presents a framework for monitoring and reporting

on the TDM program’s activities and impacts.

CHAPTER 3—ACTION PLAN offers details of the proposed three-year action plan:

SECTION 3.1—EMPLOYEE COMMUTING AND BUSINESS TRAVEL describes how the City will play a

leadership role by improving and promoting its employees’ travel options

SECTION 3.2—COMMUNICATION AND PROMOTION describes how the City will use branding,

messaging, market research, technological tools, special events and awards to raise awareness and

understanding of sustainable travel options, and motivate their use among the general public

SECTION 3.3—COMMUNITY PARTNERSHIPS describes how the City will engage workplaces, schools

and neighbourhoods to promote sustainable travel options

SECTION 3.4—INTERNAL LINKAGES describes how the City’s TDM staff will enhance and support

related initiatives being delivered by other City departments

1.3.2 Consultation

A Technical Advisory Committee (TAC) helped guide the development of this TDM Strategy. It met

three times and included representatives of the following groups:

Community and Social Services (Community Development and Funding)

Former Community Sustainability (Environmental Sustainability)

Corporate Communications (Client Relations)

OC Transpo (Marketing and Strategic Development)

Ottawa Public Health (Health Promotion and Disease Prevention)

Parks, Recreation and Cultural Services (Community Programs)

Planning and Growth Management (Development Review, Urban Services)

Public Works (Parking Operations, Maintenance and Development)

Public Works (Traffic Management and Operational Support)

Rail Implementation Office (Rail Planning)

In addition to input obtained through the TAC meetings, 15 exploratory interviews were conducted

with: staff and/or management of the above groups; Deputy City Manager Planning &

Infrastructure; General Manager Public Works; and staff of the National Capital Commission and

City of Gatineau.

As part of the development of this strategy, presentations were made to the City’s Roads and Cycling

Advisory Committee, Pedestrian and Transit Advisory Committee, and Environmental Advisory

Committee. Input received from these committees at the meetings and in follow-up correspondence

was duly considered in the development of recommendations.


Chapter 2: Program Framework

2.1 Policy Background

This TDM Strategy builds on a number of policy directions set in Ottawa’s 2008 Transportation

Master Plan (TMP), updating them to reflect current opportunities and constraints:

Two of the 12 elements of the TMP’s Transportation Vision statement (Element 1: Reduce

automobile dependence, and Element 12: Lead by example) reference the need for TDM

approaches and are directly supported by this strategy. ―Managing transportation demand‖ is also

one of eight strategic directions established by the TMP.

In Section 3.3—Managing Transportation Demand, the TMP identifies a number of leadership and

outreach initiatives as part of the City’s future TDM program, and this strategy reflects those

recommendations.

In its subsequent chapters, the TMP sets out a number of TDM-related policies on active

transportation and public transit that are consistent with this TDM Strategy. It also identifies

several TDM-related policies related to ridesharing, but this strategy focuses on other higher-

priority short-term action opportunities.

2.2 Program Goals and List of Actions

Keeping in mind a ten-year time horizon, this strategy proposes four key goals for the City’s TDM

program. For each goal, a number of priority actions are recommended for implementation over a

three-year horizon (i.e. from 2012 through 2014). These are summarized in Figure 1.

A more general, overarching goal of this TDM Strategy is to keep pace with Ottawa’s peer

communities across Canada (including but not limited to Metro Vancouver, Calgary, Edmonton,

Montréal, and the Greater Toronto and Hamilton Area). These communities are making continual

progress in their own TDM programs, and offer lessons that can both inform Ottawa’s own progress

while minimizing the risks that can be associated with innovation.

Finally, this strategy recognizes the goal of complementing and leveraging the Ottawa Light Rail

Transit (OLRT) project. It is anticipated that OLRT implementation will include intensive outreach

and communication programs to preserve multimodal mobility for Ottawa residents and to

maximize transit ridership both during and after construction. While the current OLRT Travel

Choices project will recommend details of those programs, this TDM Strategy is designed to support

them and leverage their success in subsequent years, as well as in other areas of Ottawa. Close

alignment of City-wide TDM measures and the OLRT TDM programs (in terms of branding,

messaging, communication tools, services and partnerships) will be required to avoid duplication

and maximize the legacy value of the City’s major investment in light rail. In developing this

Strategy, staff have worked closely with the Rail Implementation Office to ensure coordination, and


will continue to do so as the TDM Strategy is implemented and the OLRT TDM program is

developed.

