Strategies for Work Zone Transportation Management Plans (2020)

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100 Demand-management strategies include techniques intended to reduce the volume of traffic traveling through the work zone. Demand management focuses on helping people use the infrastructure such as transit, ridesharing, and telework to encourage alternatives to driving. The following strategies are covered in this section: • Strategies to shift mode of travel • Strategies to shift time of travel 5.1 Strategies to Shift Mode of Travel 5.1.1 Description The most common demand-management strategies for encouraging alternative mode choices are • Transit service improvements. Modifies transit schedules or routes, increases in frequency, or establishes transit service in the corridor. • Transit/rail incentives. Uses employer and traveler incentives such as subsidies and guaran- teed ride home programs. • Shuttle services. Reduces traffic through a work zone if sufficient users along the corridor can be anticipated to use the service. • Ridesharing and carpooling incentives. Uses rideshare or carpool incentives to reduce the number of vehicles traveling through a work zone. Incentives may include setting aside preferential parking for carpools, adding main-line HOV lanes or bypass lanes on ramps, and providing vanpool vehicles. • Park-and-Ride promotion. Creates, expands, or promotes (i.e., advertises) park-and-ride lots to encourage ridesharing or transit use. 5.1.2 When to Use Work zones that may be appropriate for strategies to shift mode of travel include the following: • Work zones in densely populated areas that support a variety of transportation choices. • Projects in areas with an employment base large enough for agencies to affect travel demand by encouraging options such as teleworking, staggered work hours, flextime, and compressed work weeks. • High-volume roadways that involve reducing major capacity or using detours. • Work zones that will be in place for a significant time. • Roadways that have high commuter traffic with similar origins and destinations. C H A P T E R 5 Demand-Management Strategies

Demand-Management Strategies 101 5.1.3 Benefits The use of demand-management strategies to shift mode of travel provides the following benefits: • Reduces single occupancy–vehicle rates, which in turn reduces congestion, RUC, and emissions. • Exposes less traffic to hazards related to driving through the work zone. • Decreases workers’ exposure to passing vehicles, thus lowering workers’ risk of being struck. • Reduces emergency vehicle response time to crashes. • Shifts demand to other modes. 5.1.4 Expected Effectiveness It is difficult to separate the effectiveness of individual strategies within a demand-management program, because these strategies are neither mutually exclusive nor cumulative. However, information from several work zones on which demand-management strategies were used suggests that traffic volumes decreased. 5.1.5 Crash Modification Factor No CMF is applicable for this strategy. 5.1.6 Implementation Considerations Several conditions must be in place for the traveling public to consider demand-management strategies advantageous within work zones: • Alternative commuting options, such as transit, carpooling, vanpooling, bicycling, walking, and teleworking, must exist and be actively publicized. • Travel times for the alternative commuting modes must be competitive with travel times for single occupancy vehicles. • Travel alternatives must be convenient and comfortable for users. • The destination must be walkable or otherwise easily accessible from the alternative mode site, as individuals will be without a vehicle. • Incentives related to using alternative modes may be necessary, particularly those related to travel cost advantages, such as enticements and subsidies, value pricing, or parking management programs. A detailed planning phase is crucial to implementing a successful demand-management plan for construction projects. Developing a plan requires selecting the most appropriate strategies and obtaining a commitment from all partners. Additionally, partnerships with community organizations and businesses are important. Transit agencies can help determine how best to use transportation facilities and services during construction and what additional transit services may be needed. Employers near the work zone can provide traveler information and develop transportation alternatives, such as transit, vanpooling, flexible work hours, and telecommuting. There are costs associated with specific demand-management strategies, such as costs for improving alternative routes or providing alternative transportation modes. Staff resources are needed to run and manage the program, and project-level staff involved with the construc- tion project will need to provide project-specific information to the agency staff running the demand-management program. Ongoing costs should also include a public outreach campaign.

