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Benefits and Challenges to champion the implementation of new and inno- vative TDM strategies in the state. There are several advantages and benefits, as well as challenges, to organizing a TDM program like the GDOT program. GDOT's working relation- Utah Department of Transportation (UDOT) ship with CAC has created a strong central clearing- Utah's transportation and congestion context is house with consistent branding that resonates with very similar to many states in the Mountain West. the public. The CAC brand has created a one-stop Much of the development in this state has been fo- shop for information about traffic and air quality, cused on the densely populated suburban/urban areas whether you are in Atlanta or Athens. The multiple of the state. From 1990 to 2005, Utah experienced a "behind the scenes support" received from other part- 71 percent increase in travel but only a 47 percent in- ners, including GRTA and ARC, is not as evident crease in population and only a 4 percent increase from the branding perspective, which is actually in the capacity of the state highway system.258 This helpful in reducing confusion for the end-user. trend is expected to continue into the future. Except The involvement of multiple stakeholders, both for the Dixie MPO in the southwestern corner of the public and private, which have a voice in the Frame- state and the Cache MPO in the northern part of the work's subcommittee meetings, helps with statewide state, the rest of the urbanized population resides collaboration. Likewise, GDOT's programs, and along the narrow I-15/I-84 corridor, spanning from privately held non-profit organizations like CAC, Utah County in the South to Weber County, with receive a lot of support from the private sector, as il- much of this area constrained between the Wasatch lustrated by the number of private companies partic- Mountain Range and the Great Salt Lake covering ipating and the board member composition. Cur- the state's major metro areas. Eighty-five percent of rently, 20 out of 25 of the top Fortune 500 companies its 2.5 million people reside within the five MPO are partners of either CAC or a local TMA. Like- boundaries.259 See Figure 7. wise, approximately 2/3 of the CAC's board is made This congestion challenge coupled with energy, up of large private companies that are major em- climate, and air quality concerns makes TDM a good ployers in the Atlanta region. To demonstrate success to the funders, GDOT has effectively utilized performance measures and results- oriented activities. For instance, CTE is able to show that 64 percent of Cash for Commuters participants continue to use their alternative mode 9 to 12 months after completing the program, when the commuter is no longer eligible for the financial incentive.257 In terms of challenges, like any other program, there is the pressure to continually demonstrate tan- gible results. Additionally, while the large number of stakeholders is a benefit, it can also be a challenge in finding ways to streamline processes. Now that CAC has expanded statewide with support from GDOT, there may also be challenges in identifying the best ways of extending services available to non- attainment areas to those that are in attainment, such as the RideSmart system, which funds ridematching Figure 7 The labeled areas show the five MPOs in only non-attainment areas. in Utah.263 Nonetheless, GDOT has taken on a strong role as the "nucleus" of all TDM activities in the state, and has a supportive group of partners that continue 258 Utah Unified Transportation Plan, http://udot.utah.gov/ main/f?p=100:pg:0:::1:T,V:1842, p. 8, accessed 10/7/2009. 257 259 Utah Unified Transportation Plan, http://udot.utah.gov/ The Clean Air Campaign Press Kit, http://www.cleanair campaign.org/For-the-Press/Press-Kit, accessed 10/22/2009. main/f?p=100:pg:0:::1:T,V:1842, p. 7, accessed 10/7/2009. 36

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UDOT undertook a nationwide research review and Key Information local employer focus groups in order to determine how to structure their TDM program in Utah.266 Annual Funding: $1.5 million260 through the Concurrently, UDOT's consultants reviewed TDM Utah Department of Transportation (UDOT) best practices nationwide and used this information planning budget and other partner funds261 to develop the TravelWise plan.267 The focus groups Lead Department at the DOT: Planning included two groups of 1820 company executives in the Wasatch Front metro area. It concentrated on their Number of Full-Time Employees: 1 staff opinions regarding transportation issues, the reduction member with 3 on-call consultants262 of traffic congestion, air quality improvement, and Other Major Partners: Wasatch Front Re- reductions in energy consumption.268 