Figure 1. TDM Program Goals and Recommended Actions

Goal 1: Employee commuting and business travel

Lead by example by motivating more sustainable commuting and business travel by City of Ottawa employees

Action 1A—Improve and Promote Employee Travel Options

Goal 2: Communication and promotion

Use communication and promotion initiatives to remove barriers to more sustainable travel choices by individuals

Action 2A—Develop a Strategic Communication Framework

Action 2B—Provide Travel Tools and Information

Action 2C—Conduct Events and Recognize Success

Goal 3: Community partnerships

Establish strong partnerships to engage individuals in workplaces, schools and neighbourhoods, extend the City’s reach and leverage community resources

Action 3A—Engage Workplaces

Action 3B—Engage Schools

Action 3C—Engage Neighbourhoods

Goal 4: Internal linkages

Integrate TDM principles into a wide range of related City initiatives

Action 4A—Enhance Community Services

Action 4B—Support Other City Initiatives

2.3 Program Resources

2.3.1 Staff

The Planning and Growth Management Department’s Transportation Strategic Planning Unit

(PGM—TSP) includes 1.5 full-time equivalent (FTE) staff positions dedicated to TDM planning,

service delivery and performance measurement.

Experience has shown that many TDM initiatives are ―high touch‖ and—to be effective—require

substantial personal attention for outreach and communication activities. Transport Canada’s new

resource Transportation Demand Management for Canadian Communities: A Guide to Understanding,

Planning and Delivering TDM Programs suggests that:

Based on Canadian experience, it is suggested that a minimum of one full-time TDM practitioner for every 100,000 to

200,000 residents would enable a meaningful impact on larger communities. These practitioners may be distributed

among government agencies, or employed by NGOs that deliver services on behalf of a municipality.

This would imply a recommended contingent of five to ten full-time TDM practitioners for a

community of Ottawa’s size. In addition to Planning and Growth Management’s TDM staff of

1.5 FTEs, it is reasonable to include EnviroCentre staff who are contracted to deliver special events

and other services (about 2.0 FTE), Green Communities Canada staff who deliver school travel

planning services (about 2.0 FTEs), and Parks, Recreation and Cultural Services Department staff

who deliver cycling skills training (about 1.0 FTE). This yields a community-wide total of about

6.5 FTEs, which is towards the low end of Transport Canada’s recommended (but very approximate)


range. Ottawa has room to grow in terms of adding staff or contract resources over time, and some of

the actions recommended in this TDM Strategy involve new contracted services that would do just

that.

2.3.2 Capital Budget

Budget 2012 identifies unspent authority in the TDM capital budget of about $550,000 from previous

years plus new authority of $750,000 over 2012-2014, for a total spending authority of $1.3 million.

This strategy recommends a modified spending plan that is consistent with the overall authority for

the TDM program in Budget 2012. The following table summarizes the projected spending plan over

the 2012—2014 period.

Figure 2. Projected Spending Plan: TDM Capital Budget

Actions 2012 2013 2014 3-Year Total

Employee Commuting and Business Travel

Action 1A—Improve and Promote Employee Travel Options $20,000 $10,000 $30,000 $60,000

Communication and Promotion

Action 2A—Develop Strategic Communication Framework



$235,000 $265,000 $240,000 $740,000

Community Partnerships


Action 3B—Engage Schools


$100,000 $105,000 $145,000 $350,000

Internal Linkages


Action 4B—Support Other City Initiatives $40,000 $50,000 $50,000 $140,000

Total $395,000 $430,000 $465,000 $1,290,000

2.4 Coordination with Partners

As CHAPTER 3—ACTION PLAN makes clear, successful implementation of this TDM Strategy will

require an extensive range of partnerships among City staff from various departments. On some

recommended actions, PGM’s TDM staff will play leading roles with support from other City staff;

on other actions, they will only play a supporting role. These relationships will be developed,

fostered, and maintained through the planning and delivery of specific initiatives.