102 Strategies for Work Zone Transportation Management Plans Public outreach costs can vary widely depending on the media distribution (e.g., television, radio, newspaper, website), the intended length of the campaign (or the project), and the frequency with which messages are disseminated. 5.1.7 Design Features and Requirements One of the first steps is to identify people willing to try transportation alternatives, which is achieved through commuter surveys. This approach will ensure that resources are spent on individuals most likely to change and will verify that all elements of the demand-management program are captured in one implementation strategy. Demand-management strategies succeed when combined with complementary strategies. The decision about which demand-management strategy to use for a specific project depends on the target audiences, messages to be communicated, available budget, agency resources and expertise with these strategies, multiple employer bases, and other factors. Not every work zone requires implementing demand-management strategies before construc- tion begins. Long-term construction projects in densely populated urban areas, which require lane closures for extended periods, are likely to have a more severe effect on traffic operation, and, thus, require more comprehensive demand-management strategies (e.g., temporary or permanent parking facilities; transit, rideshare, and carpool incentives) compared with main- tenance projects on low-volume roadways or projects in rural areas. 5.1.8 State of the Practice The following are examples of demand-management strategies used on construction projects. 5.1.8.1 I-395 Express Lanes Project, Virginia (2018–ongoing) VDOT introduced a carpool incentive program designed to increase the number of carpools traveling I-395. Pool Rewards used a trip-tracking process through Commuter Connections, the D.C. regional network of transportation authorities, to estimate mileage: participating commuters provided data, namely trip origin, destination, mode use, and travel distance, in program applications and trip logs. New carpoolers received up to $130 over 90 days. To further incentivize carpooling in the I-395 corridor, from January to April 2018, the Pool Rewards program offered participants an additional $100 to join a new three-person carpool or add a third person to a two-person carpool. 5.1.8.2 I-40/I-440 (Fortify 40) Pavement Rehabilitation Project, Raleigh, North Carolina (2014–2016) The I-40/I-440 Fortify 40 rebuild project was an 11-mi freeway pavement-replacement project in south Raleigh. This section of freeway served between 90,000 and 113,000 vpd and created recurring congestion in several sections within the project limits. NCDOT allocated $12 million to the transit improvements that added five bus routes, operating only during peak hours (Monday–Friday, 6:00–9:00 a.m. and 3:30–6:30 p.m.). An evaluation of transit service during construction showed an increase of 433 trips per day during construction. Overall trip diversion was greater than 15 percent. 5.1.8.3 US-36 Express Lanes Project, Colorado (2012–2016) The US-36 Express Lanes Project was a multimodal project led by CDOT and the Denver Regional Transportation District to reconstruct 16 mi of US-36 between Denver and Boulder. Project construction began in 2012 and was completed in 2016.

Demand-Management Strategies 103 CDOT developed a construction mitigation plan to encourage travelers to choose sustain- able travel modes during construction (36 Commuting Solutions, n.d.). Project components included adding an express high-occupancy toll lane in each direction, road widening, bus rapid transit accommodations, bus bypass ramps at several interchanges, bridge replacements, and a regional bike path. The following are program initiatives: • EcoPass Pilot Program. EcoPass provided free annual transit passes for organizations located within 0.25 mi of three park-and-rides—McCaslin, Broomfield, and Westminster Center. Employers represented in the US-36 Master EcoPass Pilot Program included DoubleTree Hotel, Whole Foods, U.S. Bank, Home Depot, Famous Brands International, Panera Bread, Perkins Restaurant & Bakery, Panda Express, PetSmart, Return Path, and many smaller organizations. The EcoPass was valid for unlimited rides on all local, express, and regional transportation services; light rail; and Call-n-Ride service. In addition, EcoPass holders were eligible for the Guaranteed Ride Home (taxi) program in case of an emergency. The cost of a regional monthly pass outside of this program was $2,112 per year. In 2015, 919 employees who worked for 25 employers received EcoPasses. The EcoPasses were free in 2015, and employers received 70 percent off EcoPass contracts in 2016. The pilot program enabled employers to pass on the cost savings of a free transit pass, which also helped with employee retention. Another benefit was to free more parking spaces near employers. • Transit. Solo drivers became eligible to receive a free 10-ride regional ticket book worth $45. • Carpool. Drivers who joined a carpool or started their own were provided a one-time $75 incentive. • Vanpool. Drivers were offered a one-time $75 incentive to subsidize the cost of joining a new vanpool. The savings were significant, especially for Boulder residents or employees who could combine multiple incentives from different organizations. For example, the University of Colorado Boulder offered employees a $15 incentive per month to join a van- pool. The City of Boulder and transportation advocacy organization GO Boulder also offered a $20 incentive per month to residents or employees who vanpooled. Estimated results of these initiatives include reducing traffic congestion by almost 27,000 vehicle miles of travel per day. 5.1.8.4 826/836 Project, Florida (2009–2016) FDOT District 6, in partnership with the Miami-Dade Expressway Authority, began a recon- struction project of the SR-826 (Palmetto Expressway) and SR-836 (Dolphin Expressway) Interchange. The project began construction in November 2009 and was completed in 2016. Construction affected 60 percent of all commuters in Miami-Dade County. To assist affected commuters using the 826/836 interchange, South Florida Commuter Services created an incen- tive program to motivate commuters to use the following alternative modes of transportation:12 • Carpool Incentive Program. Eligibility required carpooling 12 days or more per month. The monthly incentive was based on the number of individuals in a participating carpool: $50 each for two carpoolers, $100 each for three carpoolers, and $150 each for four or more carpoolers. The carpool incentive began in February 2012. Metrorail riders received a monthly $10 reward card and preferential parking (available on a first-come, first-served basis). • Vanpool Incentive Program. Vanpools, made up of 5 to 15 people who commute together in a passenger van provided by South Florida Vanpools, also qualified for the incentive program. The Miami-Dade Metropolitan Planning Organization provided vanpool groups with a $400 subsidy toward the monthly lease. In addition, the SR 826/836 incentive program 12 826/836 Project. South Florida Commuter Services, https://www.commuterservices.com/fdot-unveils-826836-reconstruction- project-incentive-program/, accessed September 5, 2019.

