executive summary - region of waterloo · 2018. 6. 21. · shift current travel behaviour in order...

Document Number: 2122780 V9C i

Executive Summary

Transportation Demand Management (TDM) is best described as the use of behaviour change measures, such as policies, incentives, and supportive infrastructure, to encourage shifting travel behaviour away from driving alone. The goal is to optimize the use of Waterloo Region’s entire transportation network, including roads, transit, and active transportation routes.

Provincial and Regional policies recognize the importance of TDM in developing and encouraging the use of a well-connected and sustainable transportation network. These

policies have served to guide the development of the Region’s TDM Program Plan. The Region of Waterloo has been a leader in TDM through its establishment of supportive policy (e.g., Regional Official Plan) and implementation of initiatives in collaboration with Area Municipalities, workplaces, and other community partners. TDM Program initiatives aim to shift current travel behaviour in order to meet the goals of the Regional Transportation Master Plan (RTMP), including optimizing the transportation network, promoting transportation choice, and supporting sustainable development.

This plan details the strategic direction, priority projects, and scoping of the TDM Program for 2017-2021. Mirroring the timeframe of the Grand River Transit (GRT) Business Plan, the TDM Program Plan builds on the TDM-supportive recommendations identified by GRT to help achieve the ridership targets and sustainable transportation goals of the RTMP. This plan also builds upon previous TDM program plans, and uses the successes and lessons learned to identify and prioritize activities. The plan outlines eight goals that will guide how the TDM Program will help reduce driving alone rates and meet the RTMP’s 2031 targets for transit and active transportation trips.

Summary of TDM Program Goals and Initiatives The following eight goals serve to outline the actions required to realize the TDM Program Vision to “work with employers, residents, and other stakeholders in the community to reduce single occupancy vehicle use and meet 2031 trip targets for transit and active transportation modes”. This approach provides accountability, while allowing the program to adapt with the evolving TDM landscape.

The goals below are presented in no particular order, however the Project Implementation Timeline appended to this plan provides a proposed implementation schedule that identifies priority projects.

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#1 – Enhance Program Integration and Coordination. Continue to align TDM programs and services with existing policies while refining program direction to maximize resources.

Ongoing TDM Program Initiatives: Continue to partner with Area Municipalities and other stakeholders to coordinate,

plan, and promote local TDM initiatives through groups such as the Inter-Municipal

Partnership for Active Transportation (IMPAcT)

Proposed TDM Program Initiatives: Participate in Area Municipalities’ station area and active transportation planning

processes

#2 - Continue Investing in the TravelWise Transportation Management Association. Explore opportunities to expand services for existing TravelWise Transportation Management Association (TMA) members that provide further incentives and offer greater choice in travel to employees, while promoting membership to organizations located in areas surrounding new and existing transit services.

Ongoing TDM Program Initiatives: Secure annual dedicated funding and program service agreements for TravelWise

(2017-2021)

Targeted TravelWise promotion and membership drive along ION and iXpress

corridors

Proposed TDM Program Initiatives: Establish and monitor TMA-Wide Mode Split Target

Explore opportunities to partner with local organizations to expand/deliver services to

TravelWise members

#3 - Enhance TDM’s Involvement in Development Application and Review Process. Support the Region and Area Municipalities’ inclusion of TDM principles in station area

planning and development application processes, and encourage developer participation in the TravelWise TMA.

Ongoing TDM Program Initiatives:

Review and comment on development applications as received

Coordinate with Area Municipalities on TDM Checklists for consistency in

implementation and update as needed

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Proposed TDM Program Initiatives: Update the TDM Checklist and Parking Reduction Worksheet in the Transportation

Impact Study Guidelines to include a reference guide and monitoring plan

Encourage TravelWise Developer category membership for new developments

Comment on future active transportation and/or transit-supportive amendments to the

Development Charges Act as opportunities arise

#4 - Develop and Support Residential and School-based TDM Program(s). Offer a suite of services and TDM planning tools and objectives for residential

neighbourhoods and school-based audiences (TravelWise@Home, TravelWise@School).

Ongoing TDM Program Initiatives: Collaborate with the local School Travel Planner to support and promote community

and school-based sustainable transportation initiatives

Proposed TDM Program Initiatives: Offer TravelWise services for staff, and selected services for students, at schools

engaged in school travel planning (TravelWise@School)

Pilot TravelWise services and planning tools for select high-density residential

developments (TravelWise@Home)

Support future Conestoga College U-pass with TravelWise@Work membership and

services for College employees, and selected services for students (e.g., carpool

matching network for commuter students)

Support the expansion of school-based cycling training throughout Waterloo Region

(e.g., Cycling into the Future)

#5 - Develop Comprehensive Performance Monitoring for TDM Program. Provide tangible annual indicators of program activities and monitor uptake of commuter services.

Ongoing TDM Program Initiatives: Monitor annual performance indicators for TravelWise

Proposed TDM Program Initiatives: Monitor development applications with completed TDM Checklists

Develop active transportation monitoring network in collaboration with Area

Municipalities

o Collaborate with AMs to share and exchange active transportation network

usage data (e.g., pedestrian/cyclist usage data)

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o Seek policy updates to include pedestrian/cyclist counters as part of design and

construction guidelines

o Work with external commuter/TDM service providers to share and monitor

performance (e.g., carshare, bikeshare, rideshare, Metrolinx)

Assess opportunities to build queries for EasyGO Electronic Fare Card System data

Monitor/Review TDM Program Plan initiatives

Use evaluation data collected from TDM and active transportation initiatives, and

external data (StatsCan, Transportation Tomorrow Survey) to inform TDM planning

and program development

#6 - Enhance ROW’s Internal TDM Support for Regional Employees. Increase and improve commuter options and services to enable Regional staff to lead by example. The TDM Program continues to act as the workplace champion and staff liaison for the internal TravelWise program.

Ongoing TDM Program Initiatives: Continue to manage internal TravelWise Program and Regional employee initiatives

Proposed TDM Program Initiatives: Gain political support for, and monitor Regional commuter drive alone reduction target

and action plan

Seek opportunities to increase/improve commuter options and services for Regional

staff (e.g., enhance carpool parking program, expand carsharing, and connect

employees to local bikeshare)

#7 – Invest in Strategic Community Outreach. Provide mode-specific, relevant messaging that informs and educates residents, to foster travel behaviour change.

Ongoing TDM Program Initiatives: Continue to develop and implement targeted, mode-specific TDM communications,

promotions, and resources in coordination with Area Municipalities (e.g., Regional

Cycling Map, Bike Month, Transit Month, etc.)

Proposed TDM Program Initiatives: Promote residential access to transit along ION and iXpress corridors through

customized travel plans to stations/stops, and provide information about the integration

of ION and GRT

o Develop custom, neighbourhood-based station/stop travel plans, particularly for

areas with ION and iXpress service

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o Target students, especially first year students, new residents/recently moved

residents, high density residential units, large/new employers, older adults and

residents with disabilities

Work in collaboration with GRT Communications and Marketing on

activities/campaigns related to travel behaviour change

o Participate in the planning and implementation of the ION awareness and

service launch campaigns

o Update, organize, and integrate sustainable transportation information and

program on the Region’s webpages and GoTravelWise.ca for residents and

visitors

o Participate in the planning and implementation of GRT’s Travel Mode Shift

Campaign (e.g., "Why GRT?")

#8 - Support the Delivery of Transportation Network Improvements. Leverage and promote strategic improvements to the transportation network that increase the competitiveness of sustainable modes of transportation.

Ongoing TDM Program Initiatives: Support the integration and promotion of intercity transportation (e.g., wayfinding

harmonization, commuter carpool opportunities, GO service expansion)

Proposed TDM Program Initiatives: Launch an integrated mobility working group in collaboration with Transit

Development, Rapid Transit, Transportation Planning, and Area Municipalities to

facilitate the coordinated planning and implementation of cross-jurisdictional projects

that can enhance multi-modal network integration

Work with the local bikeshare and Area Municipalities to support integration of

bikeshare and transit

Prioritize and align active transportation winter network and maintenance standards in

coordination with Area Municipalities

Seek opportunities to enhance access to transit, transit alternatives, and active

transportation for challenging to serve areas, low income groups, and/or

disadvantaged communities

Creation/integration of a TDM Community Fund to support cross-jurisdictional projects

and offer micro-grants to TDM-supportive community projects (e.g., ROW Community

Environmental Fund)

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Financial Impact Some proposed projects are anticipated to require additional funding beyond the current TDM Program budget. However, in consideration of potential partner involvement, known and anticipated funding opportunities, and the need for additional scoping, proposed projects requiring significant additional funding will be presented to senior management and/or Regional Council for review on a project-by-project basis.

The estimated budgetary impact of these initiatives is captured in the two tables below.

TDM Program Budget Summary, 2017-2021 The TDM Program Budget is dedicated for staffing, community-wide initiatives, and Regional

employee programming and supports. Projected TDM Program cost increases are primarily dedicated to the introduction of the proposed neighbourhood-based transit access and travel planning initiative, annual Regional contribution to school-based bicycle training programming, and a cost-matching TDM community fund.

Table 1. TDM Program Budget Summary, 2017-2021

Description 2017

Approved Budget

Estimated Budget Needs (2018-2021)

2018 2019 2020 2021

Staffing and Benefits

2.0 FTE Principal Planners $209,549 $212,692 $215,883 $219,121 $222,408

Meetings, CarShare Expenses, Mileage $1,000 $1,000 $1,000 $1,000 $1,000

License Fees

GoTravelWise.ca (Online Wayfinding, Carpool Matching Resource Portal); ACT Canada Contribution

$17,119 $17,119 $17,119 $17,119 $17,119

ROW Employee GRT Discount

Additional $25/month subsidy for GRT Corporate Pass in exchange for parking pass (Estimated growth 5 members/year)

$22,000 $23,500 $25,000 $26,500 $28,000

Community and Regional Employee Initiatives

Improved commuter options and services for Regional staff and community; Cycling/transit maps, bike lights, etc.

$4,179 $10,000 $10,000 $10,000 $10,000

Neighbourhood-based Marketing

Station/stop travel plans to transit for residents along ION, iXpress corridors

$0 $10,000 $10,000 $10,000 $10,000

http://www.gotravelwise.ca/

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Description 2017

Approved Budget


2018 2019 2020 2021

Support School-based Programming

Contribute to expansion of cycling training program to students throughout Waterloo Region (1800 to 4000 students)

$0 $9,000 $12,000 $16,000 $20,000

Reserve Fund

Cost-matching “TDM Community Fund”

$0 $0 $10,000 $10,000 $10,000

Total TDM Program Costs $253,847 $283,311 $301,002 $309,740 $318,527

TravelWise TMA Program Budget Summary, 2017-2021 The TravelWise TMA budget has been separated to make it easier to track the costs associated with running TravelWise. In past years, TravelWise was partially funded from Transport Canada’s ecoMOBILITY program. This historical funding source was expected to be exhausted in 2016, leaving an anticipated funding shortfall of $77,000 in 2017, and partial funding ($38,500) was approved by Regional Council during budget deliberations. Staff identified short-term cost saving measures to deliver the TravelWise program through a third party (Sustainable Waterloo Region) without negatively impacting services to members in 2017. However, these short-term measures are not sustainable to meet the current TravelWise program’s ongoing funding needs to retain a third party for program coordination and maintain employee services beyond 2017. This lack of funding would similarly prevent the introduction of the proposed TravelWise@Home and TravelWise@School programs.

The 2018-2021 budget projection described below estimates the costs associated with phasing in the remaining funding required to fully replace the exhausted ecoMOBILITY grant, introduce the TravelWise@Home and TravelWise@School programs, and continue to retain the services of a third party like Sustainable Waterloo Region for frontline service delivery to all TravelWise TMA members. Projected TravelWise TMA Membership figures are for the end of each year. Based on work plan estimates, it is anticipated that additional third-party resources (i.e., 0.5 FTE Program Coordinator) will be required when TravelWise exceeds 40 members (estimated 2020).