As a complement to these initiative-based partnerships, there is a recognized need for periodic

information sharing and coordination of TDM-related activities among a number of different staff

groups. This concept is reflected in the 2008 TMP recommendation for an interdepartmental steering

committee to coordinate the various partnerships within the City. For this reason, it is recommended

that TDM staff lead an interdepartmental TDM workshop on a regular basis (e.g. every six or 12

months). This event would give each involved staff group an opportunity to update other groups on

progress, successes and challenges encountered. TDM staff could invite experts from other


communities to share their experiences, and facilitate working sessions aimed at finding collaborative

solutions to shared obstacles.

External partnerships (with other governments, public institutions, private sector organizations and

non-profit groups) are also important to the success of this strategy. TDM staff will manage all

partnerships within the scope of individual initiatives. In cases where their participation would

contribute positively to the conversation, external partners could occasionally be invited to the

interdepartmental TDM workshops.

2.5 Performance Measurement

The performance measurement element of this strategy should enable an understanding of whether

the City’s TDM program is delivering both desired results and good value. To do so, measurement

(i.e. gathering information) must be followed by assessment (i.e. interpreting that information). The

following table illustrates how each of these activities, with associated questions, applies to both

individual TDM actions and to the TDM program as a whole.

Figure 3. Performance Measurement: Key Questions

Measurement Assessment

Actions Action inputs: What resources are being applied?

Action outputs: Are actions being undertaken as planned?

Action outcomes: What effects are the actions having?

Action success: Are actions meeting established targets?

Action review: Should the City revisit, change or terminate individual actions?

Program

Public behaviours: What travel choices are Ottawa residents making?

Public attitudes: How do Ottawa residents view their travel choices?

Program success: Is the program helping the City achieve its transportation goals?

Program review: Does the City need to revisit or change the overall strategy?

In an environment with limited resources, performance measurement must be tackled strategically. It

is difficult to measure and interpret travel behaviour impacts, and doing so for every action in this

TDM Strategy could become an administrative burden that ultimately reduces the effectiveness of the

overall program. Efficiency can be maximized by building the measurement of performance

indicators into the design of specific initiatives. Program delivery partners may also be willing and

able to perform some of the required monitoring tasks—and in many cases the information will be

valuable to them too.

Each action recommended in CHAPTER 3—ACTION PLAN contains one or more indicators that could

be measured (noting that a final determination of key indicators should be made during initiative

design). Pooling the performance measurement results of individual actions will give the City a sense

of the aggregate impact of the TDM program. In fact, this aggregation of initiative-level effects is

likely preferable to any kind of system-level measurement—which may appear to be a simpler

approach, but which faces two major challenges:


inadequate tools: Current practices do not support the regular and precise measurement of progress

toward system-level goals such as the Transportation Master Plan’s modal share targets. Only the

City’s origin-destination survey (conducted every five to ten years) gives acceptable information

on overall modal shares, and during intervening periods accurate information on the relative usage

of walking, cycling, transit and automobiles is not available. Pieces of the picture are provided

through annual through traffic counts (cars, buses, trucks, cyclists and pedestrians) at intersections

and screenlines, and through OC Transpo ridership counts—but these data do not offer a precise

representation of travel behaviour.

separation of effects: Even if the City could regularly and precisely monitor progress toward system

goals like modal shares, it would be difficult to confidently identify the cause of observed changes.

For example, an increase in downtown cycling usage could be attributed to TDM initiatives,

upgraded cycling infrastructure, increasing road congestion, higher transit fares, rising gas prices,

economic conditions or demographic shifts. Any evidence pointing to the impact of a single factor

(e.g. TDM initiatives) would be circumstantial, rather than conclusive. System-level monitoring can

only confirm whether or not overall conditions are moving in a desirable direction, and if not then

it can flag the need to revise or strengthen the City’s efforts.

Realistic interpretation of TDM performance measurement indicators will also require the City to

monitor factors outside the TDM program and its component initiatives. These include:

concurrent actions by the City in the areas of land use or transportation planning, transit services,

traffic and parking operations, public health or social programs

new programs and policies of other governments (federal, provincial or municipal)

economic, social and cultural shifts in the broader community


Chapter 3: Action Plan

This chapter provides details for each action over the 2012—2014 time horizon listed in SECTION 2.2,

including a general description of the action’s main components, a summary of key tasks to be

undertaken by PGM’s TDM staff in each year, the roles and responsibilities of other City staff groups

and external partners, and a list of recommended indicators to measure performance. All of the

actions recommended in this plan will be led by the Transportation Strategic Planning (TSP) Unit.

