Exploring Airport Employee Commute and Parking Strategies (2012)

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9 chapter two Airport CAse studies This chapter begins with a summary of the highlights of the ECO programs being provided at each airport, and is fol- lowed by comparison tables. Detailed case studies are then presented for each of the five airports. The Massachusetts Port Authority (Massport) has devel- oped initiatives to make the use of public transportation attrac- tive to the total BOS employee population, such as the provi- sion of deep discounts on the four regional nonstop express bus routes it operates, called the Logan Express; and through the purchase of vehicles and provision of an annual operat- ing subsidy for the bus rapid transit (BRT) route operated by the regional transportation operator, the Massachusetts Bay Transportation Authority, that travels between the terminal area and one of the intermodal transportation centers in down- town Boston. Massport also funds two shuttle bus routes, the Sunrise Shuttle, which provides early morning trips, prior to the start of public transit service, to employees residing in East Boston and Winthrop, two communities surrounding BOS. Massport conducts airport-wide employee surveys approxi- mately every five years, to understand the commute patterns and mode-share distribution of BOS employees. Massport founded the Logan TMA in 1997 that is cur- rently managed by MassRides, the Massachusetts Statewide Travel Options Program. Massport offers its own employees a transit subsidy, and employees may pay for their portion of the cost with pre-tax earnings. BAA Stansted is committed to reducing commute trips of all airport employees. It actively promotes its ECO program through an Airport Commute Centre with dedicated staff for assisting the total airport employee population with trip plan- ning and rideshare matching. Airport-wide employee surveys are conducted every two years to monitor progress. Stansted funds elements of the ECO program with monies generated from a portion of employee and passenger park- ing fees, referred to as the Passenger Transport Levy (PTL) fund. Uses of the PTL include the incubation of new HOV transportation services for up to three years. BAA–Stansted serves as a regional transportation hub for scheduled bus and rail service. Airport employees may travel between on-site work locations every 15 minutes by means of scheduled HOV service and an on-airport employee shuttle service. Los Angeles World Airports (LAWA) has dedicated Rideshare staff at LAX to provide hands-on assistance in determining commute options and benefits for airport employees. Staff is located in two Rideshare offices, which are open to LAWA employees and other airport employees. LAWA sponsors a vanpool program, with 65 vans, as well as transit and ridesharing subsidies for LAWA employees. Rideshare staff provides trip planning and rideshare match- ing for all LAX employees. LAWA has also worked on the development of bike lanes in the vicinity of LAX. LAWA offers deep discounts to all LAX employees on its LAX Fly- Away routes, four regional nonstop express bus routes oper- ated by LAWA serving LAX air passengers and employees. The Port of Portland contributed financially to the exten- sion of the light rail system into PDX, and worked with the provider of the light rail system to ensure that light rail ser- vice would be available to employees reporting to PDX in the early morning. The Port of Portland has provided bicy- cle lanes that connect the airport to a regional network of bicycle trails, this includes a dedicated multi-use path with direct access to the passenger terminal. The Port of Port- land subsidizes transit passes for its employees, provides discounted carpool spaces in the parking garage for Port of Portland employees, and provides secure bicycle storage, a bicycle repair area with tools, a locker room, and a gym at its administrative headquarters at PDX. The City and County of San Francisco Airport Com- mission (Airport Commission) has a Trip Reduction Rule with goals for reducing the SFO employee trip generation rate every year compared with 1994 levels. They subsidize the only bus route operating between midnight and 6 a.m. that is provided by the public transportation operator in the county in which SFO is located. This bus accommodates the employee commute during hours that most public trans- portation services are not in operation. To meet the objec- tives of the Trip Reduction Rule, the Airport Commission requires employers with at least 20 employees to put some ECO measures in place to encourage commuting through ridesharing or public transportation. Airport Commission employees may purchase transit vouchers with pre-tax earnings. Tables 2 through 6 provide comparisons among the case study airports of the employee population, employee parking supply, employee commuting costs, transportation services, and key elements of their ECO programs.

BOS LAX PDX SFO STN Employees1 Total Airport operator 13,950 825 47,000 3,500 10,000 759 19,300 1,500 10,200 Unavailable Percentage of Total Employees Airport operator Ten largest employers Largest employer 5.9% 44.2% 9.5% 7.5% Unavailable Unavailable 5.4% 50.5% 18.6% 7.8% 39.5% 13.0% Unavailable Unavailable Unavailable Prepared by DMR Consulting (Oct. 2011). 1At U.S. airports, this number represents employees with security badges only. TABLE 2 CHARACTERISTICS OF AIRPORT EMPLOyEE POPULATIOn, CASE STUDy AIRPORTS BOS LAX PDX SFO STN Dedicated Employee Parking Spaces Operated by Airport Operator 4,149 7,928 2,826 6,644 3,550 Employee Parking Permits Issued Unavailable 15,0001 8,600 10,700 13,490 Parking Spaces per Employee 0.30 0.47 0.33 0.62 0.26 Prepared by DMR Consulting (Oct. 2011). 115,000 permits are issued for two remote employee lots with 7,060 spaces. TABLE 3 EMPLOyEE PARkIng SUPPLy CHARACTERISTICS, CASE STUDy AIRPORTS BOS LAX PDX SFO STN Annual Financial Performance of Airport Operated Parking Supply1 Deficit Deficit Cost Recovery Cost Recovery Unavailable Monthly Cost of Parking Airport operator employees Other airport employees $0 $0, $100, $140 $0 $30, $45, $50 $0, $20, $80 $35, $50, $80 $0 $68, $75 £174 £174,5 Monthly Cost of Public Transportation Pass6 Airport operator employees General Public $30–$165 using pre-tax Income $59–$265 $0–$150 using pre-tax income $75–$260 $32 $842 Same as cost for general public, but with pre-tax income. BART discount applies.7 SamTrans: $64–$165 BART and Caltrain3 £42–£1068 £42–£1068 Prepared by DMR Consulting (Oct. 2011). 1Revenue from employee parking fees less costs of parking operation including shuttle bus operation. 2The Port of Portland subsidizes annual employee transit stickers that are valid for unlimited trips on the public transportation system; the employee pays the Port of Portland $35 for the sticker. As of September 1, 2011, the annual adult all-zone pass price was $1,012. 3BART fares are per trip and distance-based. The monthly cost for an employee who commutes 20 times per month is greater than the monthly cost for an employee parking permit. The cost of a Caltrain monthly pass varies by distance. The cost of each monthly pass plus the cost to transfer to BART at the Millbrae station exceeds the monthly cost of an employee parking permit. 41£ = $1.5557. Source: www.WSJ.com, Nov. 23, 2011. 5The annual cost for employee parking at Stansted is £200. 6Ranges represent distance-based pricing. 7There is a $2.50 per one-way ride discount on BART with use of the SFO Employee BART Discount Card. 8This is the cost of the annual pass divided by 12 months. This is a 17% discount compared with purchasing a monthly pass. TABLE 4 MOnTHLy COST COMPARISOn: EMPLOyEE PARkIng VERSUS PUBLIC TRAnSPORTATIOn. CASE STUDy AIRPORTS

Scheduled HOV Services and Vanpool Programs BOS LAX PDX SFO STN At or Adjacent to Airport Terminal Area Rail, Rapid Transit or BRT Station Adjacent to Airport Terminal Area √ √ √ √ Express Bus Service Sponsored by Airport Operator √ √ Public Transportation Service (buses) √ √ √ Privately Operated Scheduled Bus and Van Service √ √ √ √ Employee Bus Service Sponsored by Airport Operator √ Employee Vanpool Program √ √ Shuttle Service Provided to Access Terminal Area Shuttle Bus to Off-Airport Rail, Rapid Transit or BRT Station √ √ Shuttle Bus to Public Transportation Service (buses) √ Shuttle Bus to Scheduled Water Transportation Service √ Prepared by DMR Consulting (Oct. 2011). TABLE 5 SCHEDULED HOV SERVICES AnD VAnPOOL PROgRAMS AVAILABLE AT CASE STUDy AIRPORTS Program Elements BOS LAX PDX SFO London Stansted Full-Ti me Employee Equivalents Devoted to ECO Program Less than 1 4.5 Less than 1 Less than 1 2.25 Office Location for Em ployee Assistance √ (limited hours) √ √ √√ √ √ √ √ √ √ √ Airport Em ployee Survey Total employee population Em ployees of airport operator √ Public Transportation M onthly Pass Subsidy (airport operator employees only) √ Em ployee Portion of Public Transportation or Rideshare Costs with Pre-Tax Earnings Dedicated Funding Source for ECO Program Elements √ Em ployee Bus Service Sponsored by Airport Operator √ √ √ √ √ √ √ √ √ Airport Operator Sponsored Express Bus System , with Em ployee Discounts Funds Portion of Scheduled HOV Operating Costs √ Em ployee Vanpool Program √ Carpool Program √ Work Schedule Flextim e Com pressed work week Telecommute √ √ √ √ √ √ √ √ √ √ Guaranteed Ride Home for: Carpools/vanpools Public transportation All alternatives to driving alone √ √ √ √ √ √√√ √√ √ √ √ √ √ √√√√ √√ Bicycle Purchase Program √ √ Bicycle Parking √ Contribution to Bicycle Path Infrastructure Showers and Lockers Prepared by DMR Consulting (Oct. 2011). All program elements are offered to employees of the airport operator; some program elements are available to all airport employees. TABLE 6 kEy PROgRAM ELEMEnTS OF EMPLOyEE COMMUTE OPTIOnS PROgRAMS PROVIDED By AIRPORT OPERATOR, CASE STUDy AIRPORTS

12 Boston LogAn internAtionAL Airport (Bos) Boston Logan International Airport (BOS), which is owned and operated by the Massachusetts Port Authority (Mass- port), processed 27.4 million air passengers in 2010. BOS operates 24 hours a day, with daily commercial flight activity from approximately 5:00 a.m. to 1:00 a.m. As a result, many BOS employees need to report to work by 4:00 a.m. As of December 2010, there were 13,950 employees with security badges, and approximately 825 of them, or 6% of BOS employees with security badges, worked for Massport. Massport estimates that 95% of BOS employees have security badges and that approximately two-thirds of these employees work in the airport terminal area. Approximately 44% of employees with security badges work for ten employers, five of them airlines. The TSA is the largest employer, responsible for nearly 10% of BOS employees. For more than 20 years, Massport has developed initiatives to make the use of public transportation attractive for the total BOS employee population. Massport provides deep discounts on the four Logan Express buses it operates; offers free shuttle service between the Logan Airport Massachusetts Bay Trans- portation Authority (MBTA) subway station and the terminal area for air passengers and employees; and encourages private transportation providers of scheduled bus and van routes to offer fare discounts to airport employees. Massport purchased the vehicles and provides an annual operating subsidy for the MBTA Silver Line BRT route that travels between the ter- minal area and an intermodal transportation center in down- town Boston. Massport also funds the Sunrise Shuttles, two bus routes serving employees residing in the two communities surrounding BOS, providing a few trips prior to the start of transit service. Massport surveys a sample of all employees approximately every five years to track commuting habits. In 1997, Massport founded the Logan TMA, which is currently managed by MassRides, the Massachusetts Statewide Travel Options Program. The TMA provides information to member employers and employees, assists employees with trip plan- ning and rideshare matching, administers the Sunrise Shuttle, and provides information on discounted transportation ser- vices. All airport employers are members of the TMA, which allows them to take advantage of many of these benefits. Massport offers its own employees as much as $100 per month to subsidize up to 50% of their cost to commute by scheduled high-occupancy transportation. Employees may pay for their portion of the cost with pre-tax earnings. regulatory environment The provision of commute options for Massport employees and all BOS employees has been influenced by the Logan Airport Parking Freeze regulations and project mitigation measures imposed as part of the West garage project’s Final Environmental Impact Report, Section 61. Logan Airport Parking Freeze Massport manages the BOS air passenger and employee parking supply in accordance with the Logan Airport Park- ing Freeze, which is a regulatory restriction on the parking supply in accordance with Commonwealth of Massachusetts and federal air quality regulations that became effective in 1975. As part of the Logan Airport Parking Freeze (Ricondo & Associates, Inc. 2010): • There is a limit on the total number of on-airport park- ing spaces that may be supplied for air passenger and airport employees. • The on-airport employee parking supply cannot be increased. • The air passenger (commercial) parking supply may be increased only through the permanent conversion of employee parking spaces to air passenger parking spaces. Some of the on-airport employee parking spaces were relocated to a garage in the adjacent community of Chelsea in the 1990s to allow Massport to increase the on-airport commercial parking supply for air passengers. West Garage Mitigation As part of the environmental approval to construct the West garage, an air passenger parking facility in the terminal area, Massport was required to provide the following miti- gation measures toward airport employee trip reduction, as prescribed in the final environmental impact report (Massa- chusetts Executive Office of Environmental Affairs #9790) published in 1995: • Establish an employee TMA • Enhance existing HOV services (including Logan Express) • Enhance water transportation services, including expanded docking capacity • Provide new HOV services, including the introduction of a fourth Logan Express service. transportation environment This section provides information on the employee parking supply, public transportation options and privately operated scheduled buses and vans available at BOS, and the BOS employee mode-share distribution. A map of BOS is shown in Figure 1. Parking Inventory Massport operates 4,149 employee parking spaces, with approximately 63% located on airport property, and 37% located in a garage in the neighboring community of Chelsea.

13 The off-airport employee parking garage is served by a round- the-clock Massport shuttle bus that travels to the terminal area and other airport employment areas. On-airport employee parking is used by employees who work within walking distance of the parking areas. Forty- three percent of the on-airport employee parking spaces are provided in parking structures. Massport employees and some non-Massport employees are not required to pay a parking fee. As of the summer of 2011, other employees parking in the on-airport spaces oper- ated by Massport paid $140 per month. The monthly fee for parking in the off-airport employee parking garage is $100. Massport pays a significant amount of annual rent for the off-airport employee garage, which amounts to double the annual costs to operate the shuttle bus between the garage and the airport. Although the revenue from employee park- ing fees covers the cost of the bus operation, the remote employee parking garage is operating at a financial loss because of the rent payment. Employee parking is also provided at the four Logan Express terminals free of charge for Massport employees and for $40 per month for all other BOS employees. The number of vehicle trips generated by BOS employees is unknown, and cannot be estimated from the 2007 employee survey. An airport-wide employee survey was completed in november 2011. Massport will be able to estimate the num- ber of employee vehicle trips generated from the data. Public Transportation BOS is located approximately two miles from downtown Boston. It is well served by the public transportation system, the Logan Express, and scheduled HOV services provided by private operators. FIGURE 1 Map of Boston Logan International Airport. Source: Lourenço Dantas, Massachusetts Port Authority, Nov. 28, 2011.