104 Strategies for Work Zone Transportation Management Plans provided qualified vanpool groups with 1 year of subsidies, not to exceed 50 percent of the monthly vanpool rider charge. • WeCar. Registered commuters also received membership in WeCar, an auto-sharing pro- gram that allowed commuters to rent a vehicle on a short-term basis. The incentive program provided 10 hours of free WeCar use and waived the annual registration fee. Initially, three vehicles were located in Downtown Miami, Civic Center, and Brickell. • Emergency Ride Home Program. Commuters registered in the incentive programs were also automatically enrolled in the Emergency Ride Home program. In the event of an unexpected emergency, the program provides free taxi service for registered commuters, 24 hours a day, 7 days a week. From the time the incentive program began in 2012 until May 2013, 774 participants had enrolled in the program, which removed 486 automobiles from the daily commute and eliminated 151,146 trips (Udvardy 2013). 5.1.8.5 Alaskan Way Viaduct and Seawall Replacement Project, Washington (2012–2018) To keep people and goods moving through King County during construction of the Alaskan Way Viaduct Program, WSDOT improved bus monitoring equipment, provided demand- management services, and enhanced transit and water taxi service: • WSDOT funded the King County transit authority to continue 30 peak period trips, which helped increase combined peak period transit capacity on these routes by 18 percent. • West Seattle Water Taxi provided peak-oriented shuttle service. The water taxi attracted nearly 400 riders and provided more than 4,000 additional seats each day between West Seattle and Downtown Seattle. Transit ridership increased substantially during the project: • The local public transport system was restructured in Fall 2012: the RapidRide C and D bus lines were introduced, while the free transportation in a section of downtown was phased out, significantly changing service operations in the Seattle area. • Peak period ridership increased in all routes relative to the baseline by 43 percent, exceeding the system growth rate of 5 percent. • Routes that received WSDOT funding carried on average 2,600 more people daily during the peak period than during the baseline. The largest change was in response to upgrading the peak and shoulder frequencies from every 15 minutes to every 7–10 minutes on Route 358 between Aurora Village and Downtown Seattle. This improvement, in combination with other factors, resulted in an estimated 1,130 additional weekday boardings during the peak period and 510 additional boardings during the shoulder periods. The project exceeded five contract targets: • Promotion of transit and ridesharing eliminated 10,776 trips, exceeding the reduction target of 1,380 trips. • Incentives for transit and ridesharing eliminated 322 trips, exceeding the reduction target of 236 trips. • Employer outreach eliminated 1,226 trips, exceeding the reduction target of 100 trips. • The carpool program eliminated 641 trips, exceeding the reduction target of 370 trips. • Residential outreach eliminated 451 trips, exceeding the reduction target of 390 trips. 5.1.8.6 Bridge Bucks, Washington, D.C. Metropolitan Area Bridge Bucks was an incentive program that provided commuters $50 per month to encourage use of alternative means of transportation—bus, rail, carpool, or vanpool—instead of driving

Demand-Management Strategies 105 alone through the construction zone. Commuters could download the $50 fare media onto an eligible commuter’s fare media account for use on whichever transportation alternative best suited their individual commuting needs. The following discusses the use of Bridge Bucks for three separate projects in the Washington, D.C., metropolitan area. Woodrow Wilson Bridge Project (2004), Virginia. Several demand-management strategies were used to help drivers avoid construction congestion during replacement of the Woodrow Wilson Bridge, which carries I-495 over the Potomac River between Virginia and Maryland. Bridge Bucks provided $50 a month in transit passes for 1 year to commuters who switched from driving to taking buses, trains, or