3.1 Employee Commuting and Business Travel

3.1.1 Action 1A—Improve and Promote Employee Travel Options

The City will sustain an ongoing process of planning, implementing, monitoring and revising a

package of coordinated strategies to make employee commuting and business travel more efficient

and sustainable. While this is expected to reduce the City’s carbon footprint and improve the quality

of life and employment for City workers, it is also an important element of a ―leadership by example‖

approach to motivating similar actions by public-sector and private-sector workplaces. Specific tasks

may include promotion, personal commute tracking, commute incentive management, employee

information, special events, emergency ride home, and guidelines for supportive infrastructure

(e.g. on-site walking & cycling routes, carpool parking, bicycle storage, change rooms, showers, travel

options displays, and way finding). Options for applying the guidelines to upgrade City facilities will

be explored.

Figure 4. Action 1A—Improve and Promote Employee Travel Options

2012 2013 2014

Form employee travel options working group with key City departments

Develop program framework and key services: identity, commute tracking, incentive management, emergency ride home, City facility guidelines

Baseline measurement: employee commuting and business travel

Develop upgrade plan for City facilities

Coordinate working group

Promote travel options



Progress measurement: employee commuting and business travel

Supporting Roles and Responsibilities Performance Indicators

Parks, Buildings & Grounds Operations & Maintenance: Maintenance of and upgrades to on-site walking & cycling routes, carpool parking, bicycle storage, change rooms, showers, travel options displays, way finding

Service Ottawa—Mobile Workforce Solutions: Mobile work (video/teleconferencing) infrastructure

Corporate Communications: Advice and assistance

Human Resources: Advice

Employee commute modal share and vehicle-kilometres travelled

Cost and emission impacts of business travel


3.2 Communication and Promotion

3.2.1 Action 2A—Develop Strategic Communication Framework

TDM program identity and key messages. The City has used TravelWise/SageVirage as an umbrella

identity for its TDM initiatives since 2000. This identity will be either confirmed or changed with an

eye to supporting TDM activities around OLRT implementation, and to building a more substantial

city-wide TDM program. It is envisioned that streams of information and promotion around different

initiatives may benefit from their own identities or sub-identities (e.g. for programs aimed at

workplaces, schools or neighbourhoods, as well as those aimed at building the use of specific modes

like cycling or carpooling).

Market research. Segmentation and understanding of target markets are keys to success in behaviour

change initiatives, and focused research is often crucial to developing such an understanding. In the

past, the City has conducted cyclist profile surveys and general commuter surveys as tools to explore

and understand individual attitudes, behaviours, barriers and motivators in key markets. Repeating

these types of surveys at intervals enables an understanding of trends as they develop, as well as

linkages between those trends and the City’s behavioural initiatives (which can support performance

measurement activities). Over time, surveys can also reveal developments in the public’s awareness

and understanding of key issues, programs and specific initiatives.

Figure 5. Action 2A—Develop Strategic Communication Framework

2012 2013 2014

Confirm or change identities of overall TDM program and key activity streams

Conduct market research (e.g. update 2002 Commuter Survey)

Conduct market research (e.g. update 2003 Cyclist Profile Survey)

Conduct market research (to be determined)


Corporate Communications: Advice

OC Transpo: Advice and coordination

Rail Implementation Office: Advice and coordination

Ottawa Public Health and other departments: Understanding of audiences and messaging issues

Levels of public recognition and understanding of program identities

3.2.2 Action 2B—Provide Travel Tools and Information

Web portal. An important element of a comprehensive TDM program is the existence of an attractive,

easily accessible, frequently updated Web portal that offers information (i.e. news, tips, tools, links)

on a range of sustainable travel choices and supporting initiatives. In updating the City’s current

TravelWise web page, it will be essential to integrate identities and messages with those of the OLRT

project, OC Transpo and other City transportation initiatives (e.g. traffic system management, road

safety, traffic operations).