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Table 2. TravelWise TMA Program Budget Summary, 2017-2021

Description 2017

Approved Budget


2018 2019 2020 2021

Revenue – Member Fees

TravelWise@Work (Existing) Net+1 Membership Growth

($45,000) 28

Members

($46,412) 29

Members

($47,507) 30

Members

($48,602) 31

Members

($49,698) 32

Members


TravelWise@School (Proposed) School Boards, Net+2 School Growth

$0 ($3,855)

2 Members

($4,036) 4

Members

($4,215) 6

Members

($4,393) 8

Members


TravelWise@Home (Proposed) 2-Site Pilot, Net+1 Condo Growth

$0 ($2,190)

2 Members

($3,264) 3

Members

($4,327) 4

Members

($5,379) 5

Members

Total TMA Program Revenue and Membership Projection

($45,000) 28

Members

($52,457) 33

Members

($54,807) 37

Members

($57,144) 41

Members

($59,470) 45

Members

Consulting Fees

Frontline service delivery (1.5 FTE Program Coordinators, plus additional 0.5FTE for 40+ members (est. 2020*))

$98,500 $125,000 $126,250 $157,513 $159,088

Materials

TravelWise@Work Program Outreach, Scalable Member-Specific Incentives and TMA-Wide Promotions

$16,000 $36,550 $37,050 $37,550 $38,050

Materials

Proposed TravelWise@School, TravelWise@Home Programs

$0 $3,000 $3,750 $4,500 $5,250

Meetings, Travel, Misc. TravelWise Services

Includes providing TravelWise services to Conestoga College employees and adapted student services to support initial rollout of Conestoga U-Pass

$1,000 $6,000 $6,000 $6,000 $6,000

Total TMA Program Operating Costs

$115,500 $170,550 $173,050 $205,563 $208,388

Net TravelWise TMA Program Costs and Membership Projection

$70,500 28

Members

$118,093 33

Members

$118,243 37

Members

$148,419 41

Members

$148,918 45

Members

Document Number: 2122780 V9C ix

Plan Considerations The timing for implementing the projects outlined above is intended to capitalize on the momentum of larger-scale, regionally significant projects (e.g., ION launch), as well as known or anticipated opportunities with partners (e.g., grants) in order to maximize the use of available resources. A Gantt chart has been developed for TDM Program staff with a recommended implementation timeline for the projects proposed in this plan. This chart also touches on the budgetary implications of projects and identifies relevant stakeholders that should be involved or consulted.

This TDM Program Plan serves as a guide, and is intended be responsive to opportunities presented by Regional departments, municipal partners, and other stakeholders. Ultimately,

this document serves as an amendable work plan for the TDM Program from 2017-2021 that outlines strategies for making sustainable transportation the preferred choice for those who live, work, and play within Waterloo Region.

Document Number: 2122780 V9C 1

Contents

Executive Summary .............................................................................................................................. i

Glossary .............................................................................................................................................. 2

1.0 Introduction .................................................................................................................................... 3

1.1 What is TDM? ............................................................................................................................ 3

1.2 Regional Significance of TDM .................................................................................................... 4

2.0 TDM Program History .................................................................................................................... 9

2.1 Pre-2006 .................................................................................................................................... 9

2.2 2006-2009 (Milestone 1) ............................................................................................................ 9

2.3 2010-2016 (Milestone 2) .......................................................................................................... 10

3.0 Strategic Direction ....................................................................................................................... 12

3.1 Work Steps Associated with this Plan ...................................................................................... 12

3.2 TDM Program Vision, Focus Areas, and Goals ........................................................................ 13

4.0 Proposed Projects and Rationale ................................................................................................. 16

4.1 Enhance Program Integration and Coordination. ...................................................................... 16

4.2 Continue Investing in the TravelWise Transportation Management Association. ...................... 17

4.3 Enhance TDM’s Involvement in the Development Application and Review Process. ................ 18

4.4 Develop and Support Residential and School-based TDM Program(s). ................................... 20

4.5 Develop Comprehensive Performance Monitoring for TDM. ..................................................... 22

4.6 Enhance the Region of Waterloo’s Internal TDM Support for Regional Staff. ........................... 23

4.7 Invest in Strategic Community Outreach. ................................................................................. 25

4.8 Support the Delivery of Transport Network Improvements........................................................ 27

5.0 Financial Impact........................................................................................................................... 30

5.1 Proposed Projects within TDM Program Budget (Excludes TravelWise TMA) .......................... 30

5.2 Proposed Projects within TravelWise TMA Program Budget .................................................... 32

5.3 Proposed Projects Requiring Additional Funding ...................................................................... 33

5.4 Program Budget Forecasts....................................................................................................... 36

6.0 Proposed Projects Summary and Implementation Timeline ......................................................... 41


Glossary

Active Transportation (AT): Refers to all types of human-powered transportation such as walking, cycling, in-line skating, skateboarding and using a wheelchair.

Area Municipalities (AMs): Refers to the City of Cambridge, City of Kitchener, City of Waterloo, Township of Wellesley, Township of Woolwich, Township of Wilmot, and Township of North Dumfries.

Bikesharing: Bikeshare systems provide short-term access bicycles via stations located at convenient locations. Bikeshare users typically access bikes through an instant electronic payment for short-term use or through a membership, for convenient travel to their final destination or for recreation.

Carsharing: Member-based service providing access to vehicles on a self-serve, pay-per-use basis.

Intermunicipal Partnership for Active Transportation (IMPAcT): Staff-level committee of municipalities and local organizations that work collaboratively to plan and promote active transportation initiatives in municipalities across Waterloo Region.

Last mile: Refers to the final segment of a trip from a transportation hub, especially railway/light rail transit stations, and bus terminals/stop, to the final destination.

Mode: Refers to the different ways in which people, goods, and information can be moved from one place to another.

Ridesharing: Arrangement in which a passenger travels in a private vehicle driven by its owner, for free or for a fee, especially as arranged by means of a website or app.

Single Occupancy Vehicle (SOV): a privately operated vehicle whose only occupant is the driver.

Transportation Demand Management (TDM): Application of strategies and policies to reduce travel demand, or to redistribute this demand in space or in time.

Transportation Management Association (TMA): non-profit membership organization made up of employers, developers, and property managers working together to address transportation, air quality, and commuter issues. The Region’s TravelWise program is a TMA.

https://en.wikipedia.org/wiki/Transportation_hub


1.0 Introduction

1.1 What is TDM? Transportation Demand Management (TDM) is best described as the use of behaviour change measures and incentives to encourage individuals to make use of Waterloo Region’s entire transportation network (e.g., road, transit, and active transportation networks). TDM measures may seek to:

Shift travel demand from one mode to another (e.g., driving alone to biking);

Encourage adoption of multiple modes (e.g., transit, “last mile” walking)

Encourage demand for current and planned services (e.g., conventional, express, and

rapid transit)

Encourage reductions in total travel demand (e.g., promotion of trip-chaining, use of

teleconferencing/videoconferencing technologies)

Promote off-peak travel demand strategies (e.g., development of non-traditional,

flexible work schedules)

Promote alternative routes to mitigate travel demand (e.g., mitigate automobile use

during peak periods, construction)1

TDM measures aim to encourage individuals to adopt alternative modes of transportation through a variety of strategies in order to better manage congestion and balance the transportation network. These strategies include increasing awareness, promotion, policy development, and/or pricing mechanisms. TDM measures can also help guide the way we design our transportation and physical infrastructure to enhance the real and perceived competitiveness of alternatives to driving alone and foster sustainable community growth.

For years, the Region of Waterloo’s TDM Program has been a leader through its active implementation of TDM measures in collaboration with local community partners and workplaces. Today, Region of Waterloo’s TDM Program has evolved into a set of policies, programs, partnerships, and performance measures that provide innovative, integrated transportation solutions.

To shift travel behaviours, TDM measures must be scaled appropriately, developed and implemented in partnership with community partners, and where possible, integrated into the

policies and processes that will see sustainable transportation options as the preferred choice for those who live, work, and play within Waterloo Region.

1 Adapted from Metrolinx Transportation Demand Management Background Paper (Technical Paper 10 to support the

Discussion Paper for the Next Regional Transportation Plan). Retrieved from: http://www.metrolinx.com/en/regionalplanning/rtp/technical/11_TDM_Report_EN.pdf

http://www.metrolinx.com/en/regionalplanning/rtp/technical/11_TDM_Report_EN.pdf


1.2 Regional Significance of TDM Like the majority of Canadian municipalities,2 the Region of Waterloo’s modal split continues to be dominated by car travel. In recognition of growth related pressures on transportation infrastructure, the last Regional Transportation Master Plan (RTMP) in 2010 identified the need for a significant shift in how people move within and beyond Waterloo Region (Table 1).

Table 3. Waterloo Region Mode Share, 2011 Peaks and 2031 PM Peak Hour Target3

1.2.1 Transit Since GRT was established in January 2000, ridership has increased an average of 7.2% annually. Ridership growth would have been higher if not for the recent decline of 1.7 million annual rides from 2013 to 2015 due to several factors: the loss of school board funded high school trips; service impacts due to construction detours; significant annual fare increases starting in 2012; and localized service reductions in 2013 and 2014. Lower gas prices over the last couple of years have also likely hindered efforts to decrease car use. This dip in ridership was experienced across Canadian transit agencies.

Substantial investments in transit over the past 10 years have addressed pent-up demand for transit and active modes, and now further investments must be made to reduce the remaining barriers to adopting more sustainable travel behaviours amongst more residents.

2 Transportation Association of Canada. (2015). Urban Transportation Indicators Fifth Survey. Available here: http://www.tac-

atc.ca/sites/tac-atc.ca/files/site/doc/resources/final_report-april_2016.pdf 3 Mode share information derived from Region of Waterloo’s Transportation Master Plan Update “Moving Forward”. More

information available here: http://www.regionofwaterloo.ca/en/gettingAround/MovingForward.asp. Transportation Tomorrow Survey (2011). Internal Trips Made by Region of Waterloo Residents (Filters: Region of Waterloo household Region of Waterloo origin; Region of Waterloo destination)

Mode 2011 Baseline PM Peak Period

(2:30 PM – 5:30 PM) Mode Share

2011 Baseline PM Peak Hour


2031 RTMP Target PM Peak Hour


Auto Driver 68.3% 78.0% 58.0%

Auto Passenger 14.6% 14.0% 12.0%

Local Transit 5.7% 3.9% 14.8%

School Bus 3.7% 0.1% 2.7%

Cycle 0.8% 0.9% 3.0%

Walk 6.4% 2.3% 9.0%

Other 0.5% 0.6% 0.5%

Total Person Trips 307,643 110,199 183,513

http://www.tac-atc.ca/sites/tac-atc.ca/files/site/doc/resources/final_report-april_2016.pdf

http://www.tac-atc.ca/sites/tac-atc.ca/files/site/doc/resources/final_report-april_2016.pdf

http://www.regionofwaterloo.ca/en/gettingAround/MovingForward.asp


1.2.2 Active Transportation Findings from the Region of Waterloo’s 2016 Public Opinion Report on transportation services indicate that residents are more satisfied with aspects of transit and walking than they are with driving. Given that the majority of residents still rely on car travel, this suggests declining performance of single vehicle occupancy (SOV) travel, yet driving alone is the only transportation mode that respondents seemingly report using more in the past five years.4

1.2.3 TravelWise Transportation Management Association The TravelWise Transportation Management Association (TravelWise) launched in 2012 as a public-private partnership where participating workplaces pay a membership fee to the Region in exchange for access to TDM services and tools to encourage a shift in employee

travel behaviours.