14 The public transportation system serving the greater Bos- ton area is operated by MBTA. It includes a subway system, BRT routes, local and express bus routes, a commuter rail system, and water transportation. The MBTA Rapid Tran- sit and key Bus Routes map, which includes BOS, is pro- vided in Figure 2. BOS is served by a subway line, a BRT route, and water transportation, although the subway line and the water transportation services do not serve the terminals directly. The cost of a monthly MBTA pass (www.mbta.com 2011) is $59 for unlimited use of the subway and bus system within the geographic area that the subway system serves. The cost of monthly passes for use of the entire system, including commuter rail and water transportation, is based on geographic zones, with the most expensive being $265. • The BOS station for the MBTA Blue Line, the rapid transit line that travels between downtown Boston and communities north of BOS, is on airport property, approximately three-quarters of a mile from the termi- nal area. The Blue Line connects to other lines on the rapid transit system in downtown Boston, where pas- sengers may also connect to the commuter rail system, Amtrak, MBTA buses, and privately operated buses. The first trips of the day arrive at BOS between 5:30 and FIGURE 2 MBTA Rapid Transit/Key Bus routes map. Source: http://www.mbta.com/schedules_and_maps/subway/ [accessed Nov. 25, 2011].

15 6:00 a.m. Monday through Saturday, and between 6:15 a.m. and 6:30 a.m. on Sundays, running at frequencies between 5 and 13 minutes. The last trains depart BOS between 12:45 a.m. and 1:00 a.m. daily (www.mbta. com 2011). Because the station is not within walking distance of the terminal area, Massport offers passen- gers a complimentary shuttle bus service between the station and the terminal area. • The MBTA Silver Line Route 1 BRT line travels between South Station, one of the intermodal transporta- tion centers in downtown Boston, and all of the terminals at BOS. At South Station there are connections to the subway system, commuter rail lines traveling west and south of Boston, Amtrak, MBTA buses, and privately operated buses. The hours of operation are similar to the Blue Line, and it travels at frequencies of between 8 and 12 minutes (www.mbta.com 2011). Massport pur- chased the eight vehicles for this service and provides the MBTA with an operating subsidy for this route, which is partially offset with the revenue collected from fares of Silver Line customers traveling from the airport. • There are two MBTA water shuttle routes serving BOS. One travels to downtown Boston, and then to a commu- nity south of Boston, seven days a week. It offers shorter service hours, fewer trips, and lower frequencies than the Blue Line or the Silver Line. The other route trav- els between BOS and another community in the Boston area and provides a few trips on weekdays. Massport provides a complimentary shuttle bus service between the ferry dock and the terminal area. Massport operates a system of nonstop buses, the Logan Express, between the airport terminals and four park-and- ride locations in the greater Boston metropolitan area. Each of the locations offers a terminal with a waiting area and secure parking for air passengers and employees. The Logan Express terminals are located between 14 and 24 miles from the airport. Three of the four Logan Express routes provide daily service approximately 20 hours per day, with the first trip arriving at BOS before 4:00 a.m., accommodating the early morning schedules of both air passengers and employ- ees. The majority of service is provided every half-hour. The fourth service operates daily, and provides service every 60 to 90 minutes with approximately half as many trips as offered on the other three routes. There are also numerous private operators providing scheduled bus and van service between the airport terminals and locations in Massachusetts and new Hampshire. Transportation Utilization Massport conducts an airport-wide employee survey approxi- mately every five years, to understand BOS employee com- mute patterns and mode choice. The most recent survey with available results was conducted in March and April of 2007. At the time of that survey, there were approximately 11,000 BOS employees. Approximately 9,600 survey forms were distrib- uted, and approximately 1,700 survey forms were completed (Dantas 2008). Surveys were distributed at employment loca- tions, on the Logan Express, and on the shuttle serving the remote employee parking lot in Chelsea. This distribution method resulted in some employees receiving more than one survey form; therefore, the actual response rate is unknown. The survey asked respondents about their typical com- mute to BOS, and the main mode used in each of their previ- ous five trips to work, but did not account for days in which respondents were not working. The survey results do not provide a mode-share distribution because of the survey dis- tribution method and because it is not representative of an average time period. The primary commute mode is defined as the most often used commute mode to BOS based on the mode taken during the previous five commute trips. As shown in Table 7, 26% of respondents indicated their pri- mary commute mode was by scheduled HOV, almost 4% participated in a carpool, and another 2% walked to work. From 2001 to 2010, airport employee ridership on the Logan Express increased in all but two years. The share of employees riding the Logan Express in 2010 nearly doubled over that of 2001 (see Table 8). program details Massport demonstrates its commitment to reducing the num- ber of vehicle trips generated by the total BOS employee population and its own employees by offering a variety of services and incentives. BOS Employee Population Airport employees are offered incentives to consider alter- natives to the drive-alone commute through the following program elements: Mode Percentage of BOS Employees Drive Alone 64.2 Drop-off (private auto) 3.9 Taxi 0.3 Carpool 3.6 Logan Express 11.4 MBTA Rapid Transit 10.5 MBTA Bus 3.8 Water Taxi/Ferry 0.5 Walk 1.8 Total 100.0 Source: 2007 Logan Employee Commute Survey: Final Report, Lourenço Dantas and Scott Grannemann, Massport Economic Planning and Development Department, Feb. 20, 2008, Exhibit 3. The results in the table do not represent a mode-share distribution, since they are not representative of an average time period. TABLE 7 2007 BOS EMPLOyEE PRIMARy COMMUTE MODE, MARCH/APRIL 2007

16 • Massport founded the Logan TMA in 1997 as a way to strengthen and formalize its efforts to reduce the single- occupant employee commute, encourage public trans- portation use, improve transportation options, reduce the need for employee parking, and provide a forum for employers to work together to address common employee transportation concerns. The Logan TMA is administered by MassRides, which is funded by the Massachusetts Department of Transportation (DOT). As of the summer of 2011, all BOS employers belonged to the Logan TMA free of charge. A membership fee was previously required, but in recent years, the collec- tion of membership dues had declined, partly because some employers offer their own employee commute programs and did not believe the Logan TMA provided added value; and partly because there are not many employee benefits that are exclusive to TMA member- ship. The TMA offers the following services: – Rideshare matching. – Trip planning by alternative modes. – Provision of information to employers on transit benefits and public transportation options. – Operation of the Sunrise Shuttle, an early morning shuttle service that travels in East Boston, the com- munity adjacent to BOS, where a large concentra- tion of BOS employees resides. It operates every half hour between 3 a.m. and 5:30 a.m., which is the period prior to the start of MBTA service. Massport funds the Sunrise Shuttle, which costs approximately $59,000 per year to operate. The service is contracted to a private concern that operates the service and pro- vides the vehicles. The net operational cost is $51,500 after employee fares. Employees pay $1 per trip and other users pay $2 per trip. The TMA also sells ticket booklets for the Sunrise Shuttle. – Massport began operation of a second Sunrise Shut- tle route, serving another part of East Boston and the adjacent town of Winthrop in October 2011. The route was developed based on employee survey data and residence locations from the security badge file. Massport and the Logan TMA received an FTA Job Access Reverse Commute (JARC) grant, which will subsidize service on a sliding scale for three years. The total cost of the project over the three-year period is approximately $200,000, and the JARC grant is for $93,000. Transportation projects that provide public transportation options for low-income employees to and from jobs, for employment-related activities, and for reverse commuting are eligible to compete for JARC funding [“Job Access and Reverse Com- mute Program (5316)” 2011]. – Emergency rides home through MassRides up to four times per year by taxi or rental car. Employees who commute at least twice per week by rideshar- ing, public transportation, bicycling, or walking are eligible if their company partners with MassRides. – Three priority parking spaces for ridesharing in the West garage, located in the central terminal area. – A new program called nuRide, where commuters register on a website, and earn points for trips taken by alternatives to driving alone. Commuters earn rewards in the form of restaurant gift cards, tickets to shows, retail discounts, and raffle entries. Some of the discounts are offered just for registering on the website. The value of rewards may be as much as $300 per year. Additional information is available at www.nuride.com. – Staffing of a Logan TMA Transportation Store in the central terminal area that is open approximately two hours per week. The office is provided by Massport. (Prior to the MBTA’s implementation of smartcards for monthly passes, the Transportation Store pro- vided the service of selling monthly transit passes to employees.) • Massport provides Logan Express trips that accommo- date early morning work schedules, with trips depart- ing each Logan Express terminal at 3:00 a.m. and/or 3:15 a.m. • BOS employees may commute using the Logan Express for deeply discounted fares and parking fees. As of October 2011, employees may purchase a book of 44 bus tickets for $75, and a monthly parking pass for $40, or a monthly pass for use of the bus and parking combined for $100. Massport is effectively subsidizing employee trips by offering the discounts. The one-way full fare for the Logan Express is $12, and the daily parking rate is $11. • Massport provides an annual operating subsidy of $2 mil- lion for air passengers and BOS employees on the MBTA Silver Line serving BOS. In addition, Massport purchased the eight buses that are used on the route. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Employee Ridership 236,387 326,707 400,132 408,297 397,660 410,529 404,222 432,761 448,601 467,020 Annual Change 38% 22% 2% -3% 3% -2% 7% 4% 4% Total Ridership 1,104,402 1,182,339 1,208,467 1,265,827 1,234,694 1,307,384 1,201,752 1,121,434 1,085,448 1,111,432 Employee Share of Total Ridership 21% 28% 33% 32% 32% 31% 34% 39% 41% 42% Prepared by DMR Consulting (Oct. 2011). Source: Logan Express Ridership by Fare Cat, 1998–2011.xls, provided by Lourenço Dantas, Massport to DMR Consulting, through e-mail, Oct. 13, 2011. TABLE 8 LOgAn EXPRESS AnnUAL RIDERSHIP STATISTICS, 2001–2010

17 program elements that Have Been offered in the past In 2007, the Logan TMA offered participants who shifted from driving alone to work to commuting by carpool, pub- lic transportation, walking, or bicycling, a commuter cash incentive of $3 per day for up to 90 days. This was in addi- tion to any transit subsidy or other incentives offered by their employer. The program was discontinued because of low participation. information dissemination Massport provides information on commuter benefits such as the MBTA pass subsidy in its human resources handbook for employees. The Logan TMA communicates with member employees and employers through e-mail messages. MassRides uses social media as one form of communica- tion; however, it is not targeted to BOS employees. targets/goals/Measurement Massport monitors the transit mode choice of all BOS employees through the surveys it conducts approximately every five years. Because the survey sampling methodology and the survey questions have not been consistent among surveys, a trend analysis is not possible. Massport compares annual employee ridership on the Logan Express buses, and keeps ridership statistics for the Sunrise Shuttle. Challenges and Lessons Learned There are many public transportation options and privately operated scheduled high-occupancy buses and vans that serve BOS, but they do not provide 24-hour service; there- fore, they do not serve employees whose shifts start or end in the early morning. The Logan TMA was formed as a mitigation measure, but its purpose was not clearly defined and it did not have concrete goals. Many employers did not see the value in paying a membership fee to belong, particularly since some offered their own commute ben- efits programs. Massport offered Logan Express employee discounts and encouraged private bus operators to offer employee fare discounts several years prior to formation of the TMA. The TMA has primarily been serving as an information source for employees, because many of the other functions provided by the TMA may also be obtained elsewhere. For example, the value on MBTA passes may be increased electronically, and the Logan parking violations office sells discounted Logan Express tickets and passes. Massport is now faced with the challenge of developing a TMA that will be viewed as offering value to employers and employees. • For a number of years, BOS employees have been offered discounts to commute on many of the privately operated scheduled buses and vans. Massport encouraged the pri- vate operators to offer the employee discounts. • Massport offers bicycle racks at one air passenger ter- minal and at the Logan Office Center, which is where the Massport administrative offices are located. In response to employee requests, additional bicycle racks are planned. Massport Employee Population Massport offers the following benefits for Massport employees: • Transit pass subsidies for 50% off the price of the tran- sit pass up to $100. This discount also applies to Logan Express ticket booklets and the fare on the privately operated scheduled bus and van services. Employees may pay their portion using pre-tax earnings. • Massport employees may park at the Logan Express terminals free of charge. • Some Massport employees may telecommute or may take advantage of flextime. Among the airport employers that Massport and the TMA believe offer subsidized transit passes are the TSA, Signature Flight Support, and some of the other concessionaires. The cost to Massport of offering commuter passes to its employees to commute by MBTA, the Logan Express, and other scheduled HOVs was $89,619 in Fy2011. Between 165 and 170 Massport employees participated. Massport also spends $65,000 each year to fund the TMA, most of which is used to operate the Sunrise Shuttle. In 2010, Massport also spent a net amount of $2 million on the MBTA Silver Line and approximately $2.4 million on the shuttle between the terminal area and the MBTA Airport Station. MassRides cur- rently provides approximately 10% of the resources of one full-time employee to administer the TMA, which is funded by the state of Massachusetts DOT. Massport employees in the Planning, ground Transportation, and Human Resources Departments spend part of their time working on the BOS employee commute program. program elements that Have Been Considered But not implemented Massport has considered the potential for a car-sharing ser- vice, such as Zipcar, to allow BOS employees who do not drive to work to rent an automobile for a short period of time for the occasional personal trip they may need to take during the workday. Along these lines, with the implementation of a bike-sharing program in Boston, an opportunity may arise to include BOS as a location for a bike-share station.

