philip l. winters center for urban transportation research university of south florida act canada...
TRANSCRIPT
Philip L. WintersCenter for Urban Transportation ResearchUniversity of South Florida
ACT Canada 2008
Highway construction?Energy conservation?Parking reduction?Ridesharing?Mobility?Congestion reduction?Emissions reduction?
People Business!
Pay attention to retention
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60
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Vanpools at 100%retentionVanpools at 90%retentionVanpools at 75%retention
Retention Affects Growth
What does a loyal customer bring? Customer value increases the longer he/she
remains with the agency▪ Increased growth▪ Increased frequency of use (e.g., transit rider)
Loyal customers cost less in "upkeep" than new customers▪ Familiarity with processes and procedures
Loyal customers market the service▪ Enhanced support for transit, etc.▪ Those who demonstrate behavioral loyalty AND
attitudinal loyalty are more likely to market the services than those who simply demonstrate behavioral loyalty
Evaluation begins with how goals and objectives are stated
The mission of Transportation Demand Management (TDM) is to reduce single occupant vehicle (SOV) travel …
TDM Program objective is to reduce traffic congestion by …
Extent of congestion - spatial
Extent of congestion - temporal
Recurring delay Speed Travel time-link Travel time – trip
Incident duration Non-recurring delay Throughput - person Throughput -
vehicle Travel time –
reliability (buffer time)
Customer satisfaction
Source: National Transportation Operations Coalition
Avoid stating that the need or problem is the lack of the solution you are suggesting. “The need in this community is for a
vanpool program” “The need at this employer work site is
for a parking deck”
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The need is for a vanpool program The objective is to create a vanpool program The method is a plan for developing a
vanpool program The evaluation question becomes “is there
now a vanpool program or is there not”
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Nowhere in this discussion are the needs of the targeted customers
mentioned!
330,000
340,000
350,000
360,000
370,000
380,000
390,000
400,000
410,000
420,000
430,000
2000 2001 2002 2003 2004 2005
Estimate
REPORTEDCarpoolers in Virginia
Trends
330,000
340,000
350,000
360,000
370,000
380,000
390,000
400,000
410,000
420,000
430,000
2000 2001 2002 2003 2004 2005
Lower Bound
Estimate
Upper Bound
Don’t forget the Margin of Error and Confidence Interval (90%)
ACTUAL ~ +/- 5%
1,300 heads are better than 1
Current Listserv Members
Australia 18Canada 98Germany 1Spain 1Croatia and Hrvatska 1Ireland 3India 2Malaysia 1Netherlands 2New Zealand 17United Kingdom 5US – state/local govt 100US - .com 532US - Universities 102US – Federal govt 128US - .org/.info/.net 60TOTAL 1331
SUBSCRIBEwww.nctr.usf.edu/clearinghouse
NETWORKMembership of over
1,331 TDM Professionals
LEARNfrom other members responses
or prior postings
KnowledgKnowledgee
NCTR co-hosts with ACT
Chapters (~100-150 attendees in 20+ locations) 2 Speakers and ~ 30
minutes for Q&A Sessions are recorded
for on-demand playback
Copies of the slides are also available
The Future is Now: TDM Marketing in Today’s “Environment” (8/20/08)*
Tips for Planning and Operating Successful Shuttles and Circulators (5/28/08)
Results from 2007 Employer TDM Program Benchmarking Survey (5/21/08)
Innovative Tools for Encouraging Bicycling: Online Bicycle Route Mapping (5/20/08)*
Integrating Transportation Demand Management (TDM) into the Land Development Process (2/20/08)*
* Florida Lunch and Learn Serieswww.nctr.usf.edu/clearinghouse/netconferencing.htm
Climate Change: Tipping Point for TDM or Tipping at Windmills (12/13/07)
Emergency Ride Home in Practice* (11/8/07) Carsharing in Practice* (8/2/07) Safe Routes to School: Why They Matter to
Kids, to Communities, and to TDM Professionals (7/27/07)
A Look at Employer TDM Programs in the Midwest (6/21/07)
Do You Get What You Incent?: A Virtual Discussion (4/25/07)
* Florida Lunch and Learn serieswww.nctr.usf.edu/clearinghouse/netconferencing.htm
450+ questions and answers 118 case studies Best Workplaces for Commuters FAQ
Allows Clearinghouse to respond to more requests overall, in a cost-
effective manner identify topics generating the most inquiries prioritize services and identify research
needs
TRB is part of the National Academy of Science Funds TDM-related research through the Transit
Cooperative Research Program and Highway Cooperative Research Program
Maintains TRIS – an online database of 600,000 records of published and ongoing multi-modal research http://ntlsearch.bts.gov/tris/index.do
Promotes research through annual conference and committees Annual conference in mid-January in Washington, DC and
is attended by over 8,000 Committee on TDM – Lori Diggins, LDA Consulting, chair
[email protected] www.trb-tdm.org new website
marketing resources for TDM professionals 2005 ACT International Conference – Anaheim, CA
“tdm promotional materials clearinghouse”
http://nctr.cob.fsu.edu
Operated byThe Marketing Institute Florida State University College of Business
marketing resources for TDM professionals
“promotional materials
clearinghouse”
• online archive of TDM promotional collateral
• searchable database of over hundreds of print campaigns/materials
• free stock photography (mostly specific to Florida)
• tutorials on print, design, and production
• technical support and instruction available from staff
features
marketing resources for TDM professionals
“promotional materials
clearinghouse”
searchable gallery
Gallery includes audio and video PSAs, niche marketing samples, advertising, etc.