Trip planning tools. The City’s TDM Web portal will offer an automated trip planner for walking,

cycling and transit trips. It will also include the public ridematching service currently offered through

OttawaRideMatch.com, which will help attract area residents and employees to the portal. Broader

usage of the ridematching service will be encouraged through promotion and by upgrading it to offer

employers customized ridematching websites (i.e. for employees only) and incentive management

tools.

Social media. Links between the Web portal and supporting social media are essential, and

information updates should be immediately reflected in all affected platforms. A coherent social

media strategy will be required to maximize the value of social media in building online

communities, strengthening the TDM program brand, and encouraging participation.

Cycling Map. Another important trip planning tool is Ottawa’s Cycling Map, which requires regular

updates (about every two years), printing and distribution to client service centres and bicycle-related

retailers.

Figure 6. Action 2B—Provide Travel Tools and Information

2012 2013 2014

Create updated Web portal

Enhance and promote ridematching service

Develop coherent strategy for unifying Web/social media presence

Maintain and promote ridematching service

Update Cycling Map

Launch next-generation Web portal and social media platforms




OC Transpo: Advice and coordination

Rail Implementation Office: Advice and coordination

National Capital Commission, City of Gatineau: Assistance with cycling facilities database for map and trip planner

Number of Web visits and visitors

Number of social media followers/friends

Public awareness of Web portal

Number of automated trip planner visits and trips planned

Number of ridematching system registrants and matches formed

Number of Cycling Maps distributed

3.2.3 Action 2C—Conduct Events and Recognize Success

Events and campaigns. The City sponsors or leads several annual city-wide campaigns including

Bike to Work, Sustainable Transportation Week, and iWalk iBike. These initiatives raise awareness,

attract partners (governments, business and community organizations), and encourage residents to

try sustainable mobility options. They can also leverage the City’s investment through considerable

volunteer effort and resources contributed by other sponsors and partners.

In the short term, the City will focus its TDM resources on building the presence of and participation

in existing events and campaigns, rather than on creating new initiatives. However, events and

campaigns linked to new sustainable mobility facilities are a valuable opportunity to maximize the

use and resulting benefits of capital infrastructure investments; they can also be funded through

specific project budgets, rather than through the City-wide TDM budget. This idea was demonstrated


by activities around the 2011 launch of the Laurier Avenue segregated bicycle lane, and similar

efforts can yield benefits for even smaller and lower-profile active transportation projects (e.g. bike

parking facilities, pathway extensions, on-road cycling facilities) and for improvements in transit

services, transit facilities or means of access to those facilities (e.g. greater frequencies, improved

lighting or shelters, bicycle parking, Park & Ride lots, and so on). The involvement of interest and

community groups in these initiatives can add value by leveraging City resources, building

awareness and interest at a grassroots level, and attracting media attention.

Awards. The City currently offers annual Bruce Timmermans Cycling Awards for individual and

organizational contributions to cycling in Ottawa, and proposes to continue these awards. Other

awards are also contemplated to recognize individual, corporate or community contributions to

sustainable mobility in a broader sense (e.g. effective workplace or school travel plans, merchant or

resident association support for special events). While the award itself is of value (particularly to the

recipient), there is also the potential for valuable media coverage of awards if properly promoted and

presented.

Figure 7. Action 2C—Conduct Events and Recognize Success

2012 2013 2014

Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike

Conduct Bruce Timmermans Cycling Awards

Conduct other events, campaigns and awards (to be determined)








Corporate Communications: Advice and assistance

OC Transpo: Events and campaigns related to transit facilities

Public Health: Promotion in target markets

Environmental Sustainability Branch: Promotion in target markets

Traffic Management and Operational Support Branch—Traffic Safety & Mobility Unit: Events and campaigns related to walking and cycling safety initiatives

EnviroCentre: Bike to Work and Sustainable Transportation Week

Roads and Cycling Advisory Committee: Selection process for Bruce Timmermans Cycling Awards

Green Communities Canada: Walk to School event coordination

City of Gatineau: Sustainable Transportation Week co-sponsorship

National Capital Commission: Promotional support

Community organizations (e.g. cycling advocacy groups, neighbourhood groups): Volunteer assistance and participation

Cycling advocacy groups, Pathway Patrol, community organizations, business associations and school boards: Promotion assistance

Number of event registrants/participants

Public awareness of events

Involvement of interest and community groups in events

Public exposure to special event and campaign messages

Number of nominations for awards

Number of attendees at awards events

Media coverage of awards


3.3 Community Partnerships

3.3.1 Action 3A—Engage Workplaces

Effectively engaging workplaces (including post-secondary institutions) requires the ability to

present an attractive ―service offering‖ that employers view as adding value to their organizations

and employees, without adding significant operational or financial burdens. Such services could

include ridematching, transit fare incentive programs, special events, educational opportunities,

cycling skills training, and advice on employer-led issues such as bicycle parking provision, telework

or emergency ride home programs.