18 At one point the TMA had collected membership dues. It was problematic, and perhaps would work better if dues were simply incorporated as part of lease/contract agree- ments with tenants and employers. For employees living within a certain radius of Boston, MBTA passes are less expensive than employee parking ($59 versus $100 or $140). The savings realized from com- muting by public transportation rather than parking is even greater for those employees who receive a transit subsidy from their employer. For other employees, the cost to com- mute by public transportation is greater than the cost to park. Although Massport provides its employees with transit sub- sidies and allows employees to purchase transit passes with pre-tax earnings, the cost of public transportation is still greater than the cost of employee parking, since Massport does not charge its employees a parking fee. The number of vehicle trips generated by BOS employ- ees is unknown, and cannot be estimated from the 2007 BOS employee survey. An employee survey was com- pleted in november 2011, providing data that will allow Massport to estimate the number of employee vehicle trips generated. Future plans At the time this study was conducted, the Logan TMA, in partnership with Massport, anticipated introducing a new Sunrise Shuttle route in October 2011. It began service in October 2011, serving another part of East Boston, and the adjacent town of Winthrop. This will be the second early morning bus service for airport employees residing in East Boston who need to arrive at BOS prior to the start of regular MBTA transit service. The Logan TMA will be reorganized to get more employ- ers involved and to refine its mission. The Logan TMA will conduct in-person meetings with all BOS employers to inform them of nuRide and the new Sunrise Shuttle route. Massport conducted an airport-wide employee survey in november 2011, and is currently analyzing the data. This will include developing an estimate of vehicle trips gener- ated by BOS employees. Advice provided by the Airport operator to other Airports Beginning a new program or enhancing an existing program to reduce single occupant employee Commute trips One piece of advice provided by Massport staff was to research the needs and preferences of the employee market that the employer or TMA is trying to serve, and develop an ECO program accordingly based on an investigation of industry best practices. This includes addressing the question employers may ask: “What benefit do I get from the TMA?” The answer lies in some combination of the carrot-and-stick between restrictions by the airport operator and benefits from the TMA. Staff also suggested it is important to demonstrate a regu- lar presence of an ECO program through communication, such as sending weekly or monthly e-mails with travel infor- mation to employers and employees. interview information The information for this case study was provided by the fol- lowing individuals during the summer and fall of 2011: Lourenço Dantas, Senior Transportation Planner, Mas- sachusetts Port Authority Stewart Dalzell, Deputy Director, Environmental Plan- ning and Permitting, Massachusetts Port Authority Craig Leiner, Deputy Director, Surface Transportation, Massachusetts Port Authority Doug Wheaton, Transportation Contract Manager, Massachusetts Port Authority Donna Smallwood, Deputy Director, Programs, Mass- RIDES, Massachusetts Department of Transportation London stAnsted Airport (stn), London, engLAnd London Stansted Airport (STn), which is owned and oper- ated by BAA Stansted (also referred to as Stansted Air- port Limited), processed 18.6 million passengers in 2010. It is a 24-hour operation. In 2011, there were approxi- mately 10,231 employees working at Stansted, reporting to 181 companies. Fifty-seven percent of the employees worked in the terminal area (2011 London Stansted Airport Employee Travel Survey Analysis, Final Report 2011). The percentage of employees working for BAA Stansted was not available. As part of its long-term surface access strategy, BAA Stansted is committed to reducing the number of single- occupant vehicle (SOV) trips to and from Stansted. The BAA Stansted Travel Plan (Planning the Way Forward, Travel Plan Strategy for Stansted 2008–2015) describes its employee commute program, including program elements that are offered, program goals, and progress toward the goals. BAA Stansted reviews its Travel Plan every two years to measure progress and determine what strategies need to be adjusted or introduced to continue to achieve its goals. BAA Stansted’s airport employee commute program has received awards in the U.k. and internationally. BAA Stansted belongs to the Stansted Area Transport Forum, which was founded in 1999 to determine ways to

19 improve ground transportation to and from Stansted in a region-wide context. Members include various public sec- tor entities, public transportation operators, airport tenants, local businesses, and other interested parties. It is comprised of a steering group that oversees six working groups. One of the six, the Travel Planning Working group, has the fol- lowing goals: • Review current Airport Travel Plan every two years • Review and recommend targets for the Airport Travel Plan • Recommend to the Bus and Coach Working group potential route enhancements to encourage employees to switch to public transportation • Monitor employee mode share and employer travel plan activity • Review and recommend best practice for travel planning • Report and make recommendations to the Stansted Area Transport Forum Steering group. London Stansted provides a comprehensive ECO pro- gram, and most of the benefits are available to all STn employees. London Stansted provides an Airport Commuter Centre staffed with two full-time employees to provide the airport employee population with commute trip planning ser- vices, including carpool matching and information on public transportation options. Employees may also purchase public transportation passes in the Airport Commuter Centre. To encourage the use of public transportation and ride- sharing, and increase available public transportation options for air passengers and employees, BAA Stansted introduced a passenger transfer levy (PTL) in 1999, which is approxi- mately 31p (100 p = £1, £1 = $1.5557 (Source: www.WSJ. com, nov. 23, 2011) from every passenger car parking trans- action and £10 from every annual staff car park pass issued. This equates to between £600,000 and £800,000 per year that can be invested in public transportation development, trans- portation marketing, and other activities that increase the use of public transportation. London Stansted employees may also purchase a tax-free bicycle through the airport, and pay for it in installments through payroll deduction. Additional program elements are described under Program Details. regulatory environment BAA Stansted has developed its employee transportation strategy in accordance with numerous government policies (Planning the Way Forward, Travel Plan Strategy for Stansted 2008–2015), including: • The United kingdom’s Transport Strategy as articulated in the White Paper, A New Deal for Transport—Better for Everyone 1998, which emphasized the importance of developing an integrated transportation policy that considers all modes, the environment, the economy, and land-use planning. It required major U.k. airports to form an airport transport forum and produce an air- port surface access strategy. • Planning Policy guidance 13 (PPg 13) was published in 2001. It called for airport operators to develop travel plans for airport employees through the transport forums. • In 2003, The Future of Air Transport White Paper, which directs the strategic development of aviation in the U.k. until 2030, called for easy and reliable access for passengers to minimize environmental, congestion, and other local impacts. • East of England Development Plan and Regional Trans- port Strategy (RTS) 2001/21 is the transportation strategy that is included in RSS 14, the Regional Spatial Strategy for the eastern part of England. The RTS includes a pol- icy to ensure that airport surface access plans support a shift to more sustainable forms of travel. There is also a policy indicating that a growth in housing in Harlow, a community approximately 17 miles northwest of STn, should enable more STn employees to reside there and commute by public transportation. • The following local plans also placed an emphasis on mobility, reducing congestion, improving public trans- portation use, improving air quality, or improving the quality of life: – Essex County Council, Local Transport Plan (2006–2011) – Hertfordshire County Council, Local Transport Plan (2006–2011) – Uttlesford Local Plan, 2001. transportation environment This section provides information on the employee parking supply, public transportation options available at Stansted, and the Stansted employee mode-share distribution. A map of STn was not available for inclusion in this report. Parking Inventory There are about 3,550 employee parking spaces at STn, and BAA Stansted controls the majority of them. Four of the parking facilities provided by BAA Stansted are served by a shuttle bus. The cost to employees for an annual parking pass is £200. The ratio of employee parking passes to parking spaces is approximately 3.8. There are no preferential parking spaces offered to man- agers of BAA Stansted or other airport employers; however, there are 150 spaces available for carpools at Enterprise House, the main administrative building. Employee parking is not provided in any of the air passenger parking areas. The number of vehicle trips generated by employees is unknown. The Central Terminal area of Stansted is designated as a regional transportation node in the RTS. The bus, coach, and

20 rail stations, referred to as the Public Transport Interchange (PTI), are located there. The rail station is located beneath the terminal. The bus and coach station is adjacent to the rail station and the terminal, and connected by tunnel portals, escalators, and elevators. Transportation services at PTI pro- vide regional connections to the terminal. Local connections to the PTI serve the terminal, employee work locations on the north and south sides of the airport, and travel between airport locations. Rail services are provided by two companies that were awarded franchises by the government. A map of the rail net- work serving STn is shown in Figure 3. The services provide connections to London, eastern England, and the Midlands. The Stansted Express provides service every 15 minutes between Stansted and London (Stansted Express Time- table 2011), where passengers may connect to the London Underground (subway system). The trains operate daily for approximately 19 hours per day, with the first train arriving at Stansted at 4:30 a.m. during the week and 5:00 a.m. on the weekend. The national Express East Anglia [May 2011 Time- table 2011] also provides hourly service between Stansted and London, Monday through Saturday, for approximately 19 hours per day, with the first train arriving at 5:15 a.m. dur- ing the week and 5:25 a.m. on Saturdays. Two bus trips serve the Stansted market area early in the morning, providing ser- vice to employees with a 4 a.m. shift start time. Trains to east- ern England and the Midlands run hourly, seven days a week, and connect to trains serving points north and in Scotland. There are six express coach routes traveling between Stansted and London at frequencies between 10 and 60 min- utes. Two of the express coaches to London offer 24-hour service. There are several express coach routes traveling between Stansted and numerous locations throughout the U.k., and two of them offer 24-hour service; most operate at two-hour frequencies. There are also a variety of local bus routes. Several of the local routes operate 24 hours a day, providing employees with access at all hours, 365 days a year. In addition to serv- ing the PTI, the local routes serve key employment centers at the airport that are outside of the terminal area, with up to eight buses per hour for employees to choose from. In addi- tion, London Stansted offers a shuttle service that operates every half-hour between the terminal area and employment areas on the north side of the airport. The cost for a Travelcard, the public transport pass, ranges from £500 to £1,270 per year, depending on where the employee lives. Transportation Utilization Every two years, BAA Stansted conducts an employee travel survey of a representative sample of the total airport employee population, to understand employee commute modes and commute patterns, measure trends, and develop and refine strategies to reduce employee vehicle trips to and from the airport. Table 9 presents the mode-share distribution of Stansted employees between 2002 and 2011. The most recent employee travel survey was conducted in May and June of 2011. In 2011, 70% of employees drove alone to work, compared with 88% in 2002/2003. nearly 20% of employ- ees commuted by bus or rail in 2011 compared with 7% in 2002/2003. In 2011, another 7% of employees were passen- gers in a carpool, compared with 4% in 2002/2003. Thirty-one percent of employees arrived at Stansted from 7:00 a.m. to 10:00 a.m., which is considered to be the tra- ditional a.m. peak period. Thirty-three percent of employ- ees departed Stansted during the traditional p.m. peak period from 4 p.m. to 7 p.m. (2011 London Stansted Airport Employee Travel Survey Analysis, Final Report 2011). Program Details BAA Stansted offers a range of program elements designed to make the employee commute to the airport by alternatives to the single-occupant vehicle appealing, which include pro- vision of benefits and services, working with public trans- portation providers for improved service, and information dissemination. Program elements include (Planning the Way Forward, Travel Plan Strategy for Stansted 2008–2015): • Two full-time staff at the Airport Commuter Centre pro- vide airport employees with information on commute alternatives, provide trip planning and rideshare match- ing services, and sell public transportation passes. The Airport Commuter Centre opened in 2007; between 2001 and 2007 information was provided to employees on a website and over the telephone. • The Airport Car Share Scheme provides carpool match- ing services for STn employees. Participants may reg- ister at the Airport Commuter Centre, online (www. airportcarshare.co.uk), by telephone, or by filling out a brochure. Carpool participants are eligible for desig- nated carpool spaces in close proximity to Enterprise House, where the majority of staff park their vehicles (the number of available spaces is adjusted to accom- modate demand); and a guaranteed ride home when needed. • Airport employees are offered significant savings on rail, express coach, and local bus service by purchasing a monthly or annual Airport Travelcard, which offers unlimited travel on bus, coach, and rail services serv- ing STn. The price of the annual Airport Travel Card is equivalent to the price of ten monthly cards, which is effectively a 17% discount. BAA Stansted employ- ees may apply for an interest-free loan to purchase the

21 FIGURE 3 Rail network serving STN. Source: Planning the Way Forward: Travel Plan Strategy for Stansted 2008–2015 (n.d.) annual Travelcard. Airport Travelcards may be pur- chased at the Airport Commuter Centre, online (http:// www.airport-commuter.co.uk/stansted/index.html) or over the telephone. • In 2008, BAA Stansted published a strategy for working in partnership with transportation providers to improve local bus and coach services for air passengers and airport employees. It includes expectations for quality of service, customer service, frequency, and operating hours for connections to Stansted. For example, the first trip serving STn should allow employees to arrive at Stansted by 3:45 a.m. and to depart as late as 1:00 a.m. • BAA Stansted has worked with the providers of bus ser- vice to encourage them to provide operating hours and trip frequencies that better accommodate employee sched- ules. This has resulted in favorable schedule changes,