One element of gional Council, Utah Transit Authority, Salt concern to these executives was employee hiring and Lake City, Salt Lake Solutions, Environmental retention, particularly related to the high costs of trans- Protection Agency, Utah State Government portation for those employees.269 They were also inter- (Working 4 Utah), Utah State Government, and ested in a single point: they wanted to work directly with UDOT as a leader, rather than having to coordi- other not-for-profit and private partners nate amongst multiple agencies.270 Finally, the focus Contact for More Information: group thought that TDM strategies needed a broader Angelo Papastamos marketing message to resonate with the public.271 Transportation Planning Manager UDOT Phone: (801) 965-4185 TDM Services Offered by UDOT Email: apapastamos@utah.gov Web: http://www.travelwise.utah.gov TravelWise--a comprehensive TDM market- ing out outreach program Ridematching (using RidePro Automated Services)--managed by Utah Transit fit for further exploration in Utah. In fact, two sepa- Authority rate organizations were pursuing TDM initiatives Information on transit, bicycling, telecom- concurrently but not coordinated--TravelWise and muting the Clear the Air Challenge. Social media marketing TravelWise is both the brand and program name Technical assistance for alternate commutes for UDOT's TDM program, which started in 2008. for employer In 2007, former Governor Huntsman was promoting Construction mitigation guidance an energy reduction platform statewide.264 In response, UDOT further explored TDM ideas for its employers and residents. Previously, UDOT had identified TDM as one of its strategies in the 2007 Unified Trans- 266 Phone interview with Angelo Papastamos, UDOT, portation Plan to "make the system work better."265 10/14/ 2009. 267 Phone interview with Angelo Papastamos, UDOT, 10/14/2009. 260 Utah NCHRP 20-65-24 Survey Response, submitted 268 Dan Jones & Associates, "Qualitative Research Analysis: 8/21/2009. Travel Demand Management Study A Qualitative Study of 261 Phone interview with Angelo Papastamos, UDOT, Business Executives." Conducted for Governor Huntsman and 10/14/2009. the Utah Department of Transportation. September 2008. 262 Utah NCHRP 20-65-24 Survey Response, submitted 269 Dan Jones & Associates, "Qualitative Research Analysis: 8/21/2009. Travel Demand Management Study A Qualitative Study of 263 Utah Unified Transportation Plan, http://udot.utah.gov/main/ Business Executives." Conducted for Governor Huntsman and f?p=100:pg:0:::1:T,V:1842, p. 8, accessed 10/7/2009. the Utah Department of Transportation. September 2008. 264 Phone interview with Angelo Papastamos, UDOT, 270 Phone interview with Angelo Papastamos, UDOT, 10/14/2009. 10/14/2009. 265 271 Follow-up email from Angelo Papastamos, UDOT, Utah Unified Transportation Plan, http://udot.utah.gov/main/ f?p=100:pg:0:::1:T,V:1842, p. x, accessed 10/7/2009. 11/30/2009. 37

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During the focus group process, UDOT was quality and support changing travel behaviors in the also pursuing feedback internally and externally on Salt Lake City area in response to citizens' concerns. the development of the program. A "TDM Think Using a facilitator, the Salt Lake Solutions working Tank," composed of a variety of stakeholders includ- group met over the course of 4 months to discuss the ing Wasatch Front Regional Council, Utah Transit best ways to create this awareness about air quality Authority, city government, and local citizens, met to and travel choices, and ultimately decided on a Clear discuss ideas and brainstorm strategies for a statewide the Air Challenge. program. Additionally, an internal group, the UDOT Although both the Clear the Air Challenge and Technical Committee, made up of UDOT employees TravelWise started separately, their overlapping from various departments, met to discuss how to push stakeholder groups quickly realized that these two forward the statewide program internally across var- initiatives were aligned and that led to collaboration. ious divisions. Finally, a UDOT Steering Committee Renee Zollinger, Salt Lake Solutions, explained that was formed to help the TravelWise program manager "When we realized that, we quickly backed up and handle the program internally and externally, partic- brought all of the players together so we could move ularly with a focus on political challenges.272 forward together, rather than separately."276 Due to As a result of the input received from the focus this collaboration, UDOT was able to connect with group, research, and various committees, UDOT de- a pre-existing group of interested stakeholders that cided to focus its program on behavior changes and could help to promote and expand the TravelWise on partnerships. UDOT would take the