Sara J Hendricks

Four Challenges to Incorporating Transportation Demand Management into the Land Development Process

There are four primary challenges to incorporating transportation demand management (TDM) into the land development process, based on a review of growth management processes in Florida. These findings may be applicable to many cities outside Florida. The challenges include (a) the idea that TDM is valuable only if it can reduce travel, (b) transportation professionals considering TDM too late in the land development process, (c) the conflict between state and local governments for providing balance between mobility and access, and (d) the use of traffic analysis methods and standards that are geared toward preserving highway level of service (LOS) for motor vehicles. The provision of adequate public facilities for transportation is interpreted by Florida law and administrative code as the achievement of highway LOS standards for motor vehicles and not a broader transportation LOS provided by a combination of modes. Measuring LOS focuses on the delay experienced by motor vehicles on the highway and does not allow the weighing of economic, environmental, public health, and social equity costs and benefits of one mode compared with another. As a result, there is no rational tool to justify a different distribution of limited transportation funds across multiple modes. TDM strategies are positioned poorly, internally to government leaders and partner departments and externally to land developers as a sort of mobility “diet” imposed on the traveling public. This paper offers some ideas on where to direct attention to address these issues.

Documented Impact of Transportation Demand Management Programs Through the Case Study Method

The internal and external conditions of a worksite that influence the success of its commuter choice program, aside from the trip-reducing services and incentives themselves, remain in question. This paper shares the results of 2 studies that used a more rigorous case study method for discerning the relative influence of conditions within and outside of the control of a worksite. It also discusses the useful application and elements of the case study method as well as the location for finding properly documented case studies that describe successful programs. Recommendations are developed for worksites to implement commuter choice programs for TDM marketing professionals to identify receptive worksite candidates and for TDM researchers to study using the case study method. By understanding the relative importance of various conditions, TDM professionals, employers, and employee transportation coordinators are better equipped to exert influence on factors within their control to develop more effective programs.

Effectiveness of Programs for Work Site Trip Reduction: The Influence of Organizational Culture

The purpose of this research was to investigate other explanations for the success of work site trip reduction programs besides the combinations of incentives offered by organizations to their employees. Specifically, the study examined the organizational culture of individual work sites as manifested by the effect of the employee transportation coordinators (ETC) on their work site trip reduction programs. A case study methodology adapted from the social sciences was used. Investigators attempted to disprove a null hypothesis stated as the effectiveness of work site trip reduction programs does not depend on organizational culture. Research results appear to indicate that the null hypothesis is true sometimes. This study found evidence that management support and an effective ETC are not necessary for a successful work site trip reduction program if the work site is located in an area with access to high-quality public transportation and employs lower-income staff who must choose transportation cost savi...

Liability Issues of Volunteer Driving Programs

There is a lack of transportation options suitable for seniors who can no longer drive, particularly for those too frail to use public transportation. The development and the operation of volunteer driving programs for seniors has been one approach to solve this problem. However, these programs encounter various operational challenges, including protecting the safety of riders and drivers, managing liability, and properly insuring the programs. On the basis of case study research, this paper proposes ideas for enhancing risk management by balancing the scales of liability, obtaining needed insurance, adopting suggested volunteer driver procedures, and using contracts, legislative remedies at the state and federal levels, and a charitable redress system.

Results of 2003 Transportation Management Association Survey: Analysis of Evolving Characteristics of Transportation Management Associations

The 2003 Transportation Management Association Survey was conducted to collect and analyze survey data to better understand national and international trends in the development and operation of transportation management associations (TMAs). TMAs provide a unique organizational structure for the delivery of mobility management services. They serve as a public-private forum for those who are directly affected to address localized transportation issues through partnership efforts. Comparisons were made with data from similar surveys conducted in 1993 and 1998. With the exception of the Netherlands, transportation management efforts in European nations are implemented through organizational structures different from TMAs as we know them in the United States and Canada. During the past 10 years TMAs have been moving toward less formalized organizational structures and fewer members but with a greater diversification in the way in which service areas are defined and in the types of members. TMAs rely less on member dues and more on federal grants. They are offering a broader range of services, reflecting efforts to tailor services to meet the needs of a greater variety of travel markets, in addition to commuters. In contrast to 1993 most TMAs now conduct employee and program evaluations. However, approximately 65% of TMAs do not have a strategic plan and 40% do not use an annual or biennial work plan. Canadian TMAs have formed to accomplish missions similar to those of their U.S. counterparts. The first Canadian TMA began in 1995, and the largest member group across all Canadian TMAs is government employers.