Final Report. Southwestern Pennsylvania Commission

Transcription

1 Ridesharing Program Assessment Final Report Southwestern Pennsylvania Commission

2 Table of Contents Executive Summary. 3 Description of Project.. 5 Objectives 5 Key Questions. 6 Opportunities & Obstacles.. 6 Comparative Markets.. 7 Program Recommendations 9 Implementation Plan 9 Program Accomplishments. 10 Mechanism to Evaluate CommuteInfo. 10 Preparation/Implementation of Fort Pitt Marketing Plan. 11 Technical Assistance to Administer, Market & Conduct RS Program. 11 Consultant Recommendations. 12 Appendices 2

3 Executive Summary The Southwestern Pennsylvania Commission (SPC) is no newcomer to ridesharing, having been an early proponent of alternative commuter options since the energy crunch days of the early 1970s. At that time, SPC was instrumental in initiating a third-party vanpool program and started a call-in service for ridesharing information and assistance. SPC has always been engaged in ongoing outreach efforts to encourage major downtown employers to participate in the program and to promote ridesharing among their employees. For many years the program continued to operate but was in a state of status quo. The energy crunch was long gone. When this project began, Southwestern Pennsylvania was not designated as a non-attainment area by the EPA, nor did they have the rapid economic growth that assisted a lot of regional programs to re-focus and re-invent their programs to meet local land use requirements for traffic mitigation through trip reduction program planning. However, what Pittsburgh did have on the burner was a two-year major construction project with much needed improvements to the Fort Pitt Bridge and Tunnel. This was an opportunity for the SPC to assess their current ridesharing program with the anticipation of using the region-wide programs and services to help mitigate the proposed impact of traffic during and, hopefully, after the project was completed. Over 3 years ago, through the efforts of many individuals, a decision was made to reinvent the program, using the Fort Pitt Bridge and Tunnel construction project as a catalyst for action. A group of partners made up of the Airport Corridor Transportation Association (ACTA), the Oakland Transportation Management Association (OTMA), the Pittsburgh Downtown Partnership (PDP), the University of Pittsburgh (Pitt Ridesharing) and SPC came together to face this task. PennDOT provided funding for traffic mitigation during the Fort Pitt project. SPC used a portion of the funding to assess the current program and enhance its program offerings. SPC brought a consultant on-board to do an assessment and help the process along. The product of the assessment was a regional TDM plan administered by the SPC, with the input of the partners. The plan outlined a detailed implementation schedule that included the branding of the regional ridesharing program - renamed CommuteInfo; the creation of a website; a region-wide Emergency Ride Home program; expanded vanpool incentive program; creation of new marketing materials and the hiring of a program manager and employer outreach representatives. Since the mid-1990s, both the University of Pittsburgh and SPC have been gathering the required information and completing the NTD reporting on the regional vanpool activities. Because of these efforts, the regional program became eligible for FTA 5307 funds. The partners met, discussed next steps and worked to pull together the needed match. Thanks to this collaborative initiative, funding was secured and the SPC Transit Operating Committee approved the capital and planning investment in the program. The greatest testament to the program is the partners' commitment to branding the regional ridesharing efforts under the umbrella of CommuteInfo. Together, evaluation and monitoring procedures were established, committees were formed, marketing and 3

4 publicity events were held. They meet monthly to provide their input to SPC CommuteInfo staff on their outreach efforts, report on their respective TDM programs and hear guest speakers talk about TDM initiatives throughout the country. The results of the partners activities, through the CommuteInfo staffing, have embraced a region-wide effort to educate the commuting public, and those doing business in the Southwestern Pennsylvania region, on the benefits and advantages in participating and using commuting options programs and services. Commuters are directed to CommuteInfo to solve their daily travel challenges to and from their place of employment wherever they work in the greater southwestern Pennsylvania region. 4