lead to pur- program. Some of the initial partners in TravelWise sue these strategies, but would build on partnerships actually were in the initial discussions for the Clear throughout the state. the Air Challenge. What resulted from 4 months of planning was the Clear the Air Challenge (http://www.cleartheair challenge.org)--a regional, 6-week challenge that Clear the Air Challenge Results started in June 2009. The program encouraged partic- ipants to find alternatives to driving single-occupant The 6-week competition featured 3,500 drivers vehicles whenever possible. Then, they were eli- working together to save over 1 million miles gible to win weekly, and a grand prize by meeting and reduce 1.7 million pounds of emissions.273, 274 specific travel goals. The 6-week competition fea- tured 3,500 drivers working together to save over 1 million miles and reduce 1.7 million pounds of emissions.277, 278 Concurrently, but not coordinated at this time, Clear the Air Challenge proved to be an effec- Salt Lake Solutions, a public-private partnership led tive launch for conversations on TravelWise and by the mayor of Salt Lake City's forum for collabo- TDM in Utah. Participants and employers were ex- rative public-private problem solving, was planning cited about the interest that it generated in the com- a public TDM challenge. Salt Lake Solutions focuses munity and wanted to do more.279 on actionable problem-solving strategies on a variety of topics.275 This 20-person and very diverse stake- TravelWise holder group picks a very concrete issue or project and identifies a way to solve it--in this case, they UDOT funds and manages the recently launched wanted to do something to raise awareness for air statewide TDM program through the help of many 272 Follow-up email from Angelo Papastamos, UDOT, 11/30/ 276 Phone interview with Renee Zollinger, Salt Lake Solutions, 2009. 10/20/09. 273 Salt Lake Solutions, http://www.ci.slc.ut.us/slsolutions/ 277 Salt Lake Solutions, http://www.ci.slc.ut.us/slsolutions/ projects/airquality.htm, accessed 11/3/2009. projects/airquality.htm, 11/3/2009. 274 Total trips eliminated 120,017, equaling over 1 million miles 278 Total trips eliminated 120,017, equaling over 1 million miles saved and over $600,000 saved. The Clear the Air Challenge, saved and over $600,000 saved. The Clear the Air Challenge, http://cleartheairchallenge.org/index.php, accessed 10/20/2009. http://cleartheairchallenge.org/index.php, 10/20/2009. 275 Phone interview with Renee Zollinger, Salt Lake Solutions, 279 Phone interview with Renee Zollinger, Salt Lake Solutions, 10/20/09. 10/20/09. 38

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Figure 8 TravelWise homepage. private and public partners, including Wasatch Front in the strategic plan are linked to the governor's plan Regional Council, Utah Transit Authority, and Salt to reduce greenhouse gas reductions at the state level Lake Solutions. The overarching goals of the pro- by 20 percent.281 Figure 9 outlines the strategic plan gram are to reduce energy consumption, improve air for the program. quality, and reduce congestion (see Figure 8). The Since this strategic plan is recent, UDOT has TravelWise approach is unique in its emphasis on re- only begun to implement its many strategies to meet ducing energy consumption, which is a major compo- these objectives. The overall approach is very part- nent of the plan due to former Governor Huntsman's nership oriented. The vision/strategic action plan energy platform. goes way beyond the abilities of UDOT, but rather TravelWise serves as a statewide program through is just housed and lead by UDOT. The main activi- its comprehensive clearinghouse of information and ties to date have been to create and codify specific technical assistance, as well as a guide for TDM at types of partnerships. For instance, UDOT is pursu- the DOT itself, helping set the stage for its practices ing partnerships with public agencies, private and and plans. public employers, citizens, and state transportation agencies (e.g., Utah Transit Authority and MPOs). TravelWise as a Statewide TDM Program. From Each partnership comes with a unique set of agree- the Clear the Air Challenge as a start, UDOT lever- ments and expectations. aged that momentum through a larger strategic plan- Some of the notable partnerships established to ning process for the TravelWise program. The strate- date across the different types of organizations/ gic plan identifies the vision, mission, goals, and stakeholders include the Wasatch Front Regional objectives of the TravelWise program.280 The goals Council, Zions Bank, and Utah Transit Authority. This partnership strategy also allows UDOT to tailor 280 UDOT, TravelWise Draft Strategic Action Plan Executive 281 Report 20102013, September 2009. Follow-up email from Angelo Papastamos, 11/30/2009. 39