22 of the 1,700 participating bicycle shops, and leases it to the employee through payroll deduction until the price of the bicycle, less sales tax, is paid off. The employer is eligible to apply for the tax rebate on the bicycle. Cyclescheme is one of the compa- nies that employers may use to provide this ben- efit. Additional information may be found at http:// www.cyclescheme.co.uk/. – BAA Stansted prepared a cycling and walking strat- egy to identify routes that could be developed to con- nect Stansted to the local network. – BAA Stansted partnered with the Essex County Council and the Hertfordshire County Council to develop several bicycle routes. – Bicycle and motorcycle parking is provided at several locations, and showers are available at one location. – A company called Dr. Bike provides free bicycle maintenance for employees during promotional events at Stansted, such as Cycle to Work Week and the Annual Health Fair. • Some BAA Stansted employees are eligible for telecommuting. • BAA Stansted offers video conferencing facilities for its own employees and for use by other airport employ- ers to reduce the need for business travel. The STn ECO program is operated by the two full- time employees in the Airport Commuter Centre, and also requires approximately 20% of time of the BAA Stansted Public Transport Development Manager and 5% of the time of the head of Transport, Planning and Policy. BAA Stansted spends approximately £150,000 each year of the PTL on the employee commute program, which includes operation of the Commuter Centre, management of the Travelcard, and other related activities. Some of the tenant companies pass along the costs of parking to employees, which provides the employees with added incentive to consider using public transportation to commute to Stansted. including an increase in local buses and express coaches offering 24-hour service. • BAA Stansted has worked with both rail companies to get them to increase early morning and late evening ser- vice to better accommodate air passenger and employee schedules. • BAA Stansted has funded 10 to 15 new bus services since 2001 for up to a three-year period. The funding is provided to incubate the service, with the goal of com- mercial viability within three years. All but two of the services are now operating commercially. • PTL funds are used toward the Stansted Area Transport Forum, supporting the Airport Commuter Centre, fund- ing new bus services for up to three years, supporting additional hours of service on local public transporta- tion routes, provision of employee shuttles, the Airport Car Share Scheme, administration of the Airport Travel Card, development of an iPhone/Android application, and marketing. The PTL is an assessment on passenger and employee parking fees that generates £600,000 to £800,000 per year. • BAA Stansted offers a shuttle service that operates every half-hour between the terminal area and the north side of the airport to other airport centers of employment. • BAA Stansted has invested in numerous improvements to the PTI, including: – Provision of a new bus and coach station, with tick- eting, waiting, and refreshment facilities. It has a capacity of 5 million passengers per year. – Enhanced passenger information and wayfinding. – Bicycle parking facilities adjacent to the PTI. • To promote bicycle use: – BAA Stansted offers the “Ride to Work Cycle Scheme” for BAA Stansted employees. This is the result of a government program that allows employers to provide bicycle and safety equip- ment to their employees as a tax-free benefit. The program reduces the price of the bicycle to the employee by as much as 50%. The employer pays for a bicycle selected by the employee from one Mode 2002/03 2005 2007 2009 2011 Car Driver 87.6% 78.6% 73.1% 71.7% 69.9% Car Passenger 4.1% 5.5% 6.3% 6.4% 7.1% Motorcycle 0.1% 0.5% 0.7% 1.0% 0.7% Taxi 0.3% 1.4% 1.5% 1.0% 1.0% Public Bus or Coach 2.7% 7.3% 10.0% 12.6% 12.2% Rail 4.3% 5.2% 6.4% 5.7% 7.6% Walk 0.1% 0.3% 0.8% 0.2% 0.6% Bicycle 0.0% 0.1% 0.3% 0.4% 0.2% Works Bus/Other Company Transport 0.7% 0.4% 0.7% 0.7% 0.6% Other 0.1% 0.5% 0.2% 0.3% 0.1% Total 100.0% 99.8% 100.0% 100.0% 100.0% Prepared by DMR Consulting. Source: 2011 London Stansted Airport Employee Travel Survey Analysis, Final Report, Sep. 2011, Halcrow Group Limited. TABLE 9 STn EMPLOyEE MODE SHARE DISTRIBUTIOn, 2002/2003 TO 2011

23 natives to the single-occupant vehicle commute. Marketing campaigns provide information on billboards near employee parking facilities, and in employee restaurant and lounges. Promotional events include Car Free Day, Annual Health Fair, Cycle to Work Week, and Change your World Day. Social media are not used to communicate with employees. targets/goals/Measurement London Stansted measures progress by comparing results of employee travel surveys that are conducted every two years, through the Travel Plan Working group of the Transport Forum, monitoring the number of employees participating in the Car Share Scheme and purchasing Airport Travelcards, and through Quality Management surveys of public trans- portation services. The share of employees commuting by single-occupant automobile decreased from 96% to 70% between 1997 and 2011. At the time of this report, Airport Travelcard sales were more than 1,400 per month, and there are 1,300 active members of the Car Share Scheme. London Stansted recently revised the airport employee mode-share target to “reduce employee private car use to no more than 70% by the time the Airport reaches 35 million passengers per year.” In 2010, 18.6 million air passengers passed through STn. The 2008–2015 Travel Plan Strategy reported on targets achieved, existing targets, and new targets. Among the tar- gets achieved, STn: • Provided secure parking for bicycles and motorcycles at several locations. • Increased Airport Travel Card sales by 10% each year. • Increased the number of carpool participants by 10% over the 2004 baseline. • Introduced dedicated carpool parking spaces in all parking facilities and major leased areas by 2005. • Set up a bicycle user group. • Increased the number of London Stansted employees using video conferencing for meeting participation by 10% in 2006. • Developed a personalized trip planning scheme for new and existing employees by the end of 2006. • Launched a travel awareness campaign to airport ten- ants with four travel-to-work road shows during 2006. Existing targets were related to increasing bicycle commut- ing use and telecommuting for non-shift employees. new targets were related to reducing the percentage of employees driving alone to work, increasing the number of employees commuting by carpool, increasing the percentage BAA Stansted participates in a number of partnerships to improve ground access to and from STn, including: • Stansted Area Transport Forum, which is a public– private partnership comprised of representatives from local authorities, regional and national government, transportation operators, airport tenants, other local busi- nesses, and interested parties, and has more than 70 mem- bers. It addresses transportation issues in an area-wide context, and is one of the largest public–private partner- ships in the United kingdom. An annual Transport Forum conference is held to review achievements. • national Business Plan network is an organization that enables members to share best practices in reducing the negative impacts of employee commuting. Its website, http://www.nbtn.org.uk/, provides information on how to develop a travel plan, initiatives and information on alternatives to the single-occupant commute, case stud- ies from member businesses, notices of upcoming train- ing and events, and related news items. program elements that Have Been offered in the past Two bus services that were funded by BAA Stansted for a two- to three-year period did not become economically via- ble and were discontinued. London Stansted offered a pool of bicycles for on-site travel by operational teams, to reduce the number of auto- mobile trips around the airport. Because of the layout of the airport, the bicycles were not utilized and the program was discontinued. information dissemination London Stansted provides new airport employees with a travel pack containing information on alternatives to driv- ing to work alone. In addition, an employer travel pack is provided to new airport employers. BAA Stansted has developed several brochures for all air- port employees that explain travel services and incentives. They are available at the Airport Commuter Centre, in the reception areas at some employment locations, and at the employee restaurant. Information on commuting options is also provided in the Stansted Airport employee newsletter. The Airport Commuter Centre offers a wealth of infor- mation to airport employees, including trip planning, rail and bus timetables, maps, information on the Travelcard, the Car Share Scheme, and Ride to Work Cycle Scheme. BAA Stansted holds marketing campaigns and promotional events several times each year, providing information on alter-

24 to the SOV commute; however, LAWA does not have detailed information on all employers offering such programs, or the extent of their benefits. It is known that the TSA offers a $50 monthly transit subsidy, Delta Airlines offers a $15 monthly transit subsidy and parking cash-out, and Federal Express has seven vanpools operated by independent employee drivers. LAWA was a founding member of Best Workplaces for Commuters, which is open to employers that meet the national Standard of Excellence in commuter benefits developed by the national Center for Transit Research and the EPA. Criteria for eligibility include ensuring a minimum level of employee participation, offering a choice of commuter benefits, offer- ing an emergency ride home, and providing a central point of contact for employee benefits. LAWA has won a number of regional and national awards for its rideshare program (“About” 2011). regulatory environment LAWA is subject to South Coast Air Quality Management District (AQMD) Rule 2202, which was adopted in 1995. AQMD is the air pollution control agency for four counties in Southern California including Los Angeles County, where LAX is located. Rule 2202 replaced Regulation XV, which was adopted in 1987. Rule 2202 (South Coast Air Quality Management District Rule 2202—On Road Vehicle Mitiga- tion Options Employee Commute Reduction Program Guide- lines 2004) requires employers with at least 250 employees per work site to conduct annual employee surveys and take steps to reduce employee commute trips made by LAWA employees during the peak commute period. Rule 2202 trip reduction targets vary by geographic area. LAWA is required to reduce 33% of the total commute trips based on the total number of LAWA employees working at LAX. Companies that do not meet their AQMD target may purchase emissions credits to offset their employees’ commute trips or choose to pay $60 per employee per year towards AQMD Air Quality Improvement Programs. One of the objectives of LAWA’s sustainability program is to reduce single-occupancy trips to, from, and within LAWA airports for air passengers and LAWA employees. The LAWA Sustainability Improvement Program was devel- oped by LAWA in 2007 in response to a Los Angeles City Council Motion in 2006 called greening LAX, and a sub- sequent executive directive from the mayor of Los Angeles in 2007 for all city departments to develop a sustainability program. transportation environment This section provides information on the employee parking inventory, as well as public transportation and other HOV transportation options available to LAX employees. It also of employees commuting by bicycle, increasing the share of airport tenants participating in the Airport Travel Plan, and increasing employee awareness of commute options. Challenges and Lessons Learned The cost of parking for employees, which is between 16% and 40% of the annual cost of the Airport Travelcard, is much less than the cost to use public transportation. Future plans London Stansted is considering offering the Airport Travel Card in a smartcard format, which may allow coordination with smartcards for the London Transport System. interview information The information for this case study was provided by the fol- lowing individuals during the summer and fall of 2011: Julia gregory, Head of Transport, Planning and Policy, Stansted Airport Limited Steve Mills, Public Transport Development Manager, Stansted Airport Limited Los AngeLes internAtionAL Airport (LAX) Los Angeles International Airport (LAX), a large hub airport, served 59.1 million air passengers in 2010. LAX is one of the busiest airports in the United States, and operates 24 hours a day. LAX is owned and operated by Los Angeles World Airports (LAWA), which is the department of the city of Los Angeles that is responsible for two commercial airports and a general aviation airport. In 2011, there were approximately 47,000 employees working at LAX, and 3,500 of them, or 7% of total LAX employees, were employed by LAWA. The percentage of employees working in the terminal area is unknown. LAWA is committed to reducing the number of employee vehicle trips generated, and has dedicated staff to assist its employees in finding carpools, vanpools, and transit options to commute to LAX. This program, referred to as the LAWA Rideshare Program, began in 1990. LAWA provides subsidies to its employees for commuting using ridesharing and transit options. As a result, 45% of LAWA employee commute trips at LAX did not occur by means of SOV during the peak period in June 2011. All LAX employees may take advantage of LAWA’s ride-matching services and are eligible to participate in a vanpool on a space-available basis. There are other airport employers that provide benefits to their employees to encourage them to choose alternatives

25 stop at the bus depot area of one of the remote passenger parking lots owned by LAWA, which is approximately one mile from the first terminal at LAX. Passengers then board a free shuttle service provided by LAWA to travel to the terminal area. The green Line begins eastbound service from Aviation Station at 4:00 a.m., with the last train departing at midnight. Trains from the west arrive at Aviation Station beginning at 4:30 a.m., with the last one arriving at 1:15 a.m. Frequencies range from 7 to 20 minutes apart (Metro green Line 2011). The hours of operation and frequency of other public trans- portation services vary by route. The cost of a monthly transit pass (EZ Regional Transit Pass) ranges from $75 to $260, depending on the services needed. The $84 EZ Regional Transit Pass allows custom- ers to ride the Metro buses and light rail system, along with many other local public transportation providers in Los Angeles County. The higher priced passes cover a larger geographic area. LAWA operates a network of regional nonstop express buses, called the LAX FlyAway, that serve four destinations in the LAX market area, including Union Station, the pri- mary transportation hub in Los Angeles with connections to Metrorail, Amtrak, Metrolink commuter rail services, and a variety of bus routes. The FlyAway buses serve all LAX terminals. Two of the routes operate 24 hours a day, at half- hourly frequencies for the majority of the schedule. The price of a monthly FlyAway pass for LAX employees is $120. There are also privately operated bus routes that serve destinations in Los Angeles County and surrounding coun- ties, and stop at all of the LAX terminals. transportation utilization LAWA conducts an annual survey of LAWA employees working at LAX to ensure that it is complying with AQMD Rule 2202. Table 10 provides the mode-share distribution for LAWA employees commuting to LAX in the peak period during a week in June for the years 2007 through 2011. Between 2007 and 2011, the share of LAWA employees commuting by vanpool during the peak period increased from 14% to 20%. In 2011, approximately 56% of LAWA employees com- muted to LAX between 6 a.m. and 10 a.m., and 45% of employee commute trips to LAX during this time were not made by means of a SOV. LAWA employees represent 7% of the total LAX employee population. Mode-share distribution data are not available for the total LAX employee population, since an airport-wide employee commute survey is not administered. In addition, distribution of total LAX employees commuting provides information on the mode-share distribution for LAWA employees. A map of LAX is shown in Figure 4. parking inventory As of november 2011, LAWA operated 7,060 remote park- ing spaces for LAX tenants and service providers in two sur- face parking lots. Shuttle buses transport employees between the remote lots and the central terminal area (CTA). The monthly parking fee for approximately 72% of the spaces is $30, and the monthly fee for the remaining spaces is $45. Approximately 15,000 employees purchase permits to park in the remote parking lots, which is a utilization rate of 2.12 employees per remote parking space. In other words, there are approximately 0.47 remote parking spaces per employee. LAWA also provides 868 surface parking spaces for LAWA employees near its two administration buildings. The Administration East building is in the CTA, and the Admin- istration West building is on the western side of the airport, approximately six miles from the CTA. Parking is provided free of charge to LAWA employees. There is another remote structure with 2,054 parking spaces that tenants, service providers, and the public may use for $50 per month. It is located approximately one mile from the first terminal at the CTA, and shuttle service is not provided. Approximately 3,000 LAX employees working for the federal government and law enforcement agencies, as well as airline station managers, park for free in the public garages in the CTA. As of September 2011, employee parking was not constraining passenger parking in the CTA. In 2010, the LAWA employee parking program operated at a deficit, when considering the cost of maintaining employee parking facilities and operating the shuttle bus routes, less the revenue from employee parking permits. public transportation Buses and rapid transit are provided by local and regional transit providers, and offer stops in the vicinity of LAX, but none of them travels directly into the LAX terminal area. The regional public transportation provider serving Los Angeles County is the Los Angeles County Metropolitan Transporta- tion Authority (Metro). A light rail line, the Metro green Line, and certain bus routes stop at Aviation Station, which is approximately 2.5 miles from the CTA. The green Line connects to additional light rail lines serving the LAX mar- ket area, as well as Metrolink, the commuter rail system. A map of Metrorail and Metrolink is provided in Figure 5. LAWA offers a free shuttle connection between Aviation Station and the CTA. There are also several bus lines that

FIGURE 4 Map of LAX. Source: Calvin Lew, Los Angeles World Airports [accessed Nov. 14, 2011].