vanpools. Because everyone’s commute is unique, Bridge Bucks was designed to be compatible with a variety of travel options, including Washington Metropolitan Area Transit Authority Rail, bus services (e.g., Metro Bus, Maryland Transit Authority, Fairfax County Connector), and organized vanpools. The pilot program was avail- able on a first-come, first-served basis for 1,000 commuters (500 in Maryland, 500 in Virginia). South Capitol Street Bridge Reconstruction (2007), Washington, D.C. In July and August 2007, the District of Columbia Department of Transportation (DDOT) conducted a major construction project that closed the South Capitol Street Bridge. DDOT partnered with the Washington Metropolitan Area Transit Authority to help ease the burden by encouraging motorists who used the bridge every day to take public transportation during the closure. DDOT started a Bridge Bucks program to compensate motorists affected by the closure. In addition, the transit authority reduced the regular bus fare on the affected route from $1.25 to $0.75, and the express bus fare from $3.00 to $1.25. New York Avenue Bridge Reconstruction (2011), Washington, D.C. DDOT began construc- tion on the New York Avenue NE Bridge (D.C. Bridge No. 534) in March 2011 and completed the project in October 2013. To mitigate traffic effects resulting from the construction, DDOT operated the New York Avenue Bridge Bucks Program between April 2011 and December 2012 to coincide with the number of lanes being reduced along the bridge. The program was avail- able on a first-come, first-served basis for up to 2,000 eligible commuters per month. New York Avenue Bridge Bucks averaged 617 applicants over the 19-month period. The highest monthly participation of 785 persons occurred in July 2011. This peak was attributed to D.C. Mayor Vincent Gray discussing during a weekly conference the program and its advantages and encouraging participation. DDOT developed measures of effectiveness (MOEs) as part of a TMP assessment (Table 5.1). Of note, approximately 94 percent of applicants were approved. The majority of rejections involved commuters already using transit as their primary mode of commuting. MOEs Number Applicants 1,570 Approved Applications 1,478 Participants, Cumulative Monthly Basis 11,733 Participants, Monthly Average 617 Primary Mode Choice for Participants Metrorail Survey Renewals 1,478 SmarTrip Cards Issued 713 Fare Media Applied to SmarTrip Cards $377,400 E-mail Inquiries through 3/30/2012 11,580 NOTE: MOE = measure of effectiveness. Table 5.1. Bridge Bucks MOEs, New York Avenue bridge reconstruction (2011), Washington, D.C.

106 Strategies for Work Zone Transportation Management Plans On the surface, New York Avenue Bridge Bucks attracted the participation of a very low percentage of the commuters who traveled through the construction zone. However, it did provide commuters with a choice or incentive to use alternative modes to the single occupancy motor vehicle. This choice contributed to goodwill and a positive outlook toward DDOT and the District. 5.1.9 Cost Costs depend on the type of demand-management strategy provided, the number of par- ticipants, and duration. Costs, based on available examples, range from $100,000 to $1 million. A total of $12 million was allocated to transit improvements on the I-40/I-440 Fortify 40 rebuild project in North Carolina. WSDOT provided King County with $31.9 million to enhance transit and water taxi service, improve bus monitoring equipment, and provide demand- management services during construction of the Alaskan Way Viaduct Program projects. 