To measure SOV travel, member organizations’ employees complete annual commuting behaviour surveys. Since 2014, the TMA as a whole has reported a slight decrease in SOV travel. However, it is not clear whether this is a statistically significant trend due changes in the number of employees represented by TravelWise or employee turnover among larger members.

In order to meet the objectives of the RTMP, current SOV commuters must be encouraged to adopt alternative modes of travel as their preferred travel option. This can be achieved through the development of supportive workplace cultures, incentives, and planning tools, which are among the member services provided by TravelWise.

For example, TravelWise members’ employees gain access to online carpool matching and trip logging software, discounted GRT Corporate Passes, and an Emergency Ride Home Reimbursement service. Growth in the use of these core services (Table 2) demonstrates the TMA’s potential to support transit ridership goals, as well as increased employee engagement, which builds trust in the program and confidence to change travel behaviour.

4 Region of Waterloo Transportation Project 2016 Public Opinion Report (pg. 21). Retrieved from:

http://www.regionofwaterloo.ca/en/gettingAround/MovingForward

http://www.regionofwaterloo.ca/en/gettingAround/MovingForward


Figure 1 TravelWise Employee Travel Survey, Mode Share, 2014-2016

Table 2. TravelWise Service Uptake Summary

Description 2012 2013 2014 2015 2016

TravelWise Member Organizations (Excluding Region of Waterloo)

13 17 25 26 27

Total Online GRT Corporate Pass Sales from TravelWise Members and Approximate Annual Revenue (3, 6, 9, 12 Month)

83 $45,326

131 $75,390

199 $119,617

234 $151,950

285 $174,445

Total Registered users on GoTravelWise.ca (2014 Launch)

/ / 558 New 534 New

1092 Total 799 New

1891 Total

Total Carpool Message Posts on GoTravelWise.ca (2014 Launch)

/ / 14 New 57 New 71 Total

200 New 271 Total

Total Sustainable Commute Trips Logged (2014 Launch)

/ / 6,000 New

13,277 New

19,277 Total

22,926 New

42,203 Total


1.2.4 TDM-Supportive Policies, Plans, and Guidelines By influencing travel behaviours, TDM strategies have the potential to encourage a compact urban form, foster sustainable development, and help improve liveability. This notion has been recognized at the provincial and local level through the development of TDM-supportive policies (below) that have become “engrained” into transportation and community planning objectives and design strategies that will reshape our community over time.

Table 3. Selection of TDM-Supportive Policies, Plans, and Guidelines

Provincial Policy Statement (1.0: Building Strong Healthy Communities)

1.6.7.2. Efficient use shall be made of existing and planned infrastructure, including through the use of TDM strategies, where feasible.

Regional Official Plan (3.C: Transportation Demand Management)

Region of Waterloo Strategic Plan for 2015-2018 (2: Sustainable Transportation)

3.C.1. The Region… will implement a comprehensive TDM program as part of its efforts to reduce automobile dependency.

3.C.2. The Region will operate a commuter options program for Regional employees that supports and enhances sustainable transportation options

3.C.3. Where an owner/applicant agrees to implement… the TDM strategies recommended in a Transportation Impact Study … the Region may consider granting reductions in the level of road improvement that would otherwise be required to support the development.

3.C.4. Area Municipalities are encouraged to provide reduced parking standards for development applications where the owner/applicant agrees to incorporate TDM strategies as part of the proposed development.

2.1. Create a public transportation network that is integrated, accessible, affordable and sustainable.

2.1.4. Develop and implement programs to educate and improve awareness of availability and benefits of transportation choices and options.

2.3. Build infrastructure for, and increase participation in, active forms of transportation (cycling and walking).

2.3.2. Collaborate with community partners to facilitate actions to encourage active and safe routes to school.

2.4. Optimize road capacity to safely manage traffic and congestion.

2.4.1. Enhance and implement safety awareness and education programs for drivers, cyclists and pedestrians.

Other TDM-Supportive Regional Policies, Plans, and Guidelines

Regional Transportation Master Plan

Provides nine overarching recommendations for Regional TDM Program

Active Transportation Master Plan

Provides recommendations and actions for the TDM Program to foster behaviour change and support the implementation of the ATMP


Community Building Strategy

Provides TDM-related strategies for enhancing mobility and transportation choice throughout Central Transit Corridor, promoting transit use, reducing the demand for parking, end encouraging transit-oriented development.

Grand River Transit Business Plan

Provides recognition and support for the Regional TDM Program’s role in promoting transit use and integrated mobility, as well as marketing potential for attracting new transit customers

Transit-Supportive Strategy for the City of Cambridge

Provides direction and support for local TDM initiatives that encourage transit use


2.0 TDM Program History

2.1 Pre-2006 The 1999 RTMP provided a set of recommendations to establish the foundation for more robust promotion of active transportation and transit. At the time, TDM programming in Canada was in its infancy and few municipalities employed TDM Planners or Coordinators. The Region’s initial TDM programs and activities aimed to provide information, education, and limited infrastructure and support to help improve commuter choice.

2.1.1 Key Strategic Accomplishments (Pre-2006)

Internal First TDM Planner Hired

Development of general TDM services, policies, actions, and supports, with a focus on

Region of Waterloo employees (e.g., discounted transit pass, bike parking at work

sites, etc.).

Community School-based clean air program for children (“You Can Clear the Air”)

Small and large community events (e.g., EcoFest)

Formation of Cycling Advisory Committee

TDM-Supportive Strategies and Plans RTMP (1999) - General TDM strategies

Cycling Master Plan (2004) – Identifies and supports cycling as a preferred mode of

transport

2.2 2006-2009 (Milestone 1) This period saw the development of a more coordinated approach to TDM activities (Milestone 1), which was possible due to the early successes and interest in the Region’s internal TDM program for staff, as well as improvements in marketing and promotional materials. During this period, the TDM program’s strategic objectives expanded beyond

service provision and promotion to include policy.

2.2.1 Key Strategic Accomplishments (2006-2009)

Internal Second TDM Planner Hired

Expansion of TDM services for Regional Staff (e.g., Community CarShare)


Community TDM-driven Individualized Marketing for neighbourhoods

TDM-Supportive Strategies and Plans Regional (internal) TravelWise Strategies Overview – Recommendations for a

comprehensive TDM strategy (e.g., policy development)

Regional Official Plan (2009) – Broad and acute TDM strategies identified

RTMP (2011) – Role of TDM in Planning identified

Regional Cycling Master Plan (2011)-Recommendation for TDM Program to provide

comments on infrastructure related to sidewalks, trails, bike lanes, and policies

2.3 2010-2016 (Milestone 2) By 2010, the TDM Program had developed a clear strategic direction that served to establish and expand the program under an identifiable brand - “TravelWise” (Milestone 2). The service provision and promotion model for internal Regional employees was identified as a scalable service, and served as a key driver for the formation of the Region’s TravelWise Transportation Management Association (TMA). The TravelWise TMA is a public-private partnership where participating organizations pay a membership fee to the Region in exchange for access to TDM services and tools. Since the launch of the pilot program in 2012, the TravelWise TMA has grown from its original 13 partner employers to 26 member organizations that represent more than 20,000 employees in Waterloo Region, in six different sectors.

2.3.1 Key Strategic Accomplishments (2010 – 2016)

Internal Multi-Departmental integration and collaboration (e.g. formation of the Intermunicipal

Partnership for Active Transportation with GRT Transit Planning, Transportation

Planning, Public Health, Police Services, and Area Municipalities)

Regional departmental re-organization - Program is now housed in the Transportation

and Environmental Services Department (instead of the Planning, Development and

Legislative Services Department) to align TDM with Grand River Transit.

Community Development and expansion of TravelWise TMA

School-based TDM programming development (e.g., Active and Safe Routes to

School)

Inter-municipal collaboration and TDM promotion (e.g., Intermunicipal Partnership for

Active Transportation, Planning Around Rapid Transit)


TDM Supportive Cambridge Transit Supportive Strategy activities including a targeted

TMA membership drive, ION bus rapid transit segmented marketing, transit service

and infrastructure improvements (e.g., stop and sidewalk improvements, etc.)

Mode-specific incentive and promotional events and initiatives (e.g., Bike Month,

Carpool Month, Regional Cycling Map, etc.)

TDM-Supportive Strategies and Plans Active Transportation Master Plan (Walk Cycle Waterloo Region)

TDM requirements in Transportation Impact Study Guidelines (TDM Checklist and

Parking Reductions Worksheet, to ensure new developments are TDM-supportive

within urban growth centres, major transit station areas).

Regional Strategic Plan 2011- 2014, 2015-2018 (Sustainable Transportation,

Environment and Sustainable Growth, Healthy, Safe, and Inclusive Communities)

10-year Cambridge Transit-Supportive Strategy – Includes use of TDM, and directs

new TDM and TMA options for City of Cambridge

GRT Marketing Plan – recognized valuable role of TMA, specific service

improvements for TDM


3.0 Strategic Direction

This plan presents the Region of Waterloo with strategic direction, scoping, and projects for the TDM Program for 2017-2021. The plan continues to build upon previous TDM plans and uses the successes and lessons learned to identify and prioritize TDM Program activities to 2021.

The following plan serves as a guide, and is intended be responsive to opportunities presented by other Regional departments, municipal partners, and stakeholders.

Ultimately, this document serves as an amendable work plan for the TDM Program from 2017-2021 that:

Establishes strategic goals for the TDM Program;

Outlines an implementation timeline to meet TDM goals;

Defines roles for staff and partners; and

Estimates funding needs above existing (2017) TDM/TMA Program budgets.

Where possible, the plan identifies partners and/or additional budget resources required for known and planned activities that will help achieve TDM Program Goals. Projects requiring additional funding are listed in Section 5.0. However, in consideration of potential partner involvement, known and anticipated funding opportunities, and the subsequent need for re-scoping, projects requiring additional funding will be proposed to senior management and/or Regional Council on a project-by-project basis (See Section 5.3).

3.1 Work Steps Associated with this Plan Below are key steps undertaken to create this plan:

Inventory of TDM activities over the past 10 years

o Assessment of key accomplishments

Review of background documents and data sources that inform TDM programming

o Review of relevant recommendations from key guiding documents, such as the

2011 RTMP, GRT Marketing and Communications Plan, Active Transportation

Master Plan, TravelWise@Work 2016-2018 Business Plan, and TDM Planner

Transition Documents

o Review of industry best practices to identify opportunities for innovation

Development of Strategic Direction (Vision, Focus Areas, and Goals) from key guiding

documents

Assessment of TDM program recommendations made in key guiding documents to

develop a list of proposed projects


o Address issues of scope by identifying recommendations that do not fall within

the TDM Program mandate

o Align recommended projects to program goals to structure an implementation

plan

o Address gaps in recommended projects with solutions from best practices and

guiding documents

Development of a timeline for implementation in consideration of timing of projects that

support the goals outline in the GRT Business Plan, or that are time-sensitive (e.g.,

ION launch)

Circulation and feedback on draft from stakeholders, including:

o TravelWise TMA Working Group members

o Active and Safe Routes to School (School Boards, Student Transportation,

Area Municipalities, Public Health)

o Sustainable Waterloo Region

o TDM Coordinators at Area Municipalities and Cities of Guelph and Ottawa

o Intermunicipal Partnership for Active Transportation (Area Municipalities’ TDM,

Community Access Bikeshare, Canadian Association of Automobiles, Waterloo

Regional Police Services, Ministry of Transportation)

o GRT Business Plan Consultants

Ongoing discussions with Region of Waterloo managers in the Transportation

Planning and Transit Development Departments, as well as GRT Business Plan

consultants

3.2 TDM Program Vision, Focus Areas, and Goals The following Vision, Focus Areas and Goals were developed to reflect both established best practices, as well as the pre-existing TDM framework, and will provide guidance in the implementation and monitoring of the 2017-2021 TDM Program Plan.