5 Description of Project The required scope of work for SPC s Ridesharing Program Assessment addressed the need for an effective ridesharing program to meet the challenge of mobility access concerns arising from the closure of the Fort Pitt Bridge and Tunnel, which was expected to increase demand during the construction along with other major facilities. The existing region-wide ridesharing program would be assessed to demonstrate its value to businesses and the general commuting public during the major construction project. An important factor was what the perspective was of the partners in the region, including the Pittsburgh Downtown Partnership (PDP), Airport Corridor Transportation Association (ACTA), University of Pittsburgh Ridesharing Program (Pitt Ridesharing), the newly established Oakland Transportation Management Association (OTMA), the Port Authority of Allegheny County (PAAC), Pennsylvania Department of Transportation (PennDOT), and other transit providers in the region. Objectives The objectives of the project were to: Provide a mechanism to evaluate the performance of the Ridesharing Program and to measure its effectiveness on an ongoing basis. Assist SPC and its partners in preparing and implementing a ridesharing marketing plan for use during the Fort Pitt Bridge and Tunnel reconstruction project. Provide ongoing technical assistance to SPC, as needed, to administer, market, and conduct the Ridesharing Program. The objectives stated in the approved SPC FY Unified Planning Work Program (February, 2001) were to: Promote and expand commuter ridesharing in southwestern Pennsylvania. Coordinate SPC s ridesharing efforts with those of the region s Transportation Management Associations (TMAs), transit operators, PennDOT, and other local partners. Develop and implement marketing strategies to inform and educate commuters and employers about the benefits of ridesharing. Combining the objectives of the project and the Unified Planning Work Program was able to first address the immediate concern, mitigating the impact of traffic due to the construction project, AND, secondly, enhance the existing region-wide ridesharing program. 5

6 Key Questions Key questions that needed to be addressed in evaluating the performance of the existing ridesharing program and in developing a marketing program to be used during the Fort Pitt Bridge and Tunnel reconstruction project included: 1. What is the participation in the regional ridesharing program by commuters and employers? 2. What conditions affect the market for ridesharing services? 3. What factors influence employer and commuter participation most? 4. What does the regional ridesharing program do best? What needs the most improvement? 5. What are the barriers to broadening the acceptance of commuter alternatives in the SPC region? What unique opportunities exist? 6. What are the most successful elements of similar programs in other cities? 7. What TDM strategies would likely lead to the greatest increase in participation? Are these strategies applicable within the SPC area? Are they affordable? 8. What will it take to implement these strategies and meet the targets? 9. How ridesharing services are best managed? Opportunities & Obstacles Additionally, each of the partners groups were interviewed to establish what activities they were participating in relative to traffic mitigation in each of their respective geographic areas. The Southwestern Pennsylvania region is fortunate to have two of the most seasoned ridesharing organizations in the county: Pitt Ridesharing that has set the model for campus-based ridesharing programs, and, the Airport Corridor Transportation Association (ACTA). The outcome of the individual interviews produced a list of opportunities that would drive the success of the expanded region-wide ridesharing program. Additionally, the interviews also produced a list of obstacles or barriers that would need to be addressed in order to move forward with the revamping of the program. All of these were considered in the development of the SPC region-wide marketing/implementation plan. 6