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Vision: TravelWise is based on people ship with a telework organization that can promote working together to develop a coordinated the benefits of telework, as well as provide services transportation program that encourages and supports other travel strategies than driving to interested employers. Likewise, a car-sharing pro- alone. gram will be a partner that not only educates its clients on TravelWise Solutions, but can be the provider of car sharing services for other TravelWise partners.283 In many ways, TravelWise can be seen as a partner- Mission: The TravelWise program educates building and service-sharing organization for TDM and provides Utahns and visistors with viable and reliable travel choices. (see Figure 10). The following are some examples of TravelWise partnerships. Wasatch Front Regional Council--UDOT formed a formal partnership with the Wasatch Front Goals: Improve Air Quality, Reduce Regional Council (WFRC), the MPO for the Salt Lake Energy Consumption and Reduce Traffic Consumption City region, through an endorsement resolution.284 The resolution organized by the MPO serves as a for- mal agreement to support and encourage the goals and activities of the TravelWise program.285 Through the Objectives: resolution, WFRC outlined the following goals and Develop partnerships, strategies, including: Educate drivers, Encourage walking and bicycling, WFRC has funded several TravelWise strate- Encourage carpooling, ridesharing and vanpooling, Using technology to save travel time, gies through the Transportation Improvement Educate and support all partnerships, Program. Use TravelWise strategies in the long-range transportation plans, WRFC's Long-Range Transportation Plan in- Develop performance measures, Identify and allocate funding. cludes TravelWise Strategies. WFRC recognizes that encouraging Travel- Wise strategies can make a difference in re- ducing congestion, improving air quality, and Strategies/Tactic: reducing energy consumption.286 Develop feedback loops Coordinate with partners from across Utah Zions Bank--One of the larger employers Integrate TravelWise programs into public buildings and facilities, in Salt Lake City, Zions Bank is an example of a Incorporate TravelWise into employer work sites and private buildings, Provide technical assistance to larger employers through one-on-one private-sector partner that is taking the lead as one meetings to establish these commitments, of the program's first partners. The partnership agree- Expand education and promotion for TravelWise campaigns, ment identifies that UDOT will provide Zions Bank Identify capital improvements to enhance multimodal/non-SOV travel Incorporate into new development. with support materials to educate employees and individuals about TravelWise and will recognize Figure 9 Strategic plan for TravelWise. Zions Bank as an official endorser of the program on the website and program materials. In exchange, Zions Bank will educate employees and clients about TravelWise strategies to each individual organiza- tion, making sure their TDM plans fit their TDM challenges. To date, TravelWise has three signed 283 partnerships; the goal is to have 1525 very active Phone interview with Angelo Papastamos, UDOT, strong partnerships statewide by summer 2010.282 10/14/2009. 284 Phone interview with Angelo Papastamos, UDOT, Some partners provide funding support, others 10/14/2009. offer services, and others will simply promote the 285 Resolution endorsing TravelWise, submitted by Wasatch TravelWise programs internally to employees. For Front Regional Council, June 1, 2009, provided by Angelo instance, UDOT is working on forming a partner- Papastamos via email on 10/14/2009. 286 Resolution endorsing TravelWise, submitted by Wasatch Front Regional Council, June 1, 2009, provided by Angelo 282 Follow-up email from Angelo Papastamos, 11/30/2009. Papastamos via email on 10/14/2009. 40

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Figure 10 Partners of TravelWise.287 the TravelWise program and track the progress of employees using its services.288 Below is an outline Working 4 Utah: An Example of a of the specific agreement: Statewide TDM Strategy in Practice UDOT TravelWise will provide Zions Bank In an effort to reduce energy costs and emissions, with support materials to assist in educating Governor Huntsman introduced the Working 4 employees and individuals about TravelWise Utah initiative in June 2008. The initiative in strategies and goals; essence created a compressed work week for Zions Bank will educate employees and clients most state government services. The compressed about TravelWise; work week is set for Monday through Thursday, UDOT TravelWise will recognize Zions Bank 7am to 6pm with a 1-hour lunch