TDM Program Vision

The Region of Waterloo TDM Program will work with employers, residents, and other stakeholders in the community to reduce single occupancy vehicle use and meet 2031 trip

targets for transit and active transportation modes.

The Vision describes the best-case scenario for the TDM Program. This vision is intended to achieve the desired sustainable transportation outcomes stated in the 2031 Regional Transportation Master Plan, while also recognizing the importance of collaboration to achieve the desired results and remain fiscally viable.


TDM Program Focus Areas

Land Use and

Transportation

Integration

Leverage the

relationship between

land use and

transportation

planning to develop

and support transit-

and TDM-supportive

policies and

programs.

Transportation

Supply

Delivery of, and

improvements to,

public transportation

and active

transportation

infrastructure,

resources and

services.

Education,

Promotion, and

Outreach

Public awareness of

existing and

emerging tools and

resources that enable

commuters and

residents to make

more sustainable

transportation

choices.

Travel Behaviour

Incentives and

Disincentives

Influence individual

travel behaviour

through price and

time-based signals

(e.g., coordinated

parking pricing

policies in station

areas, promotional

event incentives).

The Focus Areas were defined from the 2009 TravelWise Review, the 2011 Regional Transportation Master Plan, and 2015 Metrolinx TDM Background Paper, and help provide continuity within the program. They can also be considered the “pillars” of the TDM Program as TDM measures typically seek to influence one or more of these focus areas. These pillars shape how the more specific goals will be approached through the implementation of TDM measures.

The Focus Area of Land Use and Transportation Integration relates to the interplay between transit and land use planning, and how they are mutually supportive. For example, servicing high density mixed-use developments with high frequency transit can help promote greater density by providing a desirable amenity, and in turn support greater ridership. Instituting policies that limit the amount of surface parking available, and ensure that parking is priced accordingly, can similarly foster intensified development that supports sustainable transportation. Transportation Supply can be exemplified by providing more frequent service, as well as sidewalk improvements. Education, Promotion, and Outreach can include neighbourhood-specific marketing campaigns that provide residents with detailed travel information (e.g., station access). Similarly, Travel Behaviour Incentives and Disincentives promote desirable changes in travel behaviour. This can include parking pricing strategies

that discourage the use of SOVs along the ION and iXpress corridors through higher rates, or offering discounted transit passes to employers.


TDM Program Goals

1. Enhance Program Integration and Coordination.

Continue to align TDM programs and services with existing policies while refining

program direction to maximize resources.

2. Continue Investing in the TravelWise Transportation Management Association

(TMA).

Explore opportunities to expand services for existing TMA members that provide further

incentives and offer greater choice in travel, while promoting membership among

organizations located in areas surrounding new and existing transit services.

3. Enhance TDM’s Involvement in Development Application and Review Process.

Support the Region and Area Municipalities’ inclusion of TDM principles in station area

planning and development application processes, and encourage developer participation

in the TravelWise TMA.

4. Develop and Support Residential and School-based TDM Program(s).

Offer a suite of services and TDM planning tools and objectives for a residential

neighbourhoods and school-based audiences (TravelWise@Home, TravelWise@School).

5. Develop Comprehensive Performance Monitoring for TDM Program.

Provide tangible annual indicators of program activities and monitor uptake of commuter

services.

6. Enhance ROW’s Internal TDM Support for Regional Employees.

Increase and improve commuter options and services to enable Regional staff to lead by

example. Continue to act as staff liaison for internal TravelWise program.

7. Invest in Strategic Community Outreach.

Provide mode-specific, relevant messaging that informs and educates residents to foster

travel behaviour change.

8. Support the Delivery of Transportation Network Improvements.

Leverage and promote strategic improvements to the transportation network that increase

the competitiveness of sustainable modes of transportation.

These goals serve to outline and “bundle” the actions required to realize the TDM Program Vision. This approach provides accountability, while allowing the program to adapt with the evolving TDM landscape.


4.0 Proposed Projects and Rationale

The following list of proposed projects was developed and scoped through the process described in Section 3.1 of this plan. Recommended projects are aligned to the eight Program Goals to provide structure to an implementation plan.

4.1 Enhance Program Integration and Coordination.

Ongoing TDM Program Initiatives: Continue to partner with Area Municipalities and other TDM stakeholders to

coordinate, plan, and promote local TDM initiatives through groups such as the Inter-

Municipal Partnership for Active Transportation (IMPAcT)

Proposed TDM Program Initiatives: Participate in Area Municipalities’ station area and active transportation planning

processes

o Identify opportunities to collaborate with Area Municipalities in ongoing Station

Area Planning to champion transit-supportive active transportation

improvements and parking policies that foster intensified development (e.g.,

Public Transit Infrastructure Fund)

o Promote the provision of electric vehicle charging stations, commuter carpool

parking lots, and park and ride opportunities

Rationale: The role of the program has been to assemble support for TDM measures among various stakeholders and integrate TDM-supportive policies into additional professional portfolios, such as transit and land use planning, allowing for longer-term systemic solutions throughout the community. This has been critical in helping establish multi-modal transportation demand solutions throughout the Region, and has often only been possible by spearheading partnerships and collaborative opportunities where, outside of TDM, no single person is responsible or has the expertise to enable these changes that change travel demand.

This goal is in recognition of the roles that other Regional departments, Area Municipalities, and community partners have in TDM projects and activities outlined in the plan. For instance, IMPAcT is a staff-level committee of municipalities and local organizations that work collaboratively to plan and promote active transportation in municipalities across Waterloo Region.

There are opportunities to further collaborate with other ROW departments and Area Municipalities in their station area planning processes (including transit, active transportation, and parking) currently underway. Current and anticipated funding through the Public Transit Infrastructure Fund for transit-supportive active transportation improvements has


demonstrated the value of TDM Program participation in these planning processes. In anticipation of the launch of ION light rail and the transit network redesign, there is an opportunity to support the inclusion of TDM principles into these plans to encourage modal shift. Additionally, TDM can collaborate with workplaces in station areas to ensure their parking policies and practices (e.g., cost of employee parking) promote the use of transit and active modes and disincentivize SOV travel. Policies and practices developed or adopted by workplaces participating in TravelWise could be shared as case studies for planning purposes or as resources for other employers within station areas.

4.2 Continue Investing in the TravelWise Transportation Management Association.

Ongoing TDM Program Initiatives: Secure annual dedicated funding and program service agreements for TMA (2017-

2021)

Targeted TravelWise promotion - membership drive along ION and iXpress corridors

Proposed TDM Program Initiatives: Establish and monitor TMA-Wide Mode Split Target

Explore opportunities to partner with local community organizations to expand/deliver

services to TMA members

Rationale: TravelWise’s solutions, services and tools for organizations to reduce SOV usage have been widely received. Since its launch in January 2012, the TMA has grown to 26 organizations and the current model can permit scalable growth up to 40 members. In anticipation of the launch of ION, TravelWise intends to focus its business development efforts by targeting businesses along the ION corridor in Cambridge, Kitchener, and Waterloo.

Target-setting and action planning were identified by representatives of TravelWise member organizations to be the most appropriate tools to plan for, and actively reduce, employee SOV rates. However, members have expressed challenges with establishing a specific commute target for their worksite (e.g., commitment from senior management). In order to overcome this challenge and enable members to actively participate in the action planning process, TravelWise will establish an SOV reduction target for the TMA as a whole, and will

continue to monitor progress through the employee travel behaviour surveys. There are no consequences for failing to meet targets, but this approach would complement existing Regional commitments such as the Regional Sustainability initiative (previously the Regional Carbon Initiative)5 and ClimateActionWR6, and may make TravelWise eligible for funding

5 The Region of Waterloo has committed a 24% Carbon Reduction Commitment from 2009 (Intensity) as part of Sustainable

Waterloo Region’s Regional Sustainability Initiative. (http://www.sustainablewaterlooregion.ca/our-programs/regional-sustainability-initiative/current-members/)

http://www.sustainablewaterlooregion.ca/our-programs/regional-sustainability-initiative/current-members/

http://www.sustainablewaterlooregion.ca/our-programs/regional-sustainability-initiative/current-members/


outlined Ontario’s Climate Change Action Plan (i.e., TMA-wide SOV reductions could count towards TDM plan implementation and greenhouse gas reduction targets for motorized transportation).

TravelWise continues to explore co-promotional opportunities with organizations encouraging sustainable transportation in Waterloo Region. For example, both Community CarShare and Community Access Bikeshare informally provide discounts to TravelWise members and their employees. To support the expansion of sustainable transportation services in Waterloo Region, TravelWise will explore formalizing these partnerships by offering prospective members discounts if they are corporate members of a carshare or bikeshare program.

The Region’s current partnership with Sustainable Waterloo Region (SWR) to implement the

TravelWise program offers additional co-promotion opportunities. For example, SWR’s “ChargeWR” program focuses on promoting electric vehicle (EV) adoption and charging station installation among employers. TravelWise is well positioned to “piggyback” on the EV team’s promotional efforts and employer outreach initiatives to provide current members with additional services (e.g., EV fleet vehicle best practice information). Strengthening this partnership would enable TravelWise to better engage with SOV commuters and position the TMA for funding opportunities through Ontario’s Climate Change Action Plan.7

TravelWise will continue to play a key role in promoting transit use by offering employees of member organizations access to discounted GRT Corporate Passes (3, 6, 9, or 12-month terms). Growth in the uptake of GRT’s Corporate Pass program through TravelWise demonstrates the TMA’s potential to support transit ridership goals. TravelWise will continue to host transit-related on-site events such as Bus ‘n’ Bike demonstrations, and will focus prospective member outreach along the ION and iXpress corridors in 2017 and 2018. As ION launch day approaches, TravelWise will focus on-site promotional events on increasing employee awareness and use of transit (e.g., Lunch and Learn sessions about the GRT Corporate Pass program and fare card, virtual tours of ION, promotional pre-loaded fare cards for new transit users, etc.)

4.3 Enhance TDM’s Involvement in the Development Application and Review Process.

Ongoing TDM Program Initiatives: Review and comment on development applications as received

Coordinate with Area Municipalities on TDM checklists for consistency in

implementation and update as needed

6 The Region of Waterloo is a founding partner of ClimateActionWR and collaborates with local organizations to meet the

community’s greenhouse gas (GHG) emission reduction target of 6% below 2010 levels by 2020. (http://www.climateactionwr.ca/team/) 7 Action Areas 2.7: Increase public awareness of electric vehicles; 3.2: Reduce single-passenger vehicle trips

http://www.climateactionwr.ca/team/


Proposed TDM Program Initiatives: Update the TDM Checklist and Parking Reduction Worksheet in the Transportation

Impact Study Guidelines to include a reference guide and monitoring plan for

applicants

Encourage TravelWise Developer category membership for new developments

o Follow up with Development Applicants re: TDM Checklist implementation

o Targeted promotion of Developer category

o Respond to developer inquiries, host Q&A session(s) (if required)

Comment on future active transportation and/or transit-supportive amendments to the

Development Charges Act as opportunities arise

Rationale: As a result of Transportation Impact Study Guidelines and municipal Station Area Plans, the TDM Program is increasingly being consulted in the provision of TDM-supportive services and features for commercial, mixed-use, and in some instances, residential developments. The inclusion of TDM in the development application process is at the forefront of Canadian TDM planning, providing the Region and Area Municipalities with a leadership opportunity. Of particular note is the inclusion of the TMA’s services and other TDM-supportive requirements as part of Transportation Impact Study Guidelines throughout the Urban Growth Centres, Major Transit Station Areas and Reurbanization Corridors of Cambridge, Kitchener and Waterloo.