While the city’s TDM staff will support and coordinate a community-wide program of employer

engagement, the three-year actions recommended here anticipate a substantial program of workplace

engagement associated with (and funded separately through) OLRT implementation. The OLRT

project provides an impetus for the City to greatly expand its efforts working with employers to

influence employee commuting and business travel. The actions proposed here would not likely be

sufficient to meet the needs associated with OLRT implementation—rather, they enable the

development of tools and resources of city-wide relevance that could be applied both during and

after the light rail construction period. They also enable delivery of workplace engagement and

support outside the scope of light rail-specific efforts (e.g. in Kanata or around the airport, as

opposed to downtown and along the light rail corridor proper).

A number of partnerships will increase the effectiveness of employer engagement and support: with

OC Transpo, to promote transit services; with Parks, Recreation and Culture, to promote uptake of

cycling skills training within workplaces; with Ottawa Public Health, to capitalize on its existing

workplace outreach and to ensure that health motivators are used effectively to encourage active

commuting; with the federal government, to coordinate and facilitate engagement of dozens of

federal organizations; and with business organizations, to leverage their reach and credibility within

the business community.

Figure 8. Action 3A—Engage Workplaces

2012 2013 2014

Research, consult and develop plan for employer engagement

Develop toolkits and marketing communications

Deliver employer outreach and engagement services



Rail Implementation Office: Planning and delivery in OLRT corridor and related markets

OC Transpo: Transit products and services

Ottawa Public Health: Workplace health program; health-related products and services

Parks, Recreation & Culture: Cycling skills training

Federal departments and agencies: Federal workplace identification and engagement

Ottawa Chamber of Commerce/Ottawa Board of Trade: Promotion

EnviroCentre: Private workplace identification & engagement (under contract)

Number of workplaces approached and engaged

Number of employees represented in engaged workplaces

Uptake of services at/through workplaces

Modal shifts within workplaces conducting surveys


3.3.2 Action 3B—Engage Schools

School travel planning. The City of Ottawa provides financial support to a School Travel Planning

project being conducted by Green Communities Canada. School travel planning focuses on

developing a community-based, multi-stakeholder team to create policy and infrastructure changes

that facilitate children travelling to school using active modes of transportation. A two-year pilot

project was very successful in attracting both school participation and school board interest in an

expanded program, which is now underway. The proposed actions anticipate a continued role for the

City in championing, facilitating and sponsoring an expanded School Travel Planning program.

Broader school engagement. The City will allocate some resources to additional school engagement

outside the framework of the School Travel Planning program. This could include the provision of

information and promotion as well as services related to ridematching, cycling skills training, transit

programs, and bicycle parking.

Figure 9. Action 3B—Engage Schools

2012 2013 2014

Provide financial support for School Travel Planning

Help Green Communities Canada to engage schools and school boards






Green Communities Canada: Planning and delivery of school travel planning

Schools and school boards: Policy and delivery partner in school travel planning

Ottawa Public Health: Health products and services

Traffic Safety & Mobility: Road safety services

OC Transpo: Transit fare programs

Parks, Recreation & Culture: Cycling skills training

Number of schools engaged in travel planning

Number of students affected by school travel plans

Changes in travel behaviour observed at participating schools

3.3.3 Action 3C—Engage Neighbourhoods

Personal travel planning pilot project. Personal travel planning uses targeted, customized

communication and incentives to motivate sustainable transportation choices by individuals who

self-identify as being interested in adopting new behaviours. Personal travel planning is most

commonly applied at a household level within targeted neighbourhoods. To demonstrate and

evaluate personal travel planning in Ottawa, a pilot project will be implemented within the study

area of the Richmond Road/Westboro Transportation Management Implementation Plan (TMIP).