7 Opportunities Obstacles SPCs 30 year support of program Lack of monitoring and evaluation Inclusion of ridesharing in long-range plan Limited SPC staffing Consumer awareness of available services Limited information on program Available funding for vanpool subsidies continuity Existing services to build upon Lack of overall employer involvement Roadway disruption to peak interest Lack of employer awareness Customized ridesharing services Minimal outreach efforts Use of same ridesharing software Limited resources Ability to produce synchronized reporting Behavior of commuters relative to change Attractiveness of ridesharing Few reasons to consider ridesharing Ridesharing in areas not served by transit Weak partnership with PA, PennDOT Transit trip planning software No info on PennDOT website for RS Commuters will change travel behavior No information on Park and Ride PennDOT website for construction project facilities Existing TMA partner products & services Limited references to RS in regional plans TMA relationships with employers Little awareness among elected officials Established corporate partners Program does not fit well into SPC PennDOT committed funds for ridesharing (unlike most MPOs efforts, this program EZ Gold pre-tax pass program is more operational in nature) Willingness to change from SOV to HOV Interestingly, some items are listed as both opportunities and obstacles, such as commuter travel behavior and the inclusion of ridesharing in regional planning efforts. Perception of the partners greatly assisted in the planning and implementation of CommuteInfo. Comparative Markets In order to accurately assess the Pittsburgh region ridesharing program, the consultants provided a comparison to other markets in the country similar to that of Pittsburgh. Each of the markets was assessed based on the following criteria to determine their best practices in their respective rideshare program operation. Role of Ridesharing Marketing and Promotion TDM Strategies Budget Staffing Organization Monitoring and Evaluation Highway reconstruction Assessment was based upon interviews conducted by the consulting team and information based on research and similar assessments conducted by each of the chosen ridesharing organizations: Cincinnati, OH (Rideshare) Portland (OR) (Tri-Met Carpool Program) Minneapolis/St. Paul, MN (Rideshare) 7

8 A model ridesharing program created from the best practices cited above would have the following qualities, program elements, and characteristics: A clear mandate (air quality, traffic congestion, and reconstruction mitigation) and clearly defined goals and objectives related to this mission. Adequate funding to address these objectives and its funding has been identified as part of a multi-year programming process. A ringing endorsement by the governing body and senior management of the organization that operates the program. Regional transportation and air quality plans that have integrated TDM and identification of the ridesharing program as the implementing agent for related activities and services. A service area that encompasses the entire region and views commuters, employers, and sub regional programs, such as TMAs or business park programs, as clients. Partnerships with other organizations (e.g., chamber of commerce) and campaigns (e.g., summer ozone program) to promote ridesharing and its benefits within the region. Dedicated staff that is sufficient to operate core activities of: ridematching, vanpool coordination, guaranteed ride home, employer outreach, and general marketing and promotion of commute alternatives. Employer outreach that is very proactive, including acquisition of new Clients, annual servicing of existing accounts, surveying and matching employees, and assistance with ridesharing fairs. Ridematching information that includes carpool partners, existing vanpool routes, transit route information, and allows for on-line matching via its web-site. A unique and widely recognized identity and consistent marketing approach. An independent evaluation of its services and results on a periodic basis. Reports these findings and recommendations to its funders and governing body. This model, when coupled with the unique needs and environment for the Southwestern Pennsylvania region, would help reorient and reinvigorate the SPC Ridesharing Program. 8

9 Program Recommendations Based on the assessment of the ridesharing program, the other individual ridesharing program s in the region, and, the rideshare programs with similar profiles to SPC s the following recommendations were made by the consulting team: Establish the optimum mix of commute alternatives such as transit, vanpools or carpooling that is appropriate for the region, and the support services, such as rideshare matching, information resources or financial subsidies needed to encourage use. Determine the appropriate role for SPC in developing, delivering, funding and marketing regional commute alternatives and support services. Determine the appropriate roles of the region's other transportation organizations and agencies in these activities. Develop a marketing program needed to support these activities, both during the Fort Pitt reconstruction project and over the longer term. Seek funding to create budgets needed and the sources of funding available for product or service delivery, marketing programs and direct financial subsidies to commuters. Develop appropriate evaluation measures and monitoring systems that must be put in place to provide feedback on all program-related activities and make it possible to assess the effectiveness of the program on a regular basis. Recommendations were made to establish a region-wide effort and listed which commuter options and support services were needed to maximize the effectiveness of the program. Recommendations were also made as to what the role would be of SPC and that of it partners. Immediate attention was to be given to the development of a website; the development of a marketing and communications campaign to establish the programs new identity; outreach to individuals already participating in the existing ridesharing program; and the development of support materials for the outreach and one-on-one marketing. Implementation Plan The recommended implementation plan for new products and services included tasks associated with the four following areas of focus: Exxi isst tinngg Coommuut teerr PPrroodduucct tss aanndd SSeerrvvi icceess Downtown employer, commuter, and visitor outreach Commuter Choice Benefit Marketing Expansion of vanpooling Improve Rideshare Matching Service 9

