DRAFT Statewide 2019-2023 Trip Reduction Strategic Plan – Outcomes, Strategies, and Indicators

The Commute Trip Reduction (CTR) Board is developing a 2019-2023 strategic plan to support trip reduction and improve the CTR Program. The strategic planning process will generate:

  • our most promising opportunities to expand trip reduction
  • clear, mutually-agreeable approaches to pursue those opportunities
  • enthused partners who will invest organizational, financial and political resources needed to pursue our most promising opportunities

The strategic planning process has engaged local transportation demand management (TDM) and CTR implementers, employers, transit agencies, local jurisdictions, transportation management associations, schools, advocacy groups, business associations, WSDOT and others.

Plan purpose

The purpose of the strategic plan is to (1) identify transportation partners’ most promising opportunities to enhance trip reduction and (2) the approaches partners will take to pursue those opportunities.

Outcomes, strategies, and indicators

This document proposes three outcomes, defined as the real-life improvements CTR partners expect to achieve with the implementation of the strategic plan. The CTR community will focus on these outcomes for the next few years. Strategies are key methods or approaches we will use to achieve the outcomes. Indicators are specific, measurableinformation that shows us whether we are achieving the outcomes.

These proposed outcomesreflect input from CTR implementers, policy makers, and other participants in the CTR strategic plan development process.

  1. Outcome: The CTR program is the foundation for transportation demand management. Local CTR providers tailor their efforts to maximize mode shift and reduce administrative burden.

Strategies (how we will get there):

  1. Provide options to further allow communities to focus on most promising trip reduction opportunities in their community (such as non-commute, small businesses, corridor, center, outbound commuting, low-income, minority populations, schools/universities, etc.)
  2. Relentlessly streamline. Find ways to shift program resources from administration/survey/policy requirements to services that directly support community-based mode shift (such as local project development and delivery)

Indicators:

  • Increased program performance (mode shift, energy conservation, air quality, greenhouse gas reductions)
  • More program resources are focused on behavior change rather than administration requirements
  • More employers use commute benefits to recruit and retain more employees
  • More and better use of transportation behavior data and analysis to plan strategies, prioritize transportation investments and modify strategies for greater performance
  1. Outcome:The state and its community partners rely upon TDM to deliver transportation system performance and better access for all people

Strategies(how we will get there):

  1. Create a TDM policy and transportation innovation funding
  2. Better integrate demand management into transportation decision making and investment at the state level
  3. Better integrate demand management into transportation decision making and investment at the local level

Indicators:

  • More investment by organizations at all levels
  • More land use decisions that support transit-friendly, pedestrian and bike-friendly communities
  • More opportunities for low-income and special needs populations to access goods, services, and jobs
  • Increased awareness of the connections between transportation and public health, sustainability and social equity
  • More transportation plans and projects that rely uponmode shift to deliver transportation performance
  • Greater use of data to support TDM integration into projects
  • More efficient and effective tools and best practices for decision-making (parking management, strategic incentives)
  1. Outcome:Transportation decision-makersfund TDM and champion its use and prioritization in decision- and investment-making processes.

Strategies (how to get there):

  1. Enlist and support TDM champions
  2. Implement an on-going, two-way TDM discussion with state and local policy makers

Indicators:

  • Increased policy maker awareness of and support forCTR and TDM
  • Continued financial support for the foundational CTR program
  • Additional TDM funding opportunities outside of CTR, e.g.ORCA, vanpool, centers, regional mobility grants, integrated scoping pilots, commute trip innovation grants, etc.

Keith Cotton, arch 20, 2018