To date, a number of developments within and beyond these areas submitted applications to the Region with TDM and TMA services identified. However, applicant and departmental inquiries have illustrated that there is a need to clarify the scope of these services and the roles and expectations of the applicant in implementing these services. For example, the Regional TDM Checklist does not provide sufficient information to the applicant regarding the type of transit subsidy and commitment required for the site to be considered “TDM-supportive”. Currently the City of Kitchener, in consultation with the Region’s TDM Program, is reviewing its TDM Checklist to provide highly-scoped TDM options and guidance documents for developers to help increase their commitment to a TDM-supportive environment in Kitchener’s Station Area Plans. The TDM Program will seek to provide a similar reference guide and housekeeping updates for the Regional TDM Checklist in coordination with the Region’s Development Application Review committee, Area Municipalities, and developers.

Membership into the TravelWise TMA is a specific TDM-supportive measure developers can select as part of their development application process. Non-residential tenants within the development are able to offer their employees most of the services of TravelWise through this agreement. To date, one developer has joined TravelWise as part of a site application submission and another is scheduled to join in 2017. It is anticipated that TravelWise developer membership will increase as more applications are approved with similar TDM measures required. The TDM Program intends to clarify the roles and expectations for


development applicants that plan to join TravelWise or implement other TDM options as part of a site plan. Consultations with developers regarding TravelWise membership are intended to occur as necessary as part of part of the member onboarding process, and as part of the broader housekeeping update to the TDM Checklist.

4.4 Develop and Support Residential and School-based TDM Program(s).

Ongoing TDM Program Initiatives: Collaborate with School Travel Planner to support and promote community and

school-based sustainable transportation initiatives

Proposed TDM Program Initiatives: Offer TravelWise services for staff, and selected services for students, at schools

engaged in school travel planning (TravelWise@School)

o Seek school board endorsement and TravelWise@Work membership for board

headquarters

o Collaborate with School Travel Planner to identify and support member schools

o Offer adapted TravelWise@Work services (trip planning, trip logging,

promotions, transit passes, emergency ride home) for staff at schools engaged

in school travel planning

o Offer TravelWise online and promotional services (e.g., online trip planning

portal, Bike Month) to students at schools engaged in school travel planning,

through STP Planner (TravelWise@School)

Pilot TravelWise services and planning tools for selected high-density residential

developments (TravelWise@Home)

o Determine feasibility of TravelWise membership for select residential

developments

Link to alternative services for underserved/disadvantaged

neighbourhoods

Consider high-density residential pilot sites in both urban and rural

communities

Support future Conestoga College U-pass with TravelWise@Work membership and

services for College employees, and selected services for students (e.g., carpool

matching network for commuter students)

Support the expansion of school-based cycling training throughout Waterloo Region

(e.g., Cycling into the Future)


Rationale: The expansion of the TDM program into residential and school-based settings is a historical recommendation from the 2014-2016 GRT Communications and Marketing Plan (“TravelWise@Home, TravelWise@School”) and is intended to build upon the findings from TDM Program’s previous four neighbourhood-based Segmented Individualized Marketing Campaigns, which showed some measured reduction in SOV use.

The TDM Program will expand residential efforts by exploring the feasibility of expanding TravelWise TMA services for residential development(s) by piloting services with high-density residential developments near ION stations or iXpress stops. Similar initiatives have been implemented by a number of TMAs, including Montreal’s Voyagez Futé8 and Boston’s A

Better City,9 and is also being explored by Vancouver’s TransLink’s TravelSmart program. Enabling residential sites to access TravelWise’s suite of TDM services would also help new developments meet TDM-related site requirements outlined in their applications. Condominiums and similar high density residential developments in urban growth centres in Waterloo Region will be identified for piloting these services. As part of this pilot, Regional TDM will also work with Transit Planning to identify underserved or disadvantaged neighbourhoods which may also benefit from access to a suite of TDM services to enhance mobility. The Region’s Active Transportation Advisory Committee supported this approach, but recommended the pilot should also identify an additional appropriate site within one of the Region’s rural communities. Candidate sites for the pilot may also be identified through the neighbourhood-based transit access promotion initiative described in Section 4.7.

The Regional TDM Program will also strengthen its partnership with the Region’s Active and Safe Routes to School (ASRTS) group in order to better reach families and prospective transit users (e.g., parents and students). In 2016, a School Travel Planner was hired by Student Transportation Services of Waterloo Region in partnership with ASRTS to implement school-based TDM initiatives as part of School Travel Planning process, and to collect baseline travel behaviour data and monitor progress through in-class surveys.10

Cycling into the Future provides a comprehensive learn-to-ride, bike safety, and repair programming course to Grade 5 students with in-class and on-road components. The course is operated by a non-profit that is founded on inclusivity. Students without a bicycle are provided with a refurbished bicycle and new helmet, which they can keep.

Over 1,850 students from the Cities of Cambridge, Kitchener, and Waterloo have participated in the program since it first started in 2014. It is projected that 1355 students will participate in 2017 alone (out of over 6,000 Grade 5 students in the Waterloo Region), and the program

8 Voyagez Futé offers developers a discounted “Mobility Passport” to offer for free to residents. The Mobility Passport

includes one year of free transit, bikeshare, and carshare. Voyagez Futé Transportation Management Association (2016). Products and Services. Retrieved from: http://www.voyagezfute.ca/ 9 Membership to A Better City Transportation Management Association is open businesses, developers/property managers,

and residential complexes. A Better City Transportation Management Association. (2016). Mission and Goals. Retrieved from: http://www.abctma.com/commuters/commuter-benefits-programs/express-yourself 10

School Travel Plans are customizable, school-based efforts to encourage students and their families to commute sustainably to and from school. For more information, visit: http://www.saferoutestoschool.ca/school-travel-planning.

http://www.voyagezfute.ca/

http://www.abctma.com/commuters/commuter-benefits-programs/express-yourself

http://www.saferoutestoschool.ca/school-travel-planning


has ex panded to schools in the Township of Woolwich. This growth has increased costs associated with delivering the program due to a greater requirement for certified CAN-Bike instructors. By allocating funds, the Region can help support the sustainable growth of the program so that more Waterloo Region students can participate.

In collaboration with the School Travel Planning Coordinator, the Regional TDM Program plans to offer adapted TravelWise services as a voluntary component of a school’s sustainable travel plan. If selected, the school’s staff would be considered a TravelWise member organization and receive traditional core TravelWise@Work TMA services, like GRT Corporate Passes, as a means of leading by example. Students would receive select services (e.g., bike light promotions). Collaboration with the School Travel Planner would also

allow for the TDM Program to target messaging and promotions to parents of students through school-based communications and access to TravelWise’s online services.

4.5 Develop Comprehensive Performance Monitoring for TDM.

Ongoing TDM Program Initiatives: Monitor annual performance indicators for TravelWise

Proposed TDM Program Initiatives:

Monitor development applications with completed TDM Checklists

Develop active transportation monitoring network in collaboration with Area

Municipalities

o Collaborate with AMs to share and exchange active transportation network

usage data (e.g., pedestrian/cyclist count data)

o Seek policy updates to include pedestrian/cyclist counters as part of design and

construction guidelines

Work with external commuter/TDM service providers to share and monitor

performance (e.g., carshare, bikeshare, rideshare, Metrolinx)

Assess opportunities to build queries for EasyGO Electronic Fare Card System data


Use evaluation data collected from TDM and active transportation initiatives, and

external data (StatsCan, Transportation Tomorrow Survey) to inform TDM planning

and program development

Rationale: Performance measurements continue to have an important role for the TMA. Employee survey data not only provides an opportunity for measuring progress towards the TMA-wide SOV reduction described above, but also key information for the development of targeted employee-based marketing and promotions that improve program service engagement (e.g.,


transit pass sales). Current performance measures can be applied to the residential and school-based TDM initiatives described in Section 4.4.

The TDM Program is guided by policies that support the monitoring of additional TDM-related measures. For example, the ATMP recommends an Active Transportation performance monitoring plan that includes an expanded data collection program to showcase changes in travel choice, give quantifiable data value for assessing projects, and build further capacity for TDM throughout the community. The Region and the Area Municipalities have made variable levels of investment towards installing automated counters for their active transportation networks. To date there has been no coordinated effort to identify counter sites or exchange data collected on key active transportation corridors. The TDM Program, in

collaboration with the Area Municipalities, Transportation Planning, and GIS, can facilitate the development of the regional active transportation monitoring program described in the ATMP. As a contributor to this coordinated performance monitoring approach, the TDM Program, in consultation with Design and Construction and Transportation Planning, intends to determine the feasibility of integrating monitoring elements into design and construction guidelines for major active transportation projects.

There are TDM programs, services and tools that are available to the community that do not fall under the purview of the Region’s TDM Program, but make for a TDM-supportive community nonetheless. The growth of services, such as carshare, bikeshare, and rideshare demonstrate the demand for services that improve travel choice. As these “on-demand” programs grow and become more integrated with the TDM landscape of the Region, their performance should also be monitored wherever possible. For example, the local bikeshare provider has recently invested in a “smartlock” technology that allows users to find and access bikes using their phone. Programs such as these generate historical usage data that can be analyzed to develop performance standards, and identify integrated mobility opportunities. Informal conversations the local bikeshare provider suggest that they could share origin, destination, and trip data provided by the smartlock technology to provide insight on bicycle commuting and inform its potential expansion to better serve public transit (see Section4.8). Reaching out to other service providers (e.g., rideshare) could lead to similar data sharing and partnership opportunities (e.g., a ridesharing-transit integration pilot). When combined with data on transit ridership generated by GRT, these data streams provide the TDM Program with an invaluable tool to support transportation and land use planning, as well as the development of transit and active transportation projects and initiatives.

4.6 Enhance the Region of Waterloo’s Internal TDM Support for Regional Staff.

Ongoing TDM Program Initiatives: Continue to Manage Internal TravelWise Program and Initiatives

o Coordinate and deliver TMA services for ROW employees and act as point of

contact for staff requests (e.g., Discounted Corporate Transit Pass, CarShare,


Carpool Matching/Parking, and infrastructure requests, CarShare, Emergency

Ride Home claims, promotions, etc.)

o Host information sessions and regularly circulate program updates as

requested/required


Gain political support for, and monitor Regional commuter drive alone reduction target

and action plan

Seek opportunities to increase/improve commuter options and services for Regional

staff (e.g., enhance carpool parking program, expand carsharing, and connect

employees to local bikeshare)

Rationale: Enhancing the Region’s support for staff largely speaks to leveraging the Region’s TDM endorsement and leading by example. Currently, the TMA-wide services (e.g., carpool matching, GRT Corporate Transit Passes, and emergency ride home reimbursement) are available to Regional staff, in addition to Regional-specific services such as Community CarShare memberships and greater discounts on transit passes.

Although many of these services are now integrated into corporate policies and practices, the TDM Program staff must regularly promote these benefits to new and current employees to sustain awareness and increase participation in these programs (e.g., Employee newsletter and intranet “advertisements”, TravelWise service orientation lunch and learn events, new employee orientation, Bike Month booths, etc.). The Region of Waterloo, as a member of TravelWise, is expected to encourage employee engagement in the program through its workplace champions (i.e., TDM Planners). However, the current budget allocated for internal TDM promotions is less than what would be available to a similarly sized member of the TravelWise TMA. The TDM Program is well positioned to provide program orientations, updates, and promotions through the Employee Portal, information sessions, and other avenues to ensure Region of Waterloo continues to lead by example.