10 Neew PPrroodduucct tss aanndd SSuuppppoorrt t SSeerrvvi icceess Unified Ridesharing Program Identity Guaranteed Ride Home Program Carpool Incentive Program for Downtown Pittsburgh Park and Ride Lot Information Services Rool lee inn i Reeggi ioonn foorr f SSPPC Branded Program Identity Create and Administer Centralized Rideshare Matching Database Create and Administer Centralized Registry of Carpools and Vanpools Expand and Support Existing Vanpool Program Create and Administer Regional Guaranteed Ride Home Program Create and Administer Centralized Park & Ride Lot Information Facilitate Cooperative Marketing and Administration of All Ridesharing Services Lead developer of innovative rideshare programs and services Recommended Marketing Program Rideshare Program Website Development Regional awareness building communication plan Outreach to Individuals Already in Ridematch Database Support materials for outreach and one-on-one marketing Program Accomplishments Using the objectives as a measure for the success of the SPC Ridesharing Program Assessment, the following is an update for the objectives for the Fort Pitt Bridge & Tunnel project, and, the SPC FY Unified Planning Work Program (February 2001): Mechanism to Evaluate CommuteInfo The most critical task for the consultant, in the scope of services for the project, was to develop a monitoring and evaluation (M&E) program for the region-wide program, as it existed. The M&E template would then be used as the program expanded beyond the construction project. The approach that was used to develop the template was to convene the group of partners and work through the strategies that they felt needed to be evaluated and tracked on a region-wide basis. And, most importantly, what tools would be used to track the success of each strategy. The result of this exercise produced a customized M&E methodology and plan for the CommuteInfo program and its partners. The outcome would produce support for the programs and services that each individual partner provided, and those services that are collectively offered to commuters and employers 10

11 throughout southwestern PA on behalf of CommuteInfo. This information would be used to send to those organizations that provide funding to SPC and its partners. Preparation/Implementation of Fort Pitt Marketing Plan The result of the assessment completed by the consultants provided the partners with a defined marketing plan for the Fort Pitt Bridge and Tunnel Construction project. However, funding was not immediately available to support this effort. As an alternative the group of partners used the marketing plan to expand and enhance the current regionwide ridesharing program. Thus, CommuteInfo was created and staff expanded to meet the work tasks associated with the refined marketing plan. As a result, the Fort Pitt Bridge and Tunnel construction project funding has re-invigorated SPC s region-wide ridesharing program, bringing it to a higher level of sophistication as a productive transportation demand management program. Technical Assistance to Administer, Market & Conduct Rideshare Program As part of the effort to expand and enhance the newly created CommuteInfo program, the consultant s participation was extended to an additional twelve months to provide technical assistance to develop the program. During this time, the following occurred: A contact management database was developed to support CommuteInfo s ability to monitor and evaluate the program; A speaker s bureau was created to bring experts to the partner meetings to provide information on similar region-wide efforts; The ridesharing matching software program was upgraded and assessed; The vanpool program was modified; New staff was trained and mentored by the consulting team; The M&E plan was developed; An RFQ for a region-wide emergency ride home program was issued; New marketing materials were created; and Partnerships were strengthened. The three objectives of the SPC FY Unified Planning Work: Program Promote and Expand Commuter Ridesharing in SW PA Coordinate Region-wide Ridesharing Program Develop & Implement Marketing Strategies were achieved through the objectives established by the project. 11

12 Consultant Recommendations After a three year engagement with SPC to broaden to the scope of services and strengthen the identity of the region-wide ridesharing program, the consultant is offering the following recommendations: 1. Conduct a base-line transportation mode split survey for the region