Funds from the TMIP budget will be supplemented by funds from the City-wide TDM budget to

maximize the value of the pilot project, and in particular to ensure thorough performance

measurement.

Partnerships with community groups. Numerous community organizations offer shared objectives,

extended reach, credibility with key audiences, and volunteer resources. All of these can add

tremendous value to a moderate investment of time and money by the City to support the delivery of

sustainable mobility messages, products and services by those organizations. Potential partners


include: festivals and farmers’ markets concerned with helping patrons travel conveniently; BIAs and

merchant associations interested in attracting clients by foot and by bike; community associations

interested in promoting awareness and supporting local businesses; social or cultural service groups

interested in maximizing opportunities for new Canadians, low-income families, youth or seniors.

Figure 10. Action 3C—Engage Neighbourhoods

2012 2013 2014

Pilot project planning, implementation and evaluation


Engage community groups to support delivery



OC Transpo: Advice and assistance

Neighbourhood Connections Office: Promotion in target markets

Event organizers: Bluesfest, Jazz Festival, Folk Festival, Festival franco-ontarien, farmers’ markets

BIAs, merchant associations and community associations: Special events (e.g. Car Free Day events, local shopping campaigns)

Social and cultural service organizations: Travel training for individuals facing barriers related to culture, language, age or income

Other groups: Other programs or events (e.g. neighbourhood bicycle repair/loan programs, Capital VeloFest)

Modal shifts and reductions in vehicle-kilometres traveled within personal travel planning pilot project study area

Other indicators to be determined through planning for individual initiatives

3.4 Internal Linkages

3.4.1 Action 4A—Enhance Community Services

City departments can work together to integrate key TDM-supportive messages into products and

services that are community-based (i.e. delivered at a neighbourhood level), and to create new

information and promotion products for delivery. Initiatives should reflect the markets that can be

accessed (e.g. demographics, issues, interests, etc.) and the channels available to reach them (e.g.

individual discussion, group presentations, printed or electronic media). The City’s TDM staff will

continue to liaise with partner departments to consider specific opportunities.

CAN-BIKE courses. Transportation Planning Branch will continue its current sponsorship of CAN-

BIKE cycling skills training services delivered through the Parks, Recreation and Cultural Services

Department.

Community Environmental Projects Grants. The Community Environmental Projects Grants

Program (CEPGP) has previously funded TDM-related projects even though sustainable mobility is

not a formal eligibility category. As part of updates being made to CEPGP, additional sponsorship of

the program through the TDM budget will enable solicitation and implementation of TDM-related

initiatives from community organizations.

Other services. TDM staff will work with other departments to integrate TDM into locally delivered

messages, products and services. Potential partners include the Special Event Advisory Team, public

health outreach initiatives, and social service and community centres.


Figure 11. Action 4A—Enhance Community Services

2012 2013 2014

Sponsor the CAN-BIKE program by Parks, Recreation & Culture

Sponsor sustainable mobility category in Community Environmental Projects Grants Program



Develop messages, products & services; engage City partners to support delivery





Parks, Recreation & Culture: CAN-BIKE program delivery; coordination of Special Event Advisory Team; services delivered through community centres and recreation facilities

Environmental Sustainability Branch: CEPGP and promotion in target markets

Public Health: Delivery through community health and resource centres

Community & Social Services: Delivery through social service and childcare centres

Number of recipients of CAN-BIKE training and other cycling skills courses

Other indicators to be determined through planning for individual initiatives

3.4.2 Action 4B—Support Other City Initiatives

Aside from the community-based services that are discussed in the preceding Action 4A, the City

also delivers many other city-wide services that support the objectives of this TDM Strategy. While

TDM staff may have little formal role in terms of providing staff or financial support for these

services, it is important to acknowledge their importance and the value in maintaining

communication between the affected staff groups. It should also be noted that this is not an

exhaustive list, but is intended to highlight initiatives with significant relevance to the TDM program.

OC Transpo marketing and communications. OC Transpo’s fare strategies and substantial

promotion and information programs are rightfully considered to be TDM measures. Other actions

recommended in this strategy will provide support for OC Transpo’s programs—namely the

engagement of workplaces, schools and neighbourhoods outlined in Actions 3A, 3B and 3C. TDM

staff will support OC Transpo’s future efforts including the roll-out of real-time mobile service

information and the PRESTO smart card.