Most recently, the Regional endorsement of the non-binding TMA-wide SOV trip reduction target of five per cent below 2015 levels by 2021 demonstrated the Region’s commitment to the TravelWise program and sustainable transportation.11 Feedback from TravelWise members has suggested that the TMA-wide reduction target may help foster the development

of more specific action plans among individual members in an effort to contribute to this target. For example, a member who joined TravelWise as part of their organization’s aggressive corporate sustainability strategy may set a more ambitious target for their workplace than an organization that joined to manage parking supply issues. The TMA-wide target allows organizations to contribute toward the overall reduction in drive alone rates while maintaining their flexibility to develop appropriate action plans based on their individual

11

Council of the Regional Municipality of Waterloo. 22 March 2017. (Report: TES-TRS-17-01, By-Law 17-014)


circumstances. Furthermore, endorsement of the TMA-wide reduction target would create additional opportunities for external funding. For example, the Ontario Climate Change Action Plan identifies grant opportunities for municipalities and large private employers that plan and implement transportation demand management plans.

4.7 Invest in Strategic Community Outreach.

Ongoing TDM Program Initiatives: Continue to develop and implement targeted, mode-specific TDM communications,

promotions, and resources in coordination with Area Municipalities

o Share Area Municipalities’ construction mitigation strategies for active

transportation with one another and ROW

o Participate in the development of a revised edition of the regional cycling map

and monitor feedback

o Develop a coordinated communications strategy with Area Municipalities for

TDM-related promotion, education, and outreach campaigns

o Host bi-annual local active transportation summit (e.g., IMPAcT’s cycling forum)

o Align events with other transportation-themed or TMA-relevant events

whenever possible (e.g., Carpool Month, Bike Month, Transit Month)

Proposed TDM Program Initiatives: Promote residential access to transit along ION and iXpress corridors through

customized travel plans to stations/stops, and information about the integration of ION

and GRT

o Develop custom, neighbourhood-based station/stop travel plans, particularly for

areas with ION and iXpress service

o Target students, especially first year students, new residents/recently moved

residents, high density residential units, large/new employers, older adults and

residents with disabilities

• Work in collaboration with GRT Communications and Marketing on

activities/campaigns related to travel behaviour change

o Participate in the planning and implementation of the ION awareness and

service launch campaigns

o Update, organize, and integrate sustainable transportation information and

program on the Region’s webpages and GoTravelWise.ca for residents and

visitors

o Participate in the planning and implementation of GRT’s Travel Mode Shift

Campaign (e.g., "Why GRT?")


Rationale: Since the inception of the TDM Program, TDM planners have been responsible for planning and attending various community events to inform residents about sustainable travel options. Events such as the Commuter Challenge, Carpool Month, Bike Month, and various municipal events have been used as opportunities to educate and incentivize alternative modes.

Today, Regional TDM assists with planning community-wide events that are cost-effective and aim to provide distinct messaging for distinct audiences. The TDM Program has provided educational material and promotional activities throughout the region through events such as Carpool Month and Thumbs Up Waterloo Region. These initiatives have had greater impact because of the mode-specific messaging and focus. Distinct promotions and messaging for

particular mode have allowed for better stakeholder involvement and a more receptive audience. Similarly, scoping these initiatives in collaboration with the municipalities has led to a more coordinated approach with less duplication of resources and promotions, and ultimately less “noise” for the same or similar audience. For example, through IMPAcT’s collaborative work on the cycling forum, key messages and action items to enhance local cycling culture will be identified and used to inform the group’s approach to community-based promotions and outreach initiatives.

The TDM Program will continue to work in collaboration with GRT’s Communication and Marketing team to identify and promote GRT’s services to prospective transit riders. In anticipation of public interest in the ION launch, there will be many opportunities to encourage mode shifts through targeted and mode-specific communication. To enhance the integration of active transportation and transit, the TDM Program will target neighbourhoods within walking and cycling distance of major transit stops and stations in the ION and iXpress corridors. Outreach and messaging will be tailored to each neighbourhood (e.g., estimated time to stop/station, cycling infrastructure, paths, etc.). Metrolinx carried out a similar neighbourhood-based initiative for their Aurora GO Station.12 This outreach can occur in tandem with workplace-based initiatives through the TravelWise TMA and/or piloted with a high-density residential development participating in the TravelWise@Home pilot. Through partnerships with local realtors and neighbourhood associations, neighbourhood resources can be shared with new residents moved to the area after the initial campaign, as well as older residents and residents with disabilities. There are also opportunities to access students, particularly new students, through local colleges and universities, which are a group with a high propensity to use transit and other alternative transportation forms.

Capitalizing on the upgrade of the Region’s and GRT’s websites, the TDM Program will work

with Marketing and Communications to better organize and integrate sustainable transportation information and programs for residents and visitors. The site could include detailed information on the transit system, walking, cycling, bikesharing and ride sharing programs as well as existing programs to promote and incentivize non-motorized travel for employees and students of various entities around the region. Once complete, the TDM

12

GO Transit. (2017). Station Travel Guide - Aurora GO. Retrieved from: http://www.gotransit.com/public/en/stations/AuroraSTG.pdf

http://www.gotransit.com/public/en/stations/AuroraSTG.pdf


Program would participate in a promotional campaign oriented to living car-free in Waterloo Region could to help inform Waterloo Region residents, employees and visitors. The effort would be supported by all transportation bodies serving ROW to help ensure accurate and timely information available to the public.

Further, TravelWise’s GoTravelWise.ca webpage provides public and member-specific networks for carpool matching and trip planning, including access to GRT’s real-time feed. The web providers for GoTravelWise.ca are currently expanding the versatility of their trip planner for a more integrated mobility experience (e.g., local bike parking, lockers, and bikeshare station locations).

4.8 Support the Delivery of Transport Network Improvements. Ongoing TDM Program Initiatives:

Support the integration and promotion of intercity transportation (e.g., wayfinding

harmonization, commuter carpool opportunities, GO service expansion)

Proposed TDM Program Initiatives: Launch an integrated mobility working group in collaboration with Transit

Development, Rapid Transit, Transportation Planning, and Area Municipalities to

facilitate the coordinated planning and implementation of cross-jurisdictional projects

that can enhance multi-modal network integration

Work with the local bikeshare and Area Municipalities to support integration of

bikeshare and transit

Prioritize and align active transportation winter network and maintenance standards in

coordination with Area Municipalities

Seek opportunities to enhance access to transit, transit alternatives, and active

transportation for challenging to serve areas, low income groups, and/or

disadvantaged communities

Creation/integration of a TDM Community Fund to support cross-jurisdictional projects

and offer micro-grants to TDM-supportive community projects (e.g., ROW Community

Environmental Fund)

Rationale: Supporting and promoting transportation network improvements is a fundamental component of the Region’s evolving approach to TDM. By undertaking projects and activities that promote behaviour change related to transportation network improvements, TDM can leverage the Region’s investments in active transportation, the GRT network redesign, and ION rapid transit. This is exemplified by the departmental restructuring and the strategic integration of the TDM Program to the Transit Development division of the Transportation and



Environmental Services. TDM is well-positioned to help increase ridership to meet the ambitious 2031 ridership target. Additionally, with TDM closely aligned with GRT, other travel modes can be further supported as competitive alternatives to SOV travel by promoting and enhancing their integration into the transit service delivery model.

Confidence in the reliability of alternative modes is required for residents to consider changing their travel behaviour in the long-term. The alignment of active transportation winter maintenance standards across municipalities has been given priority as it would enhance the dependability of active modes. Winter maintenance was also identified as one of the biggest barriers to using active modes in the Moving Forward public opinion survey. There is potential in capitalizing on the work done on the Regional Cycling Map to identify a priority cycling

network, which could also serve as a priority network for winter maintenance.

In recognition of the importance of “last mile” multi-modal connectivity for transit travel, one of the key proposed initiatives of the TDM Program is to work with Community Access Bikeshare (CAB), the local bikeshare provider, and the Area Municipalities to support the integration of bikeshare and transit. Historically, the Region’s role has been to allow the local bikesharing service to grow organically, with minimal intervention. However, current partners (i.e., CAB and Area Municipalities) have recognized that the current bikeshare model has limited capacity for expansion and recent advances in technology could greatly enhance the value of bikeshare in supporting transit. For instance, GPS-enabled 4th generation bikeshare systems have more modular stations that can make use of existing bicycle parking, collect trip data, and incentivize members to “balance” the number of bicycles throughout the system. For example, a recent Transit Cooperative Research Program Report found that use of multiple shared modes among residents is associated with a greater likelihood that they will use transit frequently, own fewer cars, and have reduced transportation spending.13 With the launch of ION in 2018, there is interest among Area Municipalities and CAB to serve the ION and iXpress networks to help resolve issues related to the “last mile” of travel. Greater Regional involvement in the development of the local bikeshare network could complement the goals of the transit network redesign by improving access to transit.

One mechanism to work towards the projects described above would be to launch an integrated mobility working group to help guide the discussion of the Region’s role in planning and implementing initiatives that support multi-modal network integration (e.g., bikesharing and transit).

The TDM Program (or an integrated mobility working group) will identify TDM initiatives for underserved communities that will enhance the seamless travel between modes. For

example, the TDM Program would examine and address any barriers or issues of access amongst low income individuals or disadvantaged and would most benefit from enhancements in transit and active transportation due to lower rates of car ownership.

13

Feigon, S., et al. (2016). Shared Mobility and the Transformation of Public Transit. The National Academies Press. Retrieved from: https://www.nap.edu/catalog/23578/shared-mobility-and-the-transformation-of-public-transit

https://www.nap.edu/catalog/23578/shared-mobility-and-the-transformation-of-public-transit


The creation of a TDM Community Fund is an opportunity to support the above projects and enhance community engagement. Similar initiatives, such as York Region’s Pedestrian and Cycling Municipal Partnership Program,14 provide capital cost-sharing to fill-in network gaps for cross-jurisdictional projects (e.g., connecting/enhancing active transportation links between Kitchener and Cambridge), and would support the Region’s Active Transportation Master Plan. A secondary stream of this fund would provide cost-matching micro-grants to small scale, community-based TDM initiatives (e.g., bike parking at schools). This program, in coordination with the Area Municipalities, would provide encourage residents to develop innovative solutions for TDM issues in their community.

14

York Region. (2017). Pedestrian and Cycling Municipal Partnership Program Guidelines. Retrieved from: https://www.york.ca/

https://www.york.ca/wps/wcm/connect/yorkpublic/9a939781-c1ab-4d9c-9225-593894b5da69/Pedestrian+and+Cycling+Municipal+Partnership+Program.pdf?MOD=AJPERES&CACHEID=9a939781-c1ab-4d9c-9225-593894b5da69


5.0 Financial Impact

The TravelWise TMA budget has been separated to make it easier to track the costs associated with running the TravelWise Transportation Management Association (TMA).

Most of the proposed projects and initiatives outlined in Section 4.0 were developed with the assumption that the TDM/TMA Program will operate on the current (2016) budgets for 2017 (“status quo” forecast).

Proposed projects identified as “Within TDM/TMA Budget” (Sections 5.1 and 5.2) are expected to be feasible based on current TDM/TMA funding and the work plans of two full-time equivalent planners dedicated to the TDM Program. Proposed projects anticipated to require additional funding are identified in Section 5.3.

5.1 Proposed Projects within TDM Program Budget (Excludes TravelWise TMA) The TDM Program budget is dedicated for staffing, community-wide initiatives, and Regional employee programming and supports. 2017-2021 projects identified below focus on enhancing the coordination of current TDM Program activities to raise the profile of sustainable transportation and foster behaviour change.