27 FIGURE 5 Los Angeles Metrorail and Metrolink Map. Source: www.metro.net [accessed Nov. 20, 2011]. Mode 2007 2008 2009 2010 2011 Drive Alone 58.2% 55.0% 55.8% 56.7% 54.7% Carpool, 2–3 Persons 10.3% 8.6% 8.7% 8.5% 8.9% Vanpool, 4–8 Persons 14.4% 16.8% 16.9% 18.2% 19.7% Motorcycle 1.1% 1.2% 1.1% 0.9% 0.4% Bus/Rail 7.0% 8.8% 7.9% 7.2% 7.6% Bike/Walk 0.4% 0.6% 0.4% 0.3% 0 .5% Trips Not Taken Due to Compressed Work Schedule 8.6% 9.0% 9.2% 8.2% 8.2% Total 100.0% 100.0% 100.0% 100.0% 100.0% Prepared by DMR Consulting. Source: Lax Historical Mode Split 2011.Xls, Provided to Diane Ricard by Devon Deming of LAWA via e-mail on Nov. 15, 2011. TABLE 10 MODE-SHARE DISTRIBUTIOn OF LAWA EMPLOyEES COMMUTIng TO LAX DURIng 6 A.M. TO 10 A.M. FOR FIVE-DAy PERIOD In JUnE 2007 TO 2011

28 LAX Employee Population LAX employees are offered incentives to consider alterna- tives to the SOV commute through the following program elements: • Trip planning assistance is provided to help current and prospective employees determine what transit options are available to them. • Carpool and vanpool matching is provided in the Ride- share office. • All LAX employees may purchase a monthly pass to ride on the FlyAway buses for $120. This is equiva- lent to a 57% discount for the employee who commutes to LAX using the FlyAway 20 days per month at the $14/day round-trip full fare, and a 43% discount for the employee who commutes to LAX by FlyAway 15 days per month. Employees with an LAX Security Badge and a $172 EZ Regional Transit Pass (Zone 4) may also ride the FlyAway. • LAWA leases 65 eight-passenger vans and charges the vanpool participants a monthly fare based on mileage traveled less the subsidies they are eligible for. LAWA provides a $60 per month vanpool subsidy to LAWA employees, which is reflected in their monthly fee. In addition, Metro, the regional transit operator, offers a $50 per seat monthly subsidy for vanpools based in Los Angeles County that are 70% occupied and open to the public. The resulting monthly fare for each vanpool participant ranges from $24 to $157, for those who are eligible for one or both subsidies; and $134 to $207 for LAX employees who do not qualify for either subsidy. The driver of the van participates free of charge in return for driving and managing the vehicle. LAWA employees pay their monthly vanpool fare with pre-tax earnings. In June 2011, there were 502 employees participating in the 65 vanpools, a 97% occupancy rate; and 55 of the 65 van- pools were eligible for the Metro subsidy. Although the vanpools are open to all LAX employees, approximately 95% of the participants are LAWA employees. • LAWA and Metro jointly administer a guaranteed ride home program for all LAX employees who participate in carpools or vanpools or use transit to commute to work. The program is offered by the five county trans- portation agencies that sponsor www.ridematch.info. LAWA employees may use a LAWA fleet vehicle or a taxicab for this purpose, and all other LAX employees may use a taxicab. • For employees commuting by bicycle, there are bicycle racks at Terminal One and the Tom Bradley International Terminal. Southwest Airlines employees primarily use the bicycle racks at Terminal One. • LAWA and the Los Angeles DOT have installed bicy- cle lanes on two roads in the vicinity of LAX. • LAWA and Metro have installed bus stops on Imperial Highway and World Way West, the roads leading to the Administration West building, specifically to accom- modate LAX employees. to LAX by time of day is unknown, as well as the percentage of airport vehicle trips generated by LAX employees. rideshare program details LAWA dedicates four full-time and one half-time employee positions to the Rideshare Program. They are located in two offices that hold regular hours for LAX employees, providing assistance with trip planning, an explanation of available benefits, and rideshare matching services. The Rideshare Program is part of the Human Resources Divi- sion of LAWA. There is not an LAX TMA. The LAWA Rideshare Man- ager is on the Board of Directors of the South Bay Westside TMA (SBWTMA), which covers a geographic area that includes LAX. It is a TMA with employer members that hosts quarterly transportation update meetings, with speak- ers representing local transit agencies, vanpool leasing com- panies, or other programs or services that may be utilized to improve commuter benefits programs. The information pro- vided in the quarterly meetings provides valuable input to the continued development and improvement of the LAWA Rideshare Program. The SBWTMA also provides transit pass purchasing services for some members, not including LAWA. no other LAX employers are currently members of the SBWTMA. LAWA utilizes outside resources to provide incentives to employees for use of alternatives to the SOV commute, including incentives offered by Metro, and a ride-matching website, www.ridematch.info, including a 511 telephone number. It covers five counties, including Los Angeles County, and is a joint effort between Metro, Orange County Transportation Authority, Riverside County Transportation Commission, San Bernardino Associated governments, and Ventura County Transportation Commission. LAWA Rideshare staff provides, administers, or offers information on the benefits and services available to the LAX employee population or exclusively to LAWA employees as described in the following sections. Program costs are pro- vided in Table 11. Program Element FY 2012 Budget1,2 Free/Discounted Transit Passes $200,000 Emergency Ride Home 2,500 Fuel for Vanpools 343,000 Leasing Costs, Vans for Vanpools 360,000 Total $905,500 Source: LAWA LAX Human Resources Expense Summary Detail Review, Fiscal Year 2012. 1Does not include salaries. 2Vanpool expenses are gross expenses. Metro seat subsidies are not included. TABLE 11 LAX RIDESHARE PROgRAM DIRECT COSTS

29 LAWA has considered offering more of the incentives it offers exclusively to LAWA employees to all LAX employ- ees, but is unable to for budgetary reasons. information dissemination LAWA informs LAWA employees about the Rideshare pro- gram through a new employee orientation, employee fairs, and a newsletter. All LAX employees may learn about the Rideshare program through the Rideshare page on the LAWA website. The LAWA Rideshare office currently hosts or partici- pates in four to six events per year, including Bike to Work Week, the LAWA Education Fair, LAWA Health Fair, LAWA Employee Appreciation Fair, California Rideshare Week, and a Haunted Halloween Open House called Ride- SCARE. Prizes are offered to employees who attend the fairs, and have included caps, messenger bags, reusable bags, water bottles, and pens. The LAWA monthly employee newsletter, the Aero- gramme, includes three to four stories per year related to the Rideshare program. It is distributed by e-mail to all LAWA employees, posted on the LAWA intranet, and distributed to various work locations. Articles are also posted in the Department of Human Resources quarterly newsletter and the monthly Environmental Services newsletter. Each is sent to LAWA employees by e-mail and posted on the intranet. The LAWA Rideshare office also posts at least one story or link per month on InsideLAWA news, available on the intranet. Social media are not used to communicate with employ- ees because employees cannot access those websites through LAWA computers. targets/goals/Measurement LAWA measures the progress of its program through the administration of an annual employee survey to determine how many trips are being made to LAX during the peak period (the hours when more than 50% of LAWA employees are commuting to LAX) and when the peak period occurs. As part of AQMD Rule 2202, LAWA must take steps to reduce employee commute trips destined for LAX dur- ing the peak period by 33% of total employee trips. To meet that requirement, LAWA must achieve the AQMD goal of at least 1.5 employees per vehicle trip during the peak period. LAWA met the LAX AQMD trip reduction targets for the six years from 2006 through 2011. During 2011, the number of LAWA employees per vehicle commuting to LAX dur- ing the peak period was 1.61. Annual progress reports are submitted to AQMD. LAWA Employees LAWA employees are offered incentives to consider alterna- tives to the SOV commute through the following program elements: • Preferential carpool and vanpool parking is provided. • Employees who participate in a carpool at least 50% of their workdays each month are provided a voucher for one free carwash per carpool per month. The cost to LAWA is $10 per voucher. • Free or discounted transit passes are offered for up to a discount of $110 per month, or a reimbursement in lieu of a subsidy of $110 per month. • LAWA provides reimbursement of up to $60 per month for commuting in privately operated buses or vans, or a van pool. • LAWA employees may park for free at the Van nuys FlyAway terminal. • There are bicycle lockers at the LAWA administration buildings, and showers and lockers for bikers and walk- ers at the maintenance and police facilities. • LAWA holds Rideshare fairs to promote the Rideshare program to its employees, and offers prizes at the fairs. • LAWA employees, depending on the nature of their job duties, may have the option of compressed work weeks, working 80 hours over nine days, 40 hours over four days or 36 hours over three days; flextime; or staggered shifts. • LAWA also has a Superpooler program for employees who commute by carpool. Each employee who com- mutes by carpool for 75% of his/her workdays per month is entered into a monthly drawing for a $50 gas card. Five employees are chosen each month. Each employee entered eventually wins, because a winning employee is not eligible again until all employees entered have won. program elements that Have Been Considered But not implemented LAWA researched providing a secure, indoor bicycle park- ing facility, similar to a Bikestation™ facility that would accommodate 100 bicycles in the CTA, and include a shower facility in an adjacent passenger terminal. Employees would have had 24-hour access to the facility using radio frequency identification technology. However, the project became too expensive because of the cost of the showers. LAWA has also researched car-sharing options, where a fleet of vehicles would be available for rentals by employees who have a need for a vehicle for a short period of time. This provides employees who commute by transit or rideshar- ing the option to use a vehicle from time to time during the workday. The company that had been providing this service, Flexcar, was bought out by another company, Zipcar, which is focusing on the provision of service in Southern California at universities.

30 constantly looks for opportunities to improve the Rideshare program by stretching existing resources or by working with outside organizations. Staff actively participates in the plan- ning of regional transportation initiatives, such as the pro- posed Metro green Line Extension to LAX, the proposed Crenshaw/LAX light rail line, the Los Angeles Bicycle Master Plan, and the ExpressLanes congestion pricing demonstration project. LAWA is also seeking to enhance its communication of existing and future transportation options with LAX tenant employees, including an improved Tenant411 website, and an initiative to distribute Rideshare information to all employees who pass through the Security Badge Office. Advice provided by the Airport operator to Airports Beginning a new program or enhancing an existing program to reduce single occupant Vehicle Commute trips When asked what advice the LAWA Rideshare manager had for other airport operators on the development or enhance- ment of airport commute management programs, the response included a suggestion to determine what existing services are offered in the region through transit agencies, local cities, counties, clean air advocacy groups, and other organizations that may be incorporated into the airport ECO program. Often, there are services that are low-cost or free of charge, allowing airport resources to be used for additional program elements. For example, LAWA participates in the Metro Vanpool Pro- gram, which provides each rider in a qualifying van with an additional $50 discount off their monthly fare. This pro- gram has boosted vanpool seat use from around 82% to 99%, including employees who work swing shifts and graveyard shifts. The guaranteed Ride Home program, which ensures a ride home in an emergency to employees who rideshare, is another example of a service that is not funded by LAWA or by participating employees. Monitoring progress is essential to understanding the success of various program elements. Airport operators should track their costs and program participation to assess their return on investment, so they may compare how much a saved SOV trip costs versus the cost of providing a parking space. An ECO program helps with airport employee recruit- ment and retention. LAWA Rideshare staff often provides trip planning services for individuals who are considering employment at LAX and are concerned about available com- mute options. interview information The information for this case study was provided by the fol- lowing individual during the summer and fall of 2011: Devon Deming, Rideshare Program Manager, Los Angeles World Airports One of the targets in the Sustainability Improvement Pro- gram was to increase employee participation in the Rideshare Program to 30% by 2010. Participation in the Rideshare Program is defined as the percentage of LAWA employees actively enrolled in the commuter benefits program, and commuting by carpool, vanpool, or public transportation at least 50% of their workdays. Most LAWA employees par- ticipating in the program are commuting using alternatives to the SOV nearly 100% of their workdays. As of the fall of 2011, program participation is just over 26%. This is signifi- cantly higher than the 14% minimum employee mode share by modes other than SOV that employers who are members of Best Workplaces for Commuters agree to achieve within 18 months of becoming a member (Standard of Excellence 2011). LAWA also keeps statistics on the number of vanpool and carpool participants, the number of transit passes dis- tributed, savings in vehicle-miles traveled, savings in vehi- cle trips, environmental benefits, and the amount of fuel saved by participants in the Rideshare Program. Accord- ing to a May 24, 2011, LAWA press release, “Los Angeles World Airports Rideshare Program Wins 15th Prestigious Diamond Award in 13 years,” the LAWA Rideshare pro- gram saves more than 1,400 vehicle trips per day, more than 7 million annual vehicle miles, and one-half million gallons of gasoline per year; and eliminates more than 7.9 billion pounds of air pollutants each year. Challenges and Lessons Learned Additional funding is not available to increase the Rideshare percentage through the provision of additional vans. Employ- ees often wait several years to become part of an existing van- pool. As of August 2011 there were more than 100 people on the waiting list. LAWA’s Administration West building is located approx- imately six miles from the CTA. LAWA does not run a shut- tle between the two locations, and the public transportation connections between the CTA and the Administration West building are not conducive to commuting, because they add too much time to the trip. LAWA employees are not charged for parking in LAWA lots, and these lots are often full. LAX tenant employee parking permits cost from $30 to $50 per month, which is often less than the cost to the employee to commute by public transportation or by vanpool. LAWA would like to achieve cost recovery on the employee parking operation. Future plans Owing to budgetary constraints, there are no new financial incentives being planned at this time, but the Rideshare staff