GPS Enabled-cell phone for multimodal data collection and feedback
Travel Coach – expert systemAutomatic purpose detectionAutomatic mode detectionAutomatic traffic monitoring
The travel path to the left was recorded using TRAC-IT (GPS-enabled cell phone) and imported into Google Earth
Baseline Case Scenario
Hard Program Impacts - Financial Incentives - Financial Dis-incentives
Baseline Inputs- Trip Split- Mode Share- Travel Times
Trip Demand Estimation -Constant Elasticity of Demand Model
Soft Program Impacts - Program Promotion - Guaranteed Ride Home - Flexible Work Hours - Telecommuting - Amenities
Hedonic Regression Analysis
Model Output
Change in baseline trips - New - Diverted - Change in final mode shares - Change in final VMT
Social Welfare Analysis- Added & reduced externalities
Benefit Measures- Health and Safety- Congestion- Emission Pollution- Land Use Impacts- Other
Value of Trip Removed
- Net per passenger trip annualized benefits- Net per passenger trip annualized program cost- Peak and off-peak values- Benefit to cost ratio
Trip
Reduction
Impacts of
Mobility
Management
Strategies
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Employee Commute Program Purpose
Number of Workplaces
Very Great Extent
To Some Extent
A Small Extent
Not At All
Meeting with local or state regulations for trip reduction or growth Management 35 8 1 9
Reducing parking demand 24 12 6 10
Responding to employee requests for commute programs 21 19 10 3
Receiving positive community relations/recognition (e.g., Best Workplaces for Commuters) 18 13 16 7
Complying voluntarily with environmental concerns (LEED, ISO 14000) 13 16 9 15
Reducing employee turnover/attracting more qualified job applicants 9 17 15 11
Reducing the cost of parking paid by employer 6 5 8 33
Responding to the lack or limits of public transit service 6 14 12 19
Relocating offices/facilities 5 8 6 33
Creating equity among various office/facility locations 5 10 7 29
Taking advantage of favorable tax treatment for transitand vanpool Benefits 3 11 11 27
Taking advantage of local or state tax benefits for commuter Programs 2 12 9 29
Ensuring continuity of operations in the event of a natural disaster or other disruptive event 0 13 12 27
Transit/vanpool subsidy ($30 or full cost)
Telecommuting (daily 6% average)
Parking Cash-out ($30 or at least 75% of market rate)
Employer proposal
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Choose 3 (only 1 if < 20 employees) Active membership in TMA Rideshare matching Bike lockers and showers Up-to-date transportation information Shuttles Allow for employee paid pre-tax transit vouchers Preferred parking for carpools/vanpools Worksite is co-located with shops, day care, etc. Awards program Plus more options
www.bestworkplaces.org NEW
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Importance of tracking customer satisfaction
1 dissatisfied customer will complain to 10 to 20 friends and acquaintances,
About 3 times more than the number of people extremely satisfied customers will tell about their experiences
Technical Assistance Research Programs, "Measuring the Grapevine, Consumer Response and Word of Mouth" (Coca-Cola USA, Atlanta, GA, 1981).
Source: Bay Area Commuter Services results from the Statewide CAP Evaluation (2001)
Example: 2,000 requests for matchlists x 4% = 80 people formed pool
AwarenessInterest
Desire
Action
RecommendationsCustomer Satisfaction
High* Low**
Definitely would recommend
77% 52%
Definitely/probably would recommend
93% 75%
CUTR, 2001 Statewide Commuter Assistance Program Evaluation (data for South Florida Commuter Services)
*Top 4 boxes on 10 point scale
**Bottom 3 boxes on 10 point scale
They may carry more influence
Ask not what your TDM program can do for you - ask what you can do for your TDM program.
▪ (apologies to President John F. Kennedy)
Power of your customer
Insanity: doing the same thing over and over again and expecting different results.
--Albert Einstein
PoliticiansBusiness leadersCommuters
What is the primary purpose of a political leader? To build a majority. If [voters] care about parking lots, then talk about parking lots.” - Newt Gingrich (former Speaker of the House, US Congress)
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Transportation Demand Management (TDM):
Strategies that foster increased efficiency of the transportation system
by influencing travel behavior by:Mode (how),
Time (when and how fast), Location (where and whether),
or Route (which way)
All commuters are equal, but some commuters are more equal than others. (apologies to George Orwell, Animal
Farm)
Hold on to existing customersAnticipate questions – begin with end in mindLearn from others – attend conferences like ACT
CanadaInnovate and inspire
Focus on people’s needs
Ask customers to help you, tooX –ray your program – revisit what you have
always done