5.1.10 Resources and References 36 Commuting Solutions, 2014 Annual Review, n.d., http://36commutingsolutions.org/36cs/wp-content/ uploads/36-Commuting-Solutions-2014-Annual-Review.pdf. CDOT. Transportation Demand Management and Corridor Projects, Colorado Department of Transportation, February 2002. DDOT. New York Avenue NE Bridge over Railroad Tracks Bridge Bucks Technical Memorandum, District Department of Transportation, March 6, 2013. Dowling, R., R. Margiotta, H. Cohen, and A. Skabardonis. Guide for Highway Capacity and Operations Analysis of Active Transportation and Demand Management Strategies, FHWA-HOP-13-042, FHWA, U.S. DOT, June 2013. Lee, C., P. Winters, J. Pino, and D. Schultz. Improving the Cost Effectiveness of Financial Incentives in Managing Travel Demand Management, Florida Department of Transportation, October 2013. MnDOT. Mitigating Highway Construction Impacts with Transit, Minnesota Department of Transportation, August 2012. Taylor, K. W., and T. Gren. Construction Traffic Mitigation Demand Management Evaluation I-405 South Bellevue and Renton Stage 1, Washington State Department of Transportation, February 1, 2010. Udvardy, J. 826–836 Incentive Program PowerPoint, South Florida Commuter Services, May 2, 2013. http://www. commuterservices.com/wp-content/uploads/2013/05/Jim-Udvardy-Paying-Commuters-to-Carpool- 04.11.13.pdf, accessed September 5, 2019. WSDOT. Alaskan Way Viaduct and Seawall Replacement Project Moving Forward Projects Construction Traffic Mitigation—Enhanced Transit, Transit Travel Time and Demand Management Performance Report, Washington State Department of Transportation, April 22, 2013. 5.2 Strategies to Shift Time of Travel 5.2.1 Description Employer demand-management programs are employer-sponsored programs designed to reduce single occupancy–vehicle trips to and from the worksite. The employment transportation market is largely responsible for peak period congestion conditions twice each weekday. As such, modal shifts for these trips can significantly reduce regional vehicle miles traveled (VMT) and carbon emissions, alleviate congestion during peak periods, and improve air quality, all while making better use of the transportation infrastructure throughout the day. Strategies such as the following allow employees to reduce their number of weekly commute trips and shift work trips to nonpeak times of day.

Demand-Management Strategies 107 • Variable work hours. This strategy involves allowing employees to offset work hours from the typical 9–5 standard, thus shifting commute travel to variable off-peak hours in order to reduce travel demand during peak periods. • Telecommuting. Telecommuting entails working at home or at a telecommuting center near home, either full or part time. Motorists who normally travel through the work zone are encouraged to telecommute for the duration of the project to reduce the demand. • Compressed workweeks. Employers may also reduce travel demand by enabling employees to compress regularly scheduled hours into fewer workdays per week. 5.2.2 When to Use Work zones appropriate for strategies to shift time of travel include the following characteristics: • Commuter traffic is significant. • Employment and activity centers are located along the affected work zone route or within the vicinity of the work zone. 5.2.3 Benefits The use of demand-management strategies to shift time of travel provides the following benefits: • Distributes peak hour commuting over longer time period, thereby reducing travel demand during the peak periods. • Reduces single occupancy–vehicle rates, which in turn reduces congestion, RUC, and emissions. • Decreases workers’ exposure to passing vehicles, thus lowering workers’ risk of being struck. • Reduces emergency vehicle response time to crashes. • Shifts demand to other modes. 5.2.4 Expected Effectiveness The effectiveness of employer demand-management programs varies based on the program elements included, the presence of financial incentives, and the transportation options available for accessing the worksite. 5.2.5 Crash Modification Factor A CMF is not applicable for this strategy. 5.2.6 Implementation Considerations Several conditions must be in place for the traveling public to consider demand-management strategies advantageous within work zones: • Alternative commuting options, such as transit, carpooling, vanpooling, bicycling, walking, and teleworking, must exist and be actively publicized. • Travel times for the alternative commuting modes must be competitive with travel times for single occupancy vehicles. • Travel alternatives must be convenient and comfortable for users. • The destination must be walkable or otherwise easily accessible from the alternative mode site, as individuals will be without a vehicle.