31 employee vehicle trip generation rate. It was comprised of four elements: 1. Review of existing conditions—a summary of the employee TDM programs provided and being planned by the Port of Portland for its PDX staff. 2. Interviews with and outreach to PDX Employers—inter- views with a sample of other PDX employers to develop an understanding of TDM programs offered, constraints to offering TDM programs and shifting employees from commuting by SOV, and their receptiveness to partici- pating in a collective forum such as a TMA. Executives from 13 businesses were interviewed in May and June of 2002, and included a variety of businesses, located both within walking distance of the terminal area and away from the terminal area. Most of the businesses inter- viewed had more than 50 employees working at PDX. Important themes from the interviews include: • The belief that MAX is not available to or feasible for a large percentage of PDX employees because: – The first scheduled arrival of the train is later than the start of the morning work shift; or – The additional time it takes the employee to trans- fer from the terminal area to transportation links that serve work locations that are not within walk- ing distance of the terminal area. There are work areas outside of the terminal area that are not con- ducive to walking or biking owing to poor links from the terminal area. Many employees live within five miles of PDX, in areas that may not be served well by transit. They would have the option to bicycle to work if there were bicycle lanes and facilities to park their bikes and shower when they arrive at work. • The employers interviewed provided the following employee commute benefits: – Most of the employers paid for their employees to park free. – Two businesses offered incentives for employees to carpool. – Four businesses offered transit passes to their employees; another four discontinued offering transit passes because of a lack of interest by employees. • Employers estimated that 30% to 45% of their employees live in Clark County, which is north of PDX in Washington State. Direct transit service is not available between Clark County and PDX, and unless transit is offered, these employees must either drive to work or carpool. • Most of the employers believed it would be benefi- cial to be part of a collective effort of PDX employ- ers to address employee commute issues. They had varying opinions on what the responsibilities of the group should be. • none of the employers believed that the provision of limited ECOs was adversely impacting their businesses. portLAnd internAtionAL Airport (pdX) Portland International Airport (PDX) accommodated 13.2 mil- lion air passengers in 2010. It is a medium hub airport, owned and operated by the Port of Portland that operates 24 hours per day. PDX is located in close proximity to the Washington bor- der, and PDX employees reside both in the greater Portland area and in Clark County, Washington, which includes Vancouver, Washington. There were approximately 10,000 employees with security badges working at PDX as of September 2011, and 759 of them, or approximately 8%, were employed by the Port of Portland. The percentage of employees working within walking distance of the terminal area is unknown, and the Port of Portland does not have information on the number of PDX employees who do not have security badges. Based on a security badge distribution from May 2009, 50% of badged PDX employees worked for ten employers at PDX, with the TSA being the largest employer. There were 16 employers with at least 100 employees, representing 58% of badged PDX employees. However, the Port of Portland has indicated that the employee population has changed sig- nificantly since 2009, as a result of changes in airline staffing and the consolidation of port facilities to a new headquarters building on airport property. The Port of Portland offers its employees subsidized tran- sit passes, preferential parking for carpools, a secure indoor bicycle storage facility, and a shower facility adjacent to the bicycle storage facility. The Port was one of the parties responsible for the 5.5 mile extension of the Metropolitan Area Express (MAX) light rail line serving PDX that opened in 2001, by contributing approximately $38 million toward the capital costs. The Port has an operating agreement with TriMet, the operator of the light rail system, which includes an agreement for TriMet to provide light rail service early enough to accommodate the early morning shift start time. As of October 2011, the first train currently arrives at PDX at 4:44 a.m. studies related to the provision of employee Commute options In 1999, a bicycle and pedestrian plan was developed by the Port of Portland, with input from the city of Portland DOT and the Oregon DOT. Many of the capital improvements rec- ommended in the study have been implemented. In 2002, the Port of Portland commissioned a study, PDX Transportation Demand Management (TDM) Program Study, to consider ways in which to reduce the airport-wide employee vehicle trip generation rate. It included outreach to a sample of tenants to understand what TDM programs they were offering to their employees, what they believe the barri- ers are to their employees for using alternatives to the SOV, and their willingness to participate in a collective effort, such as a TMA, among airport employers to work on reducing the

32 • Introduce a car-sharing service that would allow Port employees and potentially other employees who commute in modes other than the SOV to rent or borrow a car on an hourly basis for occasional per- sonal trips during the workday. regulatory environment Under the State of Oregon Department of Environmental Quality (DEQ) Employee Commute Options (ECO) rules, all employers with more than 100 employees reporting to a work site must provide incentives for employee use of commute options that have the potential to reduce auto commute trips to the work site by 10% over a three-year period, compared with an established baseline obtained through administration of an employee survey. The ECO Rules were formally adopted in 1996, and revised in 2007. Employers must: • Conduct an initial survey to determine employee com- mute methods, • Prepare and submit a plan to DEQ detailing what com- mute options incentives the employer will offer to meet the target reduction, and • Perform follow-up surveys every other year to measure progress toward the trip reduction goal. Employers must demonstrate a good-faith effort toward the trip reduction goal. Employers are not penalized for not meeting the trip reduction goal, but they may be fined if they do not submit and implement a reasonable trip reduction plan or if they do not measure progress by conducting biennial surveys. An employer is only required to submit an updated com- mute options plan if the original plan does not achieve and maintain the 10% trip reduction over the baseline. Based on the May 2009 PDX security badge file, 16 PDX employers, responsible for 58% of badged employees, were subject to the ECO rules, including the Port of Portland. Port of Portland The Port of Portland has been complying with the rule through preparation and submission to DEQ of an auto trip reduction plan, and employee surveys to measure progress. The most recent auto trip reduction plan, dated April 1, 2011, details all of the incentives provided by the Port of Portland. They are described in the Program Details section of this case study. PDX Tenants with More Than 100 Employees In September 2011, only two of the PDX tenants with more than 100 employees had submitted a plan to DEQ. United Airlines proposed to meet the 10% reduction by promoting 3. TMA feasibility—considered the TMA structure that has the most potential for success in the PDX environment. The employers interviewed believed that the Port of Portland was in the best position to initially lead a collective effort among PDX employ- ers, and that a TMA should focus exclusively on PDX issues rather than encompass a larger geographic area that included non-airport-related employers who do not understand the unique employment environ- ment at an airport. Between 1999 and 2001 there was a TMA called the Columbia Corridor Associa- tion (CCA), which served a variety of businesses in the corridor including PDX. It was funded with a Congestion Management and Air Quality (CMAQ) grant. About half of the businesses interviewed were aware of the CCA, and believed that the programs it offered were not applicable to PDX employees. The CCA was disbanded in 2001 because the area busi- nesses were not able to support it financially beyond the CMAQ grant. At that time many of the businesses believed that MAX was sufficient to serve employee commute needs. Since the employers interviewed in this part of the study had different ideas about what a TMA would provide and what participation would entail, the study recommended formation of a stakeholders group to evaluate the feasibility of a TMA. 4. PDX Employer TDM Program—provided recom- mendations on TDM elements for the Port of Portland to consider offering Port employees and all airport employees. It included potential program costs and a recommended schedule for implementation. Study recommendations included: • The Port of Portland could encourage other PDX employers to pass along parking charges to employ- ees, so employees would be forced to consider whether their money was best spent on driving to work and parking, or pursuing alternatives to the SOV commute. • Apply a percentage of any increase in employee park- ing fees to a PDX area TDM fund. • Reexamine the feasibility of a new bus service pro- vided by the public transportation service provider in Clark County, C-TRAn, and subsidized by the Port of Portland and PDX tenants traveling between Clark County in Washington State and PDX. This had been explored by the Port prior to September 11, 2001, and has been put on hold since because of eco- nomic conditions. • Explore the feasibility of a PDX TMA. • Establish a transportation store where Port employ- ees and other tenant employees could receive assis- tance in planning commute trips by ridesharing and using public transportation, purchase transit passes, and learn about other available benefits.

33 Parking Inventory As of September 2011, the Port of Portland provided 2,826 dedicated employee parking spaces for the approximately 8,600 PDX employees that have parking permits. The result- ing parking utilization rate is three employees per space or 0.33 spaces per employee. Eighty-five percent of the parking supply is provided in a surface lot located approximately two miles from the terminal area, with shuttle bus service provided between the lot and the terminal area. There were approximately 1,800 total vehicle trips generated by this lot on Monday August 22, or 0.65 vehicle trips per space. Port of Portland employees may park in this lot free of charge, and all other PDX-based employees pay $35 per month. nondomiciled flight crew members pay $50 per month to park there. The remaining 15% of the inventory is in a surface lot located within walking distance of the Port of Portland Administra- tion building and available to Port of Portland employees for $20 per month. A portion of the terminal garage parking is also available to Port of Portland staff and certain employ- ees working for the airlines, concessionaires, and the federal government. The monthly fee for Port of Portland employ- ees to park in the garage is $80. The allocation of spaces for employee parking is not currently displacing air passengers from the parking garages. carpooling, investigating the provision of financial incen- tives for public transportation use, promoting commuting by bicycling and walking, and compressed work week or tele- commuting opportunities. It also provides an emergency ride home to program participants. The other tenant, Huntleigh, indicated its employee schedules are unpredictable and do not easily lend themselves to ridesharing or public transpor- tation. The only incentive it proposed was the provision of information on transit options to its employees. Under an earlier version of the ECO rules, employers were not required to submit a trip reduction plan if the bien- nial surveys demonstrated they were meeting the trip reduc- tion goal, or that their employee automobile trip rate was lower than the average for the work site area. DEQ was aware of four additional airport employers with more than 100 employees that provide subsidized transit passes to their employees. transportation environment This section provides information on the employee park- ing supply, public transportation options, and the employee mode-share distribution at PDX. A map of PDX, which denotes the employee parking supply, is shown in Figure 6. FIGURE 6 Map of Portland International Airport. Source: Jason Gately, Port of Portland, Nov. 18, 2011.

34 program details The Port of Portland offers the following benefits to its employees to encourage alternatives to the SOV, and to reduce the employee vehicle trip generation rate. • Promotes ridesharing by: – Encouraging employees to utilize CarPoolMatch nW.org, a ride-matching website available to Ore- gon residents. It allows users to find a regular car- pool, a carpool for a one-time trip, or record trips to keep track of monetary and environmental savings incurred using alternative commute modes. It is sponsored by the metropolitan planning organization, Metro, TriMet, South Metro Area Regional Transit, the city of Portland Bureau of Transportation, and the Rogue Valley Transportation District. A similar website exists for residents of Clark County, www. clarkcommute.org. – Providing reserved parking stalls in the parking garage for employees who carpool regularly. The monthly parking rate is $20 for the designated car- pool lead, which is 25% of the employee rate for garage parking, and equivalent to the monthly rate for the Port of Portland employee parking lot. The other employees in the carpool are required to pay for monthly use of the employee parking lot, to use on days when they are not participating in the carpool. As of november 2011, approximately ten carpools were using the reserved carpool spaces. • Promotes transit use by: – Subsidizing transit passes. The Port of Portland pro- vides annual transit stickers to employees for $35 per year, which was a 96% subsidy of the September 1, 2011, annual purchase price of the adult all-zone pass of $1,012. To encourage transit use, the Port of Portland purchases the annual transit stickers from TriMet for all employees that TriMet determines are eligible to participate in the program. It pays for the passes based on the number of employees that actually use them, which is determined using the transit mode share from the employee survey (Port of Portland Headquarters Auto Trip Reduction Plan 2011). – Employees with a transit pass are eligible for TriMet’s Emergency Ride Home program, which provides a free taxi ride in the event of family emergencies, illness during the workday, and unscheduled work hours. – Hosting an annual transit and benefit fair during the summer, providing information on transportation alternatives. • Telecommuting, flextime, and compressed work week schedules are offered to some employees based on work responsibilities, managerial approval, and perfor- mance reviews. Employee parking fees cover the costs of operating the employee parking facilities, including the cost to operate the shuttle buses to the remote lot. Public Transportation TriMet provides bus, light rail, and commuter rail service in the Portland metropolitan area. The MAX light rail system consists of four lines serving the region. One of the light rail lines, the Red Line, has been serving PDX since 2001; its Portland International Airport station is located near the bag- gage claim area on the arrivals level at PDX, and there are two other stations on airport property. The other three MAX lines connect to the Red Line, which means employees that reside in the MAX market area have at most one transfer to com- mute to PDX. A map of the MAX light rail system is shown in Figure 7. As of October 2011 (MAX Red Line 2011), the first train was scheduled to arrive at PDX at 4:44 a.m. on week- days, largely with 15-minute headways, and the last train was scheduled to arrive at 11:08 p.m. Saturday and Sunday sched- ules are similar to the weekday schedule. On weekdays, the first train is scheduled to depart PDX at 4:58 a.m. and the last train is scheduled to depart PDX at 11:49 p.m.; the weekend schedules are similar. TriMet bus routes no longer serve PDX since the intro- duction of airport MAX service. Public transportation is provided in Clark County by C-TRAn, including some express bus routes to and from downtown Portland, and limited service to some MAX sta- tions. C-TRAn does accommodate commuters working in downtown Portland with traditional weekday work sched- ules, but it does not provide sufficient service hours or geo- graphic coverage to accommodate the PDX worker. Most C-TRAn service to Portland is provided during peak com- muting hours on weekdays. Trips that offer connections to PDX offer travel times that are significantly longer than the commute by automobile. For example, the C-TRAn website trip planner indicated a time of 74 minutes to travel by public transportation between the Salmon Creek Park and Ride and PDX. The same trip by automobile would take approximately 20 minutes, according to googlemaps.com. Transportation Utilization A survey of Port of Portland employees commuting to PDX was conducted over a one-week period in June 2010. The mode-share distribution is presented in Table 12. Informa- tion on previous surveys is included in the Targets/Goals/ Measurement section. Thirty percent of Port employees who responded to the survey commuted using alternatives to the SOV, and another 3% did not make trips to PDX choosing to telecommute or work a compressed work week.

FIGURE 7 TriMet rail system. Source: TriMet website, http://trimet.org/maps/railsystem.htm [accessed Nov. 7, 2011].