Transportation system management (TSM). The City is developing a TSM Strategy that outlines a

range of possible initiatives including a National Capital Region 511 Traveler Information System.

TDM staff will coordinate with and advise staff of the Roads and Traffic Operations and Maintenance

Branch to ensure that the City’s various channels for providing traveller information are delivered in

a manner that maximizes both effectiveness and efficiency.

Public parking lots. The City’s Parking Management Strategy identifies the role of public parking

lots in supporting TDM objectives (e.g. by providing parking for bicycles, carshare vehicles, etc.).

TDM staff will work with Parking Operations, Maintenance and Development staff, as required, to

share information and coordinate initiatives.


TDM-supportive development practices. Development approvals staff in Planning and Growth

Management are increasingly dealing with TDM-supportive development features or conditions

including reduced parking supplies, inclusion of carsharing services or parking spaces, and secure

bicycle parking. TDM staff will provide assistance and advice, as required, regarding best practices or

guidelines for the integration of TDM initiatives into new developments. There is an opportunity to

work with the development community, including both developers and their consultants (primarily

through the Engineering Liaison Subcommittee), to build awareness and understanding of the

potential benefits and risks of innovative features.

Neighbourhood plans. A number of City departments prepare and implement thematic studies or

plans at a neighbourhood level:

Parking Operations, Maintenance & Development—prepares area parking studies

Area Traffic Management, Planning and Growth Management—assesses area traffic management

requirements

Community and Social Services—funds and facilitates community development activities in

neighbourhoods; develops and implements strategic initiatives for seniors and other marginalized

groups

Community Planning and Urban Design, Planning and Growth Management—prepares

Community Design Plans

TDM staff will work with each of these groups, as warranted, to advise on the possible contribution

of TDM tools and services toward their diverse objectives.

Bike sharing. The current Capital BIXI bikeshare service is sponsored by the National Capital

Commission. While the City of Ottawa’s focus is on providing and expanding the cycling

infrastructure network, there remains an option for the City to participate in the future in the bike

share program should Council elect to do so.

Development of Multi-modal Level of Service (LOS)/ Quality of Service (QOS) measurements.

Currently, the City does not have a LOS/QOS performance measurement method or targets for

walking, cycling, and transit. TDM staff will initiate the development and application of a

multimodal LOS/QOS methodology.

Figure 12. Action 4B—Support Other City Initiatives

2012 2013 2014

Provide support on an issue-by-issue basis




Various; as discussed in the main text To be determined; these initiatives remain the responsibility of other groups


3.5 Summary of Action Plan

The following table summarizes the recommended actions in 2012, 2013 and 2014 as presented in

SECTION 3.1 through SECTION 3.4.

Figure 13. Summary of Action Plan: Key Tasks for TDM Staff

2012 2013 2014

Action 1A—Improve and Promote Employee Travel Options

Form employee travel options working group with key City departments

Develop program framework and key services: identity, commute tracking, incentive management, emergency ride home, City facility guidelines

Baseline measurement: employee commuting and business travel

Develop upgrade plan for City facilities





Progress measurement: employee commuting and business travel

Action 2A—Develop Strategic Communication Framework

Confirm or change identities of overall TDM program and key activity streams

Conduct market research (e.g. update 2002 Commuter Survey)

Conduct market research (e.g. update 2003 Cyclist Profile Survey)

Conduct market research (to be determined)


Create updated Web portal

Enhance and promote ridematching service

Develop coherent strategy for unifying Web/social media presence


Update Cycling Map

Launch next-generation Web portal and social media platforms



Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike events










Research, consult and develop plan for employer engagement

Develop toolkits and marketing communications



Action 3B—Engage Schools Provide financial support for School Travel

Planning Help Green Communities Canada to

engage schools and school boards








Engage community groups to support delivery










Action 4B—Support Other City Initiatives

Provide support on an issue-by-issue basis Provide support on an issue-by-issue basis Provide support on an issue-by-issue basis


Documents

Transportation Demand Management Strategy€¦ · SECTION 2.2—PROGRAM GOALS AND LIST OF ACTIONS identifies the strategy’s principal goals and the major recommended actions to