108 Strategies for Work Zone Transportation Management Plans • Incentives related to using alternative modes may be necessary, particularly those related to travel cost advantages, such as enticements and subsidies, value pricing, or parking management programs. A detailed planning phase is crucial to implementing a successful demand-management plan for construction projects. Developing a plan requires selecting the most appropriate strategies and obtaining a commitment from all partners. Additionally, partnerships with community organizations and businesses are important. Transit agencies can help determine how best to use transportation facilities and services during construction and what additional transit services may be needed. Employers near the work zone can provide traveler information and develop transportation alternatives, such as transit, vanpooling, flexible work hours, and telecommuting. There are costs associated with specific demand-management strategies, such as costs for improving alternative routes or providing alternative transportation modes. Staff resources are needed to run and manage the program, and project-level staff involved with the construction project will need to provide project-specific information to the agency staff running the demand- management program. Ongoing costs should also include a public outreach campaign. Public outreach costs can vary widely depending on the media distribution (e.g., television, radio, newspaper, website), the intended length of the campaign (or the project), and the frequency with which messages are disseminated. 5.2.7 Design Features and Requirements One of the first steps is to identify people willing to try transportation alternatives, which is achieved through commuter surveys to determine who is interested in considering changing their transportation alternatives. This approach will ensure that resources are spent on individuals most likely to change and will make sure all elements of the demand management program are captured in one implementation strategy. Demand-management strategies succeed when combined with complementary strategies. The decision about which demand-management strategy to use for a specific project depends on the target audiences, messages to be communicated, available budget, existing agency resources and expertise with these strategies, multiple employer bases, and other factors. Not every work zone requires implementing demand-management strategies before con- struction begins. Long-term construction projects in densely populated urban areas, which require lane closures for extended periods, are likely to have a more severe effect on traffic operation, and thus require more comprehensive demand-management strategies (e.g., tempo- rary or permanent parking facilities; transit, rideshare, and carpool incentives) compared with maintenance projects on low-volume roadways or projects in rural areas. 5.2.8 State of the Practice 5.2.8.1 826/836 Project, Florida (2009–2016) FDOT District 6, in partnership with the Miami-Dade Expressway Authority, began a reconstruction project of the SR-826 (Palmetto Expressway) and SR-836 (Dolphin Express- way) Interchange. The project began construction in November 2009 and was completed in 2016. Construction affected 60 percent of all commuters in Miami-Dade County. To assist affected commuters using the 826/836 interchange—430,000 vehicles daily—the project encouraged companies to start a teleworking program by providing free consultant services from a South Florida Commuter Services telework expert. Services included site assessment, recommendations, implementation planning, webinars, and on-site meetings.

Demand-Management Strategies 109 5.2.8.2 Washington Commute Trip Reduction Law The Washington State Legislature passed the Commute Trip Reduction (CTR) Law in 1991 to address traffic congestion, air pollution, and petroleum fuel consumption. In 2006, legislators passed the CTR Efficiency Act, requiring local governments in urban areas with traffic conges- tion to develop programs that reduce single-driver trips and VMT per capita. CTR targets workplaces with 100 or more full-time employees in the most congested areas of the state. Employers develop and manage their own programs based on locally adopted goals for reducing vehicle trips and miles traveled and overall congestion. The results of the CTR program include the following: • Half a million employees at more than 1,000 CTR-affected worksites increased their carpool trip rate from 34.3 percent to 39.1 percent—43 percent higher than the state average and 66 percent higher than the national average. Commuters left about 22,400 automobiles at home every workday, either teleworking or traveling by other means such as bus, vanpool, train, walking, or biking, which reduced traffic. • The average VMT per surveyed employee declined by 7.4 percent. Overall miles decreased by about 79 million annually. This resulted in a reduction of 3.7 million gallons of fuel, saving commuters almost $10 million in fuel expenditures. This reduced annual greenhouse gas emissions by 33,500 metric tons, the equivalent of 180 rail cars of coal or the same amount of carbon sequestered annually by about 31,500 acres of forest—enough trees to cover almost 60 percent of Seattle. 5.2.9 Cost The cost of employer demand-management programs depends on the strategy provided, the number of participants, and duration. Costs, based on available examples, range from $100,000 to $1 million. 5.2.10 Resources and References CDOT. Transportation Demand Management and Corridor Projects, Colorado Department of Transportation, February 2002. DDOT. New York Avenue NE Bridge over Railroad Tracks Bridge Bucks Technical Memorandum, District Depart- ment of Transportation, March 6, 2013. Dowling, R., R. Margiotta, H. Cohen, and A. Skabardonis. Guide for Highway Capacity and Operations Analysis of Active Transportation and Demand Management Strategies, FHWA-HOP-13-042, FHWA, U.S. DOT, June 2013. Lee, C., P. Winters, J. Pino, and D. Schultz. Improving the Cost Effectiveness of Financial Incentives in Managing Travel Demand Management, Florida Department of Transportation, October 2013. MnDOT. Mitigating Highway Construction Impacts with Transit, Minnesota Department of Transportation, August 2012. Taylor, K. W., and T. Gren. Construction Traffic Mitigation Demand Management Evaluation I-405 South Bellevue and Renton Stage 1, Washington State Department of Transportation, February 1, 2010. WSDOT. Alaskan Way Viaduct and Seawall Replacement Project Moving Forward Projects Construction Traffic Mitigation—Enhanced Transit, Transit Travel Time and Demand Management Performance Report, Washington State Department of Transportation, April 22, 2013.