36 can be accessed through an underground tunnel with moving sidewalks. • A parking pricing structure that makes the use of pub- lic transportation more attractive. The most convenient parking options cost Port of Portland employees $960 per year for covered parking underneath headquarters, and $240 per year for surface parking, compared with $35 per year for a transit sticker. Approximately 23% of employ- ees are parking in the garage, another 1% are parking in the carpool spaces in the garage, and 75% are parking in the surface lot. The only free parking offered to Port employees is located two miles from the terminal. With shuttle bus service provided every six to eight minutes during peak periods and every 15 minutes during off-peak periods, and a bus trip that takes approximately 9 minutes, employees must allow for ten to 23 minutes from the time their vehicle is parked to their arrival at the terminal area. Only 1% of Port employees choose the free parking. Staff resources for providing the employee commute ben- efits are provided as part of the job responsibilities from staff in the planning, environmental, human resources, and opera- tions departments. The Port of Portland spent approximately $78,000 for transit passes for employees during the period from September 2010 to August 2011. As described earlier, the Port of Portland relies on resources offered by TriMet, the city of Portland, and the organizations that provide the ride-matching services to assist in provid- ing incentives to employees to commute using alternatives to the SOV. program elements that Have Been Considered But not implemented Prior to September 11, 2001, the Port of Portland explored with C-Tran and PDX tenants the possibility of providing transit service between Clark County and the PDX terminal area during peak hours as a public transportation alterna- tive for the estimated 30% to 45% of PDX employees who live in Clark County. Some portion of the service would have been funded by PDX employers. Owing to economic conditions following September 11, 2001, the service was never implemented. In 2002, as part of the Port of Portland’s Transportation Improvement Plan, the Port Commissioners approved a bus that would circulate between the terminal area and PDX employment areas away from the terminal area that are not served by MAX to encourage employee transit ridership. The bus was not implemented as a result of funding constraints. The Port also explored the possibility of a PDX TMA as a result of the 2002 PDX Employee TDM Study. Results of the study were presented to Port of Portland management, but because of the general financial condition of the airline industry, there was no motivation to approach the airlines • Promotes bicycle use in the following ways: – Planning and the provision of dedicated bicycle trails and bicycle lanes, including a multi-use path to the terminal that is separated from the auto lanes. It extends away from the terminal about 1.25 miles to the north Frontage Road, where there is a sidewalk for pedestrians and a shared roadway for bicycles. The Port also built a multi-use path that essentially connects the north Frontage Road and the Cascades Station retail area with Marine Drive to the north of PDX, which has cut a considerable amount of travel time for some bicyclists. – Provision of bicycle storage facilities including a secure indoor bicycle storage facility for more than 50 bicycles at the Port headquarters building, cov- ered bicycle parking areas adjacent to the north and south end of the arrivals curb, and a fenced park- ing area available to airport employees with security badges. The storage facility at the Port headquarters building includes a bicycle repair and assembly sta- tion and tools. Shower and locker facilities are adja- cent to the storage facility. – Provides a bicycle resources page, http://www. portofportland.com/pdx_bcycl_trnsprtn.aspx, on its website. It includes an area map of bicycle routes, information on bicycle facilities, and links to other local and regional websites that provide information for bicycle users. One of the links allows the user to access a website, http://www.ridethecity.com/port land#1623414, that provides point to point bicycle route information, including segment details on whether the link is part of a dedicated bicycle path, a bicycle lane, or mixes with traffic. • Provides amenities that decrease the need for trips dur- ing the workday. There is a fitness center and a drop-off and pickup dry cleaning service located at the Port of Portland headquarters. There are a variety of restaurants and shops in the terminal area, which is within walking distance of headquarters. The distance between the ter- minal area and Port headquarters is one-eighth mile and Mode Percentage of PDX Employees1 Drove Alone 67 Carpool 8 Vanpool 0 Bus/Max 19 Bike/Walk 3 Telecommute 1 Compressed Week 2 Total Weekly Trips 100 Source: Port of Portland Employee Commute Options Survey, June 7–11, 2010. 1There were 368 responses out of 440 employees, which was an 84% response rate. TABLE 12 MODE SHARE DISTRIBUTIOn OF PORT OF PORTLAnD EMPLOyEES COMMUTIng TO PDX, JUnE 2010

37 ber of employee trips in all modes over a one-week period. Beginning in June 1998, survey results indicated that a 10% or greater reduction in the baseline automobile trip rate was achieved annually through June 2008. The Port of Portland’s main office was located in down- town Portland until the spring of 2010, when the admin- istrative offices were consolidated at a new headquarters building at PDX, located 12 miles away. The airport head- quarters building is adjacent to the short-term public park- ing garage in the passenger terminal area. A new baseline survey was conducted in June 2010 to capture commute patterns at the new Port headquarters building. A revised automobile trip reduction plan was submitted in April 2011, with a new baseline auto trip rate of 71%, compared with the original baseline of 76%. The new target auto trip rate is 64%, which, if achieved, will be a 10% reduction over the 2010 baseline auto trip rate. TriMet produces a report for employers that includes the most recent survey results, and compares the results with prior surveys, so the employer may measure progress and adjust strategies accordingly. Table 13 provides the Port of Portland employee automobile trip rate based on all of the surveys conducted between the original baseline year and the most recent survey. Challenges and Lessons Learned A major concern is that there is a need to reduce the number of employee trips, but limited ways to achieve a reduction. PDX has limited public transportation options for employees because it is located at the end of a 5.5 mile light rail spur, and there are no other public transportation options serving on the topic. In subsequent years, with rising fuel prices and airline service cuts, there continued to be little justification to approach the airlines. A collective effort among airport employers may be a future topic of a new citizen’s advisory group that was formed in 2011, resulting from the PDX Air- port Futures master planning process. information dissemination The Port of Portland informs its employees of commute benefits at the annual transit and benefits fair. In the Trip Reduction Plan submitted to DEQ in April 2011, it com- mitted to providing information to employees on at least a quarterly basis. The Port produces a monthly electronic newsletter, PDX- aminer, for all PDX employees. Members of the public may also subscribe to it. The May 2011 through October, 2011 issues did not include information on ECO (PDXaminer 2011). targets/goals/Measurement The state of Oregon’s Employee Commute Options (ECO) Rules require employers in the Portland metropolitan area, including the Port of Portland, to measure progress toward the goal of reducing employee automobile trips by 10% over required baseline employee commute surveys. For the pur- poses of the ECO Rules, survey results are administered and analyzed by TriMet. The Port conducted its initial baseline survey in 1995, and follow-up surveys have been conducted every one to two years since then to measure progress toward the trip reduction goal. The automobile trip rate is calculated by dividing the number of auto commute trips by the num- Survey Timeframe Auto Trip Rate Notes Baseline: 4/1995 76% PDX and Lloyd Center results combined Followup #1: 9/96 76% Followup #2: 7/97 76% Followup #3: 6/98 55% Followup #4: 6/99 61% Followup #5: 6/01 44% Port of Portland administrative offices relocated from Lloyd Center to Old Town/Chinatown. PDX and administrative office results combined Followup #6: 6/02 46% Followup #7: 6/03 50% Followup #8: 6/04 46% Followup #9: 6/06 45% Followup #10: 6/08 44% Baseline: 6/10 71% Port of Portland employees consolidated at new headquarters at PDX Source: Based on Port of Portland HQ Auto Trip Reduction Plan, Submitted April 1, 2011, Exhibit B. The annual survey results combine the auto trip rate for all Port of Portland employees, which were in multiple locations until the Spring of 2010. TABLE 13 PORT OF PORTLAnD EMPLOyEE AUTO TRIP RATE, 1995 TO 2010

38 6 a.m., to ensure around-the-clock transit access for SFO employees. regulatory environment As a result of the Bay Area Air Quality Management Dis- trict’s Regulation 13, a Trip Reduction Rule was added to the SFO Rules and Regulations in 1993 that includes an employee trip generation reduction goal compared with 1994 trip levels. The Trip Reduction Rule requires airport tenants with at least 100 employees to appoint an Employee Trans- portation Coordinator (ETC) and prepare a tenant trip reduc- tion plan with strategies and measures for its employees to meet the Airport Commission’s trip reduction goals. In 2009, a Commuter Benefits Program Requirement was added to the Trip Reduction Rule that pertains to tenants employing at least 20 employees, to be consistent with a CCSF require- ment for employers of similar size located in San Francisco. This is described under Program Elements. The reduction of trips generated by SFO employees is also an important part of SFO’s Climate Action Plan (SFO Climate Action Plan 2010), which was developed in 2009, and has a goal of achieving carbon neutrality for SFO by 2020. This is in support of San Francisco Ordinance no. 81-08, Climate Change goals and Action Plan, which was adopted in 2008. It mandates the achievement of greenhouse gas emission targets by 2017, 2025, and 2050 compared with 1990 levels by each department of the CCSF. transportation environment This section provides information on employee parking, pub- lic transportation and scheduled HOV transportation options, and the employee mode-share distribution at SFO. A map of SFO is shown in Figure 8. Parking Inventory As of September 2011, the Airport Commission pro- vided 6,644 employee parking spaces for approximately 10,700 SFO employees, which was a utilization rate of 1.6 employee parking permits per space. Three parking areas, which account for 64% of this inventory, have shuttle bus service to places of employment. Another 22% of the employee parking is provided in three of the public garages. Although the allocation of spaces for employee parking is not currently displacing air passengers from parking, accord- ing to Airport Commission staff, it is challenging to manage the peak parking demand of passengers and employees in the garages. Airport Commission employees do not pay a parking fee. The fee is $75 per month for all other SFO employees to use parking facilities with shuttle bus service, and $68 per the airport. Many employees live in Washington State and are therefore unable to commute by MAX. Funding is not currently available to provide public transportation options that will accommodate employees working in Clark County and those working away from the terminal area. The Port of Portland’s efforts to accommodate employees by allowing alternative work schedules and, in some cases, telecommuting options helps reduce trips generated, as well as emissions. A flexible schedule is often considered an incentive for attracting and retaining employees. interview information The information for this case study was provided by the fol- lowing individuals from the Port of Portland during the sum- mer and fall of 2011: Jason gately, Aviation Planner and Project Manager Scott king, Senior Transportation Planner sAn FrAnCisCo internAtionAL Airport (sFo) San Francisco International Airport (SFO), a large hub air- port, is owned and operated by the City and County of San Francisco (CCSF), referred to as the Airport Commission. In 2010, SFO transported 39.1 million air passengers. SFO operates 24 hours a day, and therefore requires employees to be at SFO around the clock to support the operation. SFO is the largest employer in San Mateo County. As of the summer of 2011, there were 19,300 employees with security badges working at SFO, and 1,500 of them, or 8% of SFO employees, were employed by the Airport Commis- sion. Forty percent of badged employees at SFO worked for ten employers, with United Airlines being the largest. The number of employees that work at SFO who do not have a security badge is unknown, but is probably several thousand. The percentage of employees working in the terminal area is unknown. In 1993, the Airport Commission adopted the Transit First Policy, which promotes the use of public and private HOV transportation by SFO air passengers and airport employees. The Airport Commission encourages its own employees to consider commute alternatives to the SOV through information dissemination, the provision of pro- grams, and through partnerships with other agencies and organizations such as the local and regional public trans- portation providers. This includes an Airport Commission subsidy of the only San Mateo County Transit District (SamTrans) bus route operating between midnight and

39 Since BART, Caltrain, and the other two SamTrans bus routes serving SFO did not provide sufficient service hours to serve the commuting needs of SFO employees, the Airport Com- mission worked with SamTrans to provide a bus route offer- ing service to SFO between midnight and 6 a.m. Initially the route traveled only between downtown San Francisco and SFO. It has been expanded to travel the length of San Mateo County, including a transfer point with Santa Clara Valley Transportation Authority (VTA) Route 22. Route 22 is the overnight route serving Santa Clara County, which is adja- cent to San Mateo County. The unrecovered operating expenses on Route 397 are subsidized by the Airport Commission, based on the per- centage of total trips generated by the airport. In 2009, approximately 20% of ridership on the route was generated by the airport. This is a decrease of 20% from when the ser- vice started, indicating its increasing popularity throughout the county. Overall ridership on Route 397 increased 58% between 2002 and 2009. The fare to ride BART is based on distance, and there is no discount for riding on a monthly basis. There is a discount of approximately 6% for multi-ride BART tickets with a value of $48 and $64, which are sold for $45 and $60. For the employee who is commuting 20 days per month, the cost to ride BART will exceed the cost of a monthly employee park- ing permit, as will the monthly cost to ride commuter rail and transfer to BART. The cost of a SamTrans monthly pass for service within San Mateo County is less than the cost of a monthly parking permit. The cost of a monthly SamTrans pass for service beyond the county limit is more expensive than the cost of monthly parking permit. month to use parking facilities without bus service. Employ- ees parking in the public garages are assessed a quarterly fee of $336. Employee parking fees cover the cost to the Air- port Commission to operate the employee parking facilities, including the cost to operate the shuttle buses, so it is a cost- neutral operation. The number of employee parking spaces provided by air- port tenants is not known, but United Airlines and American Airlines both lease land that includes employee parking. Public Transportation The Bay Area Rapid Transit (BART) System connects passengers between the international terminal at SFO, San Mateo County, San Francisco, and the East Bay. A map of the BART system is provided in Figure 9. Caltrain commuter rail service is provided between San Francisco and gilroy, and provides service to the Millbrae Transit Center, where SFO passengers and employees may transfer to BART, although the connection to SFO on BART involves two transfers for a significant portion of the service schedule. In the past, BART provided direct service between the Millbrae station and SFO during all operating hours, but the amount of direct service has been reduced because of low demand and to lower operating costs. BART operates from 4 a.m. to midnight on weekdays, 6 a.m. to midnight on Saturdays, and 8 a.m. to midnight on Sundays (“Schedules by Station” 2011). SamTrans provides three bus routes serving the airport terminal complex, including Route 397, which is the only route operating between midnight and 6 a.m. in San Mateo County. FIGURE 8 Map of San Francisco International Airport. Source: San Francisco Airport Commission, Nov. 30, 2011.

40 Sunday, approximately 46% of employees commuted to SFO between 4 a.m. and 10 a.m., and approximately 18% com- muted between 2:00 p.m. and 4:00 p.m. Peak departure times were from 1:00 p.m. to 6:00 p.m., and 10:00 p.m. to midnight. In January 2011, the San Francisco Department of the Environment conducted a survey of Airport Commission staff (San Francisco International Airport Transportation Survey Analysis 2011), which was part of a survey of all CCSF employees. The survey was administered by com- puter, which excluded Commission employees who do not use a computer as part of their job responsibilities. For the period from January 3 to January 9, 2011, 80% of Airport Commission staff trips made to SFO were made by SOV, and the remaining 20% were made by vanpools, carpools, public transportation, walking, biking, or telecommuting. Unlike the 2005 survey, days off were not incorporated into the mode-share distribution. As part of the Trip Reduction Rule, tenants are required to conduct surveys of employee commuting behavior every other year, or participate in a survey conducted by the Air- port Commission; however, this has not been enforced since sometime after September 11, 2001, for reasons described under Challenges and Lessons Learned. There are also several private operators providing sched- uled bus service between the airport terminals and various locations in the region and other parts of the Bay Area. Many offer reduced fares for frequent riders, which are often used by airport employees. Transportation Utilization From time to time, the Airport Commission conducts a sur- vey of the total SFO employee population, which includes employees with and without security badges. All tenants are expected to participate in the survey. Tenants who do not participate may be assessed a fine. The last survey was conducted in 2005 (San Francisco International Airport 2005 Employee Commute Survey 2005). Table 14 provides the mode-share distribution of SFO employees from this survey. Forty-one percent of employees do not commute to SFO by SOV as a result of ridesharing, transit, walking and biking, flexible work schedules, and days off. During the 2005 survey period, approximately 62% of employees commuted to SFO between 4:00 a.m. and 10:00 a.m., Monday through Friday, with another 13% com- muting between 2:00 p.m. and 4:00 p.m. On Saturday and FIGURE 9 BART System. Source: BART website, Oct. 12, 2011.