Table 4. TDM Program Budget, 2017

TDM Budget Description 2017 Budget

(Approved)

2017-2021 Projects within TDM Budget

Staffing Costs

2.0 FTE Principal Planners

(including benefits, etc.) $209,549


Continue to partner with Area Municipalities (AMs) and other TDM Stakeholders to coordinate, plan, and promote local TDM initiatives

Review and comment on development applications

Coordinate with AMs on TDM Checklist for consistency in implementation and update as needed

Collaborate with School Travel Planner to support and promote community and school-based initiatives

Continue to Manage Internal TravelWise Program and Initiatives

Continue to develop and implement targeted, mode-

Materials

Production of mode-specific

resources, tools, and

incentives for community

and/or ROW employee-based

initiatives

(e.g., Information material for

residents, cycling/transit

maps, bike lights, umbrellas,

$4,179


TDM Budget Description 2017 Budget

(Approved)

2017-2021 Projects within TDM Budget

etc.) specific TDM communications, promotions, and resources in coordination with AMs

Support the integration and promotion of intercity transportation


Participate in AMs' planning processes for station area and active transportation

Update the TDM Checklist and Parking Reduction Worksheet in the Transportation Impact Study Guidelines

Comment on future active transportation and/or transit-supportive amendments to the Development Charges Act as opportunities arise

Monitor development applications with TDM checklists

Develop Active Transportation Monitoring Network in collaboration with AMs

Monitor external commuter/TDM services

Assess opportunities to build queries for EFMS data


Launch an integrated mobility working group

Prioritize and align active transportation winter network in coordination with AMs

Seek opportunities to enhance access for underserved groups/ communities

License Fees

"GoTravelWise.ca" (Online

Wayfinding, Carpool Matching

Resource Portal)

ACT Canada Sustainable

Mobility Network Contribution

$17,119

Meetings, Travel, TDM

Program CarShare and

Mileage Expenses $1,000

ROW-Employee Transit

Discount

(Additional $25/month subsidy

for GRT Corporate Pass)

$22,000

Total TDM Program Costs $253,847


5.2 Proposed Projects within TravelWise TMA Program Budget The TravelWise TMA budget has been separated to make it easier to track the costs associated with running the TravelWise workplace program.

In past years, TravelWise was partially funded from Transport Canada’s ecoMOBILITY program. This historical funding source was expected to be exhausted in 2016, leaving an anticipated funding shortfall of $77,000 in 2017, which was requested in a Budget Issue Paper. During the 2017 budget deliberations, 50 per cent of the requested funding ($38,500) was approved by Regional Council. Staff identified short-term cost saving measures (e.g., reduced program and events budgets for employee travel behaviour surveys, employer recognition, and community-wide promotions, and cost-savings from other initiatives) to deliver the TravelWise program through Sustainable Waterloo Region without negatively impacting services to members in 2017.

However, these short-term measures are not sustainable to meet the current TravelWise program’s funding needs required to maintain employee services beyond 2017, as this would lead to the elimination of program budgets for the services current TravelWise members expect, as well as the funding required to grow membership (e.g., employee travel behaviour surveys, employer recognition, TMA-wide promotions, and new member outreach, etc.).

Table 5. TravelWise TMA Program Budget, 2016

TMA Budget Description 2017 Budget

(Approved)

2017-2021 Projects within TMA Budget

(Pending Budget Issue Paper to fully replace the loss of ecoMOBILITY funding)

TMA Materials

TMA-Wide Promotions

(Member-Specific & TMA-

Wide Promotions (E.g.,

Carpool Month, Business

Development/ Promotions

(Advertising, Printing),

Member Training Workshops)

$16,000


Targeted TravelWise promotion - membership drive along ION/BRT, iXpress (limited implementation)

Monitor and report annual performance indicators for TMA


Encourage TravelWise developer category membership (limited)

Establish and monitor TMA-Wide Mode Split Target

Gain political support for, and monitor Regional SOV commute reduction target and action plan

Consulting Fees

Sustainable Waterloo Region

(Member Survey

Implementation and

Reporting, Emergency Ride

Home Administration, 1.5 FTE

Program Coordinators)

$98,500


TMA Budget Description 2017 Budget

(Approved)

2017-2021 Projects within TMA Budget

(Pending Budget Issue Paper to fully replace the loss of ecoMOBILITY funding)

Meetings, Travel, and Other

Expenses

(e.g., TMA Quarterly Working

Group Meetings, Member

Training Workshops, Mileage,

etc.)

$1,000

Explore opportunities to partner with local community organizations to expand or deliver emerging services to TMA members (e.g., bikeshare, carshare, rideshare, electric vehicles, etc.)

Total TMA Program Costs $115,500

TMA Member Fee Revenue

(Estimated – Existing

Program)

Existing TravelWise@Work

Program Membership.

Net+1 growth (28 Members)

($45,000)

Net TMA Program Costs

$70,500

28 members

5.3 Proposed Projects Requiring Additional Funding Several proposed projects have been identified as requiring additional funding beyond the current TDM Program budget. The proposed projects that will require additional funding will serve to strengthen the TDM Program and further support efforts to meet the 2031 modal split targets. These projects would be invaluable in terms of promoting and enhancing an integrated sustainable transportation system.

Potential funding sources have been identified for these projects where possible, but eligibility will need to be assessed during project scoping, and ineligible projects may instead be

proposed as part of a future budget issue paper presented to senior management and/or Regional Council for review on a project-by-project basis as part of annual budget deliberations.


Table 6. Proposed Projects Requiring Additional Funding

2017-2021 Project Description Estimated Annual Funding Needs

Priority

(as of writing)

Potential Contributory Sources15

Increase promotion of, and seek opportunities to improve, commuter options and services for Regional staff and community (e.g., Promote Internal TravelWise services, support mode-specific community events (e.g., Bike Month)

Low $5,821 (Annual) (Adjustment to TDM Materials Budget)

Medium: Capitalize on opportunities presented by service providers, but allows for improved community outreach.

Senior Management and/or Regional Council budget deliberation

Support future Conestoga College U-pass with TravelWise@Work membership and services for College employees, and selected services for students (e.g., carpool matching network for out-of-town commuter students)

Low $5,000 (2-4 Years)

Medium: Requires U-Pass Referendum (TBD).


Cambridge Transit Supportive Strategy

Promote residential access to transit along ION and iXpress corridors

Custom, neighbourhood-based station/stop travel planning

Target new residents/recently moved residents

Medium $5,000-10,000 (3 Years)

High: ION Launch presents opportunity to build user confidence.


Cambridge Transit Supportive Strategy (Location Dependent)

GRT/ION Marketing

Offer TravelWise services for staff, and selected services for students, at schools engaged in school travel planning (TravelWise@School)

Collaborate with School Travel Planner to identify and support member schools

Medium $5,000-$10,000 (Annual) (Adjustment to Materials, Consulting Fees Budget)

Medium: Initial outreach to school boards suggests interest in extension of TravelWise services.


Cambridge Transit Supportive

15

Eligibility to be determined on a project-by-project basis.


2017-2021 Project Description Estimated Annual Funding Needs

Priority

(as of writing)

Potential Contributory Sources15

Seek school board endorsement and membership (for board headquarters employees)

Explore utilizing school catchment areas for scoping/targeting residents for promotional campaigns

Strategy (Location Dependent)

Link to “Promote residential access to transit along ION and iXpress corridors”



Medium $10,000-$20,000 (Annual)

Medium: Local Program Cycling Into the Future receives some funding from cities. Growth in program to schools Region-wide has increased exposure/interest, and may lead to public pressure for Regional support.

Ontario Climate Action Plan


Work with local bikeshare and Area Municipalities to support integration of bikeshare and transit

High $10,000 (One-Time)

High: AMs and bikeshare provider have had initial discussions on cost-sharing for feasibility study.

Ontario Climate Action Plan

Green Municipal Fund



5.4 Program Budget Forecasts

5.4.1 TDM Program Budget Forecast

Figure 2. TDM Program Budget Forecast, 2017-2021

The TDM Program Budget is dedicated for staffing, community-wide initiatives, and Regional employee programming and supports. Projected TDM Program cost increases are primarily dedicated to the introduction of the proposed neighbourhood-based transit access and travel planning initiative, annual Regional contribution to school-based bicycle training programming, and a cost-matching TDM community fund.


Table 7. TDM Program Budget Summary, 2017-2021

Description 2017

Approved Budget


2018 2019 2020 2021

Staffing and Benefits

2.0 FTE Principal Planners $209,549 $212,692 $215,883 $219,121 $222,408

Meetings, CarShare Expenses, Mileage $1,000 $1,000 $1,000 $1,000 $1,000

License Fees

GoTravelWise.ca (Online Wayfinding, Carpool Matching Resource Portal); ACT Canada Contribution

$17,119 $17,119 $17,119 $17,119 $17,119

ROW Employee GRT Discount

Additional $25/month subsidy for GRT Corporate Pass in exchange for parking pass (Estimated growth 5 members/year)

$22,000 $23,500 $25,000 $26,500 $28,000

Community and Regional Employee Initiatives

Improved commuter options and services for Regional staff and community; Cycling/transit maps, bike lights, etc.

$4,179 $10,000 $10,000 $10,000 $10,000

Neighbourhood-based Marketing

Station/stop travel plans to transit for residents along ION, iXpress corridors

$0 $10,000 $10,000 $10,000 $10,000



$0 $9,000 $12,000 $16,000 $20,000

Reserve Fund

Cost-matching “TDM Community Fund”

$0 $0 $10,000 $10,000 $10,000

Total TDM Program Costs $253,847 $283,311 $301,002 $309,740 $318,527



5.4.2 TravelWise TMA Budget Forecast

Figure 3. TravelWise TMA Program Budget Forecast, 2017-2021


Figure 4. TravelWise TMA Program Net Program Costs Forecast, 2017-2021

The 2018-2021 budget projection above and described below estimate the costs associated with phasing in the remaining funding required to fully replace the exhausted ecoMOBILITY grant, introduce the TravelWise@Home and TravelWise@School programs, and continue to retain the services of a third party like Sustainable Waterloo Region for frontline service delivery to all TravelWise TMA members. Based on work plan estimates, it is anticipated that additional third-party resources (i.e., 0.5 FTE Program Coordinator) will be required when TravelWise exceeds 40 members (estimated 2020).

Projected TravelWise TMA Membership figures are for the end of each year and include membership estimates for the proposed TravelWise@Home and TravelWise@School programs.

Table 8. TravelWise TMA Program Budget Summary, 2017-2021

Description 2017

Approved Budget


2018 2019 2020 2021

Revenue – Member Fees TravelWise@Work (Existing)

Net+1 Membership Growth

($45,000)

28 Members

($46,412)

29

Members

($47,507)

30

Members

($48,602)

31

Members

($49,698)

32

Members

Revenue – Member Fees TravelWise@School (Proposed)

School Boards, Net+2 School Growth

$0 ($3,855)

2

Members

($4,036)

4

Members

($4,215)

6

Members

($4,393)

8

Members

Revenue – Member Fees TravelWise@Home (Proposed)

2 Site Pilot, Net+1 Condo Growth

$0 ($2,190)

2

Members

($3,264)

3

Members

($4,327)

4

Members

($5,379)

5

Members


Description 2017

Approved Budget


2018 2019 2020 2021

Total TMA Program Revenue and Membership Projection

($45,000)

28

Members

($52,457)

33

Members

($54,807)

37

Members

($57,144)

41

Members

($59,470)

45

Members

Consulting Fees

Frontline service delivery (1.5 FTE Program Coordinators, plus additional 0.5FTE for 40+ members (est. 2020*))

$98,500 $125,000 $126,250 $157,513 $159,088

Materials

Existing TravelWise@Work Program Scalable Member-Specific Incentives and TMA-Wide Promotions

$16,000 $36,550 $37,050 $37,550 $38,050

Materials

Proposed TravelWise@School, TravelWise@Home Programs

$0 $3,000 $3,750 $4,500 $5,250

Meetings, Travel, Misc. TravelWise Services

Includes providing TravelWise services to Conestoga College employees and adapted student services to support initial rollout of Conestoga U-Pass

$1,000 $6,000 $6,000 $6,000 $6,000

Total TMA Program Operating Costs

$115,500 $170,550 $173,050 $205,563 $208,388

Net TravelWise TMA Program Costs and Membership Projection

$70,500

28

Members

$118,093

33

Members

$118,243

37

Members

$148,419

41

Members

$148,918

45

Members


6.0 Proposed Projects Summary and Implementation Timeline

The attached chart serves a guiding document for the implementation of the proposed projects identified in this plan. The timing of projects is intended to capitalize on the momentum of larger-scale, regionally significant projects, as well as known or anticipated opportunities with partners, in order to maximize the use of available resources. This summary also touches on the budgetary implications of projects, as well as relevant stakeholders.