break. as an official endorser, and will place the The governor has not only reduced opera- company name, link, and logo on the Travel- tional costs, but also reduced energy usages Wise website, and any other materials recog- associated with CO2 emissions, improved the nizing partners; availability of state services beyond the tradi- UDOT TravelWise may highlight Zions Bank tional work day, and offered a unique quality-of- and their TravelWise efforts in newsletters and life benefit to state employees.289 press releases; Preliminary analysis suggests that state Zions Bank will track progress of employees employees could save $6 million a year in ve- while implementing TravelWise and will report hicle operating costs and that the state could results to UDOT; save $3 million a year on building operation The partners will share in the mutual benefits costs.290 With fewer vehicles on the road on of community goodwill created by UDOT Fridays, the state initiative also effectively TravelWise; and shifts demand and balances the demand for UDOT TravelWise will retain all final decision- transportation infrastructure.291 making authority in regards to the operation of the program. 289 Working 4 Utah Performance Report, Baseline Draft, 287 TravelWise Partners, http://travelwise.utah.gov, UDOT, August 2008. 290 Working 4 Utah Performance Report, Baseline Draft, 12/07/2009. 288 Community Partner Agreement with Zions Bank, signed August 2008. 291 Working 4 Utah Performance Report, Baseline Draft, 11/25/2009, provided by Angelo Papastamos via email on 10/14/2009. August 2008. 41

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Utah Transit Authority--Utah Transit Author- ity occupies a unique place within TravelWise because it provides the ridesharing database and vanpool services that support the six-county region in its service areas, as well as the primary rideshare and vanpool service for the TravelWise program. UTA uses RidePro, an automated rideshare software system and has 9,200 active commuters on file.292 UTA is planning to update its website to better reflect its rideshare and vanpool services, and will cross-promote TravelWise solutions.293 TravelWise as a Department Strategy. Internally, UDOT is also incorporating the TravelWise strate- gies into its larger decision-making processes and programs (see Figure 11). There is a UDOT Tech- nical Committee, an internal committee staffed by 30 employees from a variety of departments that supports the UDOT TravelWise program manager. The group meets two to three times per year to dis- cuss ways to incorporate TravelWise strategies into other division practices at UDOT.294 The goal of the committee is to think about how the messages can be incorporated into everyday business at UDOT. For instance, when engineers are Figure 11 UDOT created a Construction on site for construction, they can share information Mitigation brochure that TravelWise as the about TDM and construction mitigation.295 Travel- main source of information on the subject. Wise is listed as one of the strategies and resources for alternate commutes during construction for the Mountain View Corridor on Route 2100 North.296 UDOT developed a brochure for employers on con- CommuterLink is an ITS managed by UDOT that is struction mitigation to help the department further designed to save lives, time, and money. The sys- promote its TravelWise services. tem grew out of the Transportation Management Additionally, UDOT is also planning to link Committee initiated by the Senate in 1995. While its TravelWise philosophy through its ITS and CommuterLink does not currently link rideshare CommuterLink program (traveler information).297 information and TravelWise to the 511 system oper- Although CommuterLink predates TravelWise, it is ated by CommuterLink, UDOT plans to do so.298 one of the resources available through TravelWise. Aside from the emphasis on construction mitigation, UDOT sees ITS as one of the other prime categories that can be used to advance TravelWise solutions.299 UDOT's TravelWise program plans to coordinate 292 Phone interview with Jan Maynard, Utah Transit Authority, internally with CommuterLink to identify strategies 10/29/09. to reduce demand and incorporate those as Travel- 293 Phone interview with Jan Maynard, Utah Transit Authority, Wise solutions.300 10/29/09. 294 Follow-up email from Angelo Papastamos, 11/30/2009. 295 Phone interview with Angelo Papastamos, UDOT, 298 10/14/2009. Phone interview with Angelo Papastamos, UDOT, 296 Mountain View Corridor, http://www.udot.utah.gov/ 10/14/2009. 299 Phone interview with Angelo Papastamos, UDOT, mountainviewutcounty/content/alternate-routes, accessed 11/15/2009. 10/14/2009. 297 Phone interview with Angelo Papastamos, UDOT, 300 Phone interview with Angelo Papastamos, UDOT, 10/14/2009. 10/14/2009. 42