41 spend time working on program elements and working with airport tenants to monitor progress on their plans. SFO Employee Population The following program elements are offered to all SFO employees to encourage them to commute by ridesharing, public transportation, and other privately operated HOV services. • Carpool matching, vanpool matching, and public trans- portation trip planning is provided for travelers within the nine-county San Francisco Bay Area through a ser- vice called 511. Information on traffic conditions and for bicyclists is also provided. It is sponsored by an extensive list of public agencies, and led by the Met- ropolitan Transportation Commission, the California Highway Patrol, and the California DOT. It is available to the public by dialing 511 within the nine bay area counties or by Internet at www.511.org. The Airport Commission subsidizes SamTrans Route 397, which is the only route in San Mateo County operating from midnight to 6 a.m. Since BART and Caltrain do not provide sufficient service hours to meet the commut- ing needs of SFO employees, the Airport Commission worked with SamTrans to provide a bus route with all- night service that serves SFO. It now runs from down- town San Francisco, travels the length of San Mateo County, and connects to the overnight route in Santa Clara County. The unrecovered operating expenses on Route 397 are subsidized by the Airport Commission, based on the percentage of total trips generated by the airport. In 2009, approximately 20% of ridership on the route was generated by the airport. • Since the BART extension to SFO opened in 2003, air- line employees have been offered a 25% fare discount on trips beginning or ending at SFO, but all other airport employees were not eligible for the discount. As a result of fare surcharges, the fare to ride BART to SFO is higher than riding it to the nearby Millbrae BART station. Over the ensuing years, the Airport Commission officially requested several times that BART offer the discount to all SFO employees. In 2009, BART increased the surcharge to the one-way fare between the Millbrae station and SFO by $2.50. To avoid having employees pay the additional surcharge, and to encourage employees to use BART, the Airport Commission instituted a free shuttle bus ser- vice between the Millbrae BART station and SFO. The Airport Commission operated the shuttle bus for almost 18 months before BART agreed to waive the additional $2.50 surcharge for all nonairline SFO employees. The Airport Commission discontinued the shuttle bus, and paid for the start-up costs associated with creating and implementing the new discount program for nonairline SFO employees. Airline employees retained their original 25% discount off the total fare, including surcharges. program details The Airport Commission offers benefits to its own employ- ees to encourage them to commute to SFO by ridesharing and public transportation, to meet the trip reduction goals that are part of the Trip Reduction Rule. It also offers benefits that are available to all SFO employees. In addition, airport tenants must make efforts to meet the goals of the Trip Reduction Rule (Rules and Regulations, San Francisco International Airport 2011) in the following ways: • Tenants with at least 100 employees must appoint an ETC to work with the Airport Commission’s TDM manager; and prepare a tenant trip reduction plan with strategies and measures for its employees to meet the Airport Commission’s trip reduction goals. The Trip Reduction Rule includes an extensive menu of program elements that the tenant may consider including in its program, such as incentives for transit use, ridesharing, bicycle use, walking, compressed work schedules, and telecommuting. • Tenants with at least 20 employees must provide one of three Commuter Benefits Programs to their employ- ees: (1) a pre-tax option for transit pass purchase; (2) an employer-paid benefit with a minimum monthly value of $72, which is the value of a San Francisco Muni ‘A’ Fast Pass, or reimbursement for equivalent vanpool privileges; or (3) an employer-provided shuttle. The Airport Commission does not currently have full- time staff dedicated exclusively to the TDM program. Staff in the Landside Operations Department, including interns, Mode Percentage of SFO Employees Drive Alone 55 Carpool 8 Dropped Off 3 Vanpool 5 BART 4 SamTrans 2 Caltrain 0 Private Transit 0 Club Bus 0 Motorcycle 1 Bicycle 0 Other 0 Day Off 18 Work at Home/Telecommute 0 Flex Schedule Day Off 4 Business Travel 0 Total 100 Source: San Francisco International Airport 2005 Transportation Survey. There were 8,250 responses, which was a 56% response rate. TABLE 14 MODE-SHARE DISTRIBUTIOn OF BADgED AnD nOn-BADgED SFO EMPLOyEES COMMUTIng TO SFO MOnDAy THROUgH FRIDAy COMBInED, WEEk OF SEP. 19–SEP. 25, 2005

42 SFO employers and employees have access to the benefits offered by the Peninsula Traffic Congestion Relief Alliance, the TDM agency for San Mateo County. Its mission is to reduce the number of SOV trips traveling within, to, and through San Mateo County. It is funded by the City/County Association of governments of San Mateo County, the San Mateo County Transportation Authority, the Bay Area Air Quality Management District, and the Metropolitan Trans- portation Commission. It offers numerous incentives to employees to commute by public transportation or rideshar- ing, such as a limited number of free transit tickets, rebates for half the costs of the first three months of vanpooling, a fuel gift card for all new carpool participants, and sub- sidization of 75% of the employer’s cost for a guaranteed ride home. The partnerships with the Peninsula Traffic Congestion Relief Alliance and 511 have helped to stretch limited Air- port Commission resources for encouraging ridesharing and public transit use. Both organizations use funding and grants that the Airport Commission may not qualify for, or may not have the expertise and time to pursue. The state of California has a parking cash-out law, and all SFO tenants leasing employee parking spaces and providing them to employees at no charge, or for a fee lower than what the employer is paying, are required to adhere to this policy. If an employee is receiving parking as a benefit and does not want to use the space, the employer is required to pay the employee the value of the benefit. This does not apply to Airport Commission employees since the commis- sion owns the parking spaces. However, the commission is currently considering implementing a voluntary parking cash-out program for employees who give up their parking space. Employee commute benefits offered by SFO tenants include: • United Airlines offers preferential vanpool parking at the United Maintenance Facility, a ridesharing program, and employee purchase of transit passes with pre-tax earnings. It offers the pre-tax transit pass benefit nation- wide. United Airlines is currently working on imple- menting a nationwide parking cash-out program. • Virgin America has a comprehensive commuter ben- efits program. • Delta Airlines offers a parking cash-out program to its employees. program elements that Have Been Considered But not implemented It has been suggested that the Airport Commission charge its employees for parking to provide a disincentive for commut- • The Clipper Card is a universal fare card for public transit in the region. SFO is a location where the gen- eral public may add value to the Clipper Card. All Bay Area transit agencies are eliminating or have already eliminated paper passes in favor of the Clipper Card. This is a convenience for airport employees and air passengers. • The privately operated scheduled bus operators offer commuter discounts to SFO employees. The Airport Commission encouraged the private bus operators to offer discounts to SFO employees using their services to and from SFO, and to accept Commuter Checks. • The Airport Commission developed bicycle lanes on McDonnell Road, where some places of employment outside of the terminal complex are located. The project involved realigning the traffic lanes of the existing road to accommodate bicycle lanes. • Bicycle racks are provided for SFO employees and the general public in the terminal complex, the rental car center, and the Domestic Terminal parking garage. Airport Commission Employees The following program elements are provided to Airport Commission employees only: • The CCSF allows for its employees to purchase tran- sit passes, tickets, tokens, and vanpool vouchers with pre-tax income. The vanpool vouchers are treated like regular checks when deposited at the bank. Debit cards may also be loaded remotely with pre-tax dollars to purchase transit passes and load the SFO employee BART Discount Cards to combine discounts. The BART Discount Cards are what airline employees use to receive their 25% discount on adult fares at the SFO station, and all other employees use to receive the $2.50 discount on the adult fare (offsetting the additional fare surcharge). • The Airport Commission provides six preferential carpool and vanpool parking spaces for its employ- ees working in an office building outside the terminal complex. • Airport Commission employees who do not drive alone to work are entitled to a guaranteed ride home by tran- sit, taxi, or rental car up to four times per year if an emergency or unexpected overtime prevents them from getting home by their regular commute mode. They are reimbursed up to $200 per trip. This is a benefit that is available to all CCSF employees. • A limited number of Airport Commission employees are offered flexible work hours or compressed work weeks, depending on their job requirements, and the needs of management. However, reporting times are generally not flexible for positions related to airport operations.

43 Rule, and it applies to commission employees and airport tenants. It calls for continuous attainment of a reduction in average weekday trips per employee of 0.005 per year com- pared with 1994 baseline levels. The baseline in 1994 was 0.64 weekday trips per employee, and the goal for 2011 is 0.55 weekday trips per employee. A periodic employee sur- vey is the primary tool for measuring progress. The last sur- vey was conducted in 2005, and the number of weekday trips per employee was 0.61. Challenges and Lessons Learned Prior to September 11, 2001, the Airport Commission monitored tenant programs for compliance with the Trip Reduction Rule, and conducted airport-wide employee commute surveys on a regular basis. Until recently, it has not been active in enforcing the Trip Reduction Rule with regard to tenants because of staffing reductions; the rule was also considered an undue burden because of the economic impacts on the airline industry of the combined effects of September 11, 2001, the severe acute respira- tory syndrome (SARS) outbreak, the implosion of the “dot-com” bubble in the Bay Area, and the more recent economic downturn. With the implementation of the Com- muter Benefits Program requirements in 2009, the Airport Commission has resumed monitoring tenant progress on compliance. However, the commission has limited resources for moni- toring tenant compliance; in addition, it is sometimes diffi- cult to get tenants to respond to commission requests related to the Trip Reduction Rule. Tenants often do not respond to requests unless they are accompanied by a letter signed by the Airport Director. It is also challenging to maintain a cur- rent tenant contact list, since the tenants and contacts change frequently. The Landside Operations Department used to have a larger staff with additional support for the planner who was the part-time TDM manager. Because of budgetary con- straints, the functions are now divided among several staff members and interns who spend part of their time working on the TDM program. SFO employees working outside of the terminal complex are facing what is sometimes referred to as the “last mile” problem, with transit serving the general vicinity, but not pausing close enough to get them to and from work. BART serves the terminal complex only, and there is not a shuttle bus system that travels throughout the entire airport campus. Two SamTrans bus routes serve the terminal complex and McDonnell Road, where other places of employment are located, including the United Maintenance Facility. How- ever, the bus cannot stop at one of the Airport Commission ing by SOV; however, it has not been implemented. Commis- sion employees are currently offered parking free of charge, because SFO is located outside the CCSF, which is viewed as being an inconvenience for CCSF employees because of the limited transportation options offering competitive travel times compared with the SOV commute. program elements that Have Been offered in the past Prior to September 11, 2001, the Airport Commission spon- sored an advertising campaign using print, radio, and televi- sion to encourage air passengers and employees to use high- occupancy and shared-ride modes to travel to SFO. A similar effort focused solely on reducing SOV trips to SFO has not been repeated because of funding constraints. SFO’s Market- ing Department now has a general SFO promotion program that includes partnering with public transit agencies. The Airport Commission used to participate in annual Rideshare Week by holding an employee fair, but did not have sufficient staff resources to continue offering it. information dissemination The Airport Commission provides information to new employees on the Trip Reduction Rule and regional com- muting options as part of employee orientation. This infor- mation is also provided in the employee benefits handbook. The annual Airport Commission Employee Appreciation Fair includes a table with commute information, and repre- sentatives from BART, SamTrans, the Peninsula Congestion Relief Alliance, and CCSF Department of the Environment are invited to attend. Information is also provided on a web- site for Airport Commission employees called SFO Connect. Information is communicated to other SFO employees in a variety of ways. For instance, the Airport Commission provides information on commute options in the shuttle buses serving remote employee parking. The commission recently opened an employee cafeteria for SFO employees, and intends to post information on a bulletin board that will encourage tenant employees to ask their employers about the benefits they offer to encourage ridesharing and public trans- portation use. notices are also sent to tenants through U.S. mail and by e-mail. The Airport Commission does not currently use social media for communicating commute information to employees. targets/goals/Measurement The Airport Commission has established a goal for reduc- ing employee commute trips as part of the Trip Reduction

44 Advice provided by the Airport operator to other Airports Beginning a new program or enhancing an existing program to reduce single-occupant employee Commute trips SFO staff advised airport operators to assign at least one full- time person to be responsible for all programs and policy devel- opment related to TDM. This person might also be the airport operator’s contact with the local transit agencies, since TDM and transit services are linked. It is important that operators hold regular meetings with the tenant’s ETC, and require that tenants report changes in ETCs to the airport operator’s Trans- portation Demand Manager immediately. In addition, partner with other airport operator departments to make the implemen- tation of TDM programs a shared responsibility and to provide TDM with more visibility within the airport. Provide adequate funding for TDM programs, including full-time staffing. Use outside resources for desired services that already exist (i.e., the Peninsula Congestion Relief Alli- ance, 511, CCSF Department of the Environment) to avoid reinventing the wheel and to stretch limited resources. Incorporate the tenant TDM requirements into the airport operator’s rules and regulations (or equivalent), including fines for noncompliance. This requires full support from the airport operator’s governing body. In addition, include the TDM pro- gram as part of an airport’s guiding environmental policies. Consider including TDM requirements in tenant leases. interview information The information for this case study was provided by San Francisco Airport Commission staff during the summer and fall of 2011. buildings because the road is too narrow, and SamTrans does not think the demand warrants a stop. The operating hours and geographic coverage of public transportation serving SFO limit the number of employees that may use it for commuting to SFO, yet SFO is the biggest employer in San Mateo County. Often the time it takes for an SFO employee to commute to work by public transportation is significantly longer, and public transit costs greater, than commuting by automobile, which discourages employees from using public transpor- tation. For example, travel on the local bus between San Francisco and SFO typically takes between 60 and 90 min- utes, whereas the same trip by personal vehicle may take 30 minutes or less. The monthly cost for SFO employees to use most pub- lic transportation options serving SFO exceeds the cost of a monthly parking permit. Future plans The Airport Commission will be implementing a bike-share system during the summer of 2012, as one solution to the “last mile” problem for commission employees. The Airport Commission is meeting with SamTrans to request that it reinstate airport-bound bus routes serving communities adjacent to SFO. Such routes were discontin- ued when BART was extended to SFO. The Airport Commission is also updating its Transit First Policy.