The following plan serves as a guide, and is intended be responsive to opportunities presented by other Regional departments, municipal partners, and stakeholders.

Ultimately, this document serves as an amendable work plan for the TDM Program from 2017-2021 that outlines strategies for making sustainable transportation options the preferred choice for those who live, work, and play within Waterloo Region.


Table 9. Proposed Projects Summary and Implementation Timeline (Gantt)

Active Role TDM Program Plan 2017-2021: Proposed Projects Summary and Implementation Timeline

DOCS #2144004 - Last Updated June 2017

Additional Parties Involved

Fare Card 2017

ION 2018 2019 2020 2021

Budget Considerations

Passive Role Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1. Enhance Program Integration and Coordination.

Continue to partner with Area Municipalities (AMs) and other TDM Stakeholders to coordinate, plan, and promote local TDM initiatives (e.g., Inter-Municipal Partnership for Active Transportation (IMPAcT)

AMs, IMPAcT Members

Within TDM budget

Participate in Area Municipalities' (AMs) station area and active transportation planning processes

AMs, Transportation Planning, GRT, Rapid Transit

• Identify opportunities to collaborate with Area Municipalities in ongoing Station Area Planning to champion transit-supportive active transportation improvements and parking policies that foster intensified development (e.g., PTIF)

Within TDM budget

• Promote the provision of electric vehicle charging stations, commuter carpool parking lots, and park and ride opportunities where appropriate

Within TDM budget

2. Continue Investing in the TravelWise Transportation Management Association (TMA).

Secure annual dedicated funding and program service agreements for TravelWise TMA program (2017-2021) TMA, Finance, Legal

Additional Funding Required (Budget Issue Paper)

Targeted TravelWise promotion - membership drive along ION LRT/BRT, iXpress,

Sustainable Waterloo Region (SWR), GRT Marketing

Within TDM / TMA budget (limited implementation). Additional Funding Required. Potential CTSS Funding Opportunity

Establish and monitor TravelWise TMA-wide mode split target SWR, TMA Working Group

Within TDM / TMA budget. Potential Funding Opportunities include Ontario Climate Action Plan

Explore opportunities to partner with local community organizations to expand or deliver emerging services to TMA members (e.g., bikeshare, carshare, rideshare, electric vehicles for carpoolers, etc.)

SWR, TMA Working Group, Bikeshare, CarShare

Within TDM/ TMA budget. Potential Funding Opportunities include Ontario Climate Action Plan

3. Enhance TDM’s Involvement in Development Application and Review Process.

Review and comment on development applications as received and shared by Development Application Review Committee (DARC)

DARC Within TDM budget

Coordinate with AMs on TDM Checklist for consistency in implementation and update as needed DARC, AMs,

Within TDM budget

Update the TDM Checklist and Parking Reduction Worksheet in Transportation Impact Study Guidelines to include a reference guide and monitoring plan for applicants

DARC, AMs, Developers

Within TDM budget

Encourage TravelWise Developer category membership for new developments SWR, TMA Working Group, Developers, DARC, CTSS Working Group

Within TDM / TMA budget, TMA

Growth Plan (Up to 40 TMA Members) (Pending Budget Issue Paper to fully replace the loss of ecoMOBILITY funding)

• Follow up with Development Applicants re: TDM Checklist implementation

• Targeted promotion of developer category to new, recent developments

• Respond to developer inquiries, host Q&A session(s) (if required)

Comment on future active transportation and/or transit-supportive amendments to the Development Charges Act as opportunities arise

DARC, AMs, Within TDM budget





Fare Card 2017

ION 2018 2019 2020 2021

Budget Considerations Passive

Role Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

4. Develop and Support Residential and School-based TDM Program(s).

Collaborate with School Travel Planner to support and promote community and school-based sustainable transportation initiatives

School Travel Planner, AMs, School Boards

Within TDM Budget

Offer adapted TravelWise services (trip planning, trip logging, promotions, transit passes, emergency ride home) for staff (through TravelWise), students (through STP Planner), at schools engaged in school travel planning (TravelWise@School) ASRTS, School Boards,

Student Transportation Services, SWR, GRT Marketing, AMs, TravelWise TMA

Requires additional funding,

Potential Funding Opportunities include Ontario Climate Action Plan, Cambridge Transit Supportive Strategy

• Collaborate with School Travel Planner to identify and support member schools

• Seek school board endorsement and membership (for board headquarters employees)

• Explore utilizing school catchment areas for scoping/targeting residents for promotional campaigns

Pilot an adapted suite of TravelWise services and planning tools for select high-density residential developments

AMs, Realtors, GRT Marketing, DARC, Developers, CTSS Working Group, TravelWise TMA, Neighbourhood Association Liaison

Requires additional funding,

Potential Funding Opportunities include Ontario Climate Action Plan, Cambridge Transit Supportive Strategy

• Determine feasibility of TravelWise membership (Developer category) for residential developments/audiences (TravelWise@Home), (Link to alternative services for underserved/disadvantaged neighbourhoods, consider high-density residential pilot sites in both urban and rural communities )

Support future Conestoga College U-pass with TravelWise@Work membership and services for College employees, and selected services for students (e.g., carpool matching network for out-of-town commuter students)

GRT Marketing, AMs, CTSS Working Group

Requires additional funding, Potential CTSS Funding Opportunity

Support the expansion of school-based cycling training throughout Waterloo Region (e.g., Cycling into the Future)

Cycling into the Future, CAN-Bike, School Travel Planner, AMs, School Boards

Requires additional funding, Potential Funding Opportunities include Ontario Climate Action Plan, Cambridge Transit Supportive Strategy

5. Develop Comprehensive Performance Monitoring for TDM Program.

Monitor annual performance indicators for TravelWise TMA SWR, TMA, Call Centre

Within TDM / TMA budget

Monitor development applications with completed TDM checklists DARC Within TDM budget

Develop Active Transportation Monitoring Network in collaboration with Ams

AMs, Transportation Planning, GIS, Design and Construction

Within TDM budget • Collaborate with AMs to share and exchange AT network usage data (e.g., pedestrian/cyclist count data)

• Seek policy updates to include pedestrian/cyclist counters as part of design and construction guidelines

Work with external commuter/TDM service providers to share and monitor performance (carshare, bikeshare, rideshare, GO)

CarShare, CAB, Metrolinx, Rideshare

Within TDM / TMA budget

Assess opportunities to build queries for EasyGO Electronic Fare Card System data GRT

Within TDM budget

Review TDM Program Plan initiatives

Within TDM budget

Use evaluation data collected from TDM and AT initiatives, and external data (StatsCan, TTS) to inform TDM planning and program development

GRT, Transportation Planning, GIS, AMs

Within TDM budget





Fare Card 2017

ION 2018 2019 2020 2021



6. Enhance ROW’s Internal TDM Support for Regional Employees.

Continue to Manage Internal TravelWise Program and Initiatives TravelWise, SWR, CarShare, CAB, Facilities , Regional Departments, GRT

Within TDM / TMA budget, Potential Funding Opportunities include Ontario Climate Action Plan

• Coordinate and deliver TMA services for ROW employees and act as point of contact for staff requests (e.g., CarShare, ERH, Carpool Matching/Parking, GRT Passes, supportive infrastructure requests (e.g., bike racks), etc.)

• Host information sessions and regularly circulate program updates as requested/required

Gain political support for, and monitor Regional SOV commute reduction target and action plan

TravelWise, SWR, Regional Departments, Regional Council

Within TDM / TMA budget, Potential Funding Opportunities include Ontario Climate Action Plan

Seek opportunities to increase and improve commuter options and services for Regional staff (e.g., enhance carpool parking, carsharing, and bikesharing)

TBD as opportunities identified.

May Require Additional Funding, Potential Funding Opportunities include Ontario Climate Action Plan

7. Invest in Strategic Community Outreach.

Continue to develop and implement targeted, mode-specific, TDM communications, promotions, and resources in coordination with AMs

AMs, IMPAcT Members, GRT Marketing, SWR, TMA Working Group, GIS

Within TDM / TMA budget (limited implementation). Additional Funding Required. Potential CTSS Funding Opportunity

• Share AMs’ construction mitigation strategies for AT with one another and ROW

• Participate in the development of a revised edition of the regional cycling map and monitor feedback

• Develop a coordinated communications strategy with AMs for TDM-related promotion, education, and outreach campaigns

• Host bi-annual local active transportation summit (e.g., BikeWR Cycling Summit)

• Align events with other transportation-themed or TMA-relevant events whenever possible (e.g., Bike Month, Transit Month)

Promote residential access to transit along ION and iXpress corridors with customized travel plans to stations/stops, and information about the integration of ION/GRT

GRT/Rapid Transit Marketing, AMs, Neighbourhood Association Liaison(s), Realtors, Developers, CTSS Working Group, TravelWise TMA Members

Requires additional funding, Potential CTSS Funding Opportunity

•Develop custom, neighbourhood-based station/stop travel plans, particularly for areas with ION and iXpress service

•Target students, new residents/recently moved residents, high density residential units, large/new employers, older adults, and/or residents with disabilities

Work in collaboration with GRT Communications and Marketing on activities/campaigns related to travel behaviour change

GRT/Rapid Transit Marketing, AMs, Neighbourhood Association Liaison(s), CTSS Working Group, TravelWise TMA Members

Within TDM / TMA budget (limited

implementation). Additional Funding Required. Potential CTSS Funding Opportunity

•Update, organize, and integrate sustainable transportation information and program on the Region’s webpages and GoTravelWise.ca for residents and visitors

•Participate in planning, implementation of the ION awareness, service launch campaigns

•Participate in the planning and implementation of GRT’s Travel Mode Shift Campaign (e.g., "Why GRT?")





Fare Card 2017

ION 2018 2019 2020 2021



8. Support the Delivery of Transportation Network Improvements.

Support the integration and promotion of intercity transportation (e.g., wayfinding harmonization, commuter carpool opportunities, GO)

Metrolinx, MTO, GRT, Transportation Planning, Ams, SmartCommute/ TravelWise

Within TDM budget

Launch Integrated Mobility Working Group to facilitate the coordinated planning and implementation of cross-jurisdictional projects that can enhance multi-modal network integration

GRT, Rapid Transit, Transportation Planning, Ams, CAB, CarShare, Rideshare

Within TDM budget

Work with local bikeshare provider and Area Municipalities to support integration of bikeshare and transit GRT, AMs, CAB, CTSS Working Group

Requires additional funding. Potential Funding Opportunities include Ontario Climate Action Plan, CTSS

Prioritize and align active transportation winter network and maintenance standards in coordination with AMs

Integrated Mobility Group, Operations, AMs

Within TDM budget

Seek opportunities to enhance access to transit, transit alternatives, and active transportation for challenging to serve areas, low income groups, and/or disadvantaged communities

Integrated Mobility Working Group, GRT, Community Services

Within TDM budget

Creation/integration of a TDM Community Fund to support cross-jurisdictional projects and offer micro-grants to TDM-supportive community projects

Sustainability Office, CTSS Working Group Regional Council, AMs

Requires additional funding. Potential Funding Opportunities include Ontario Climate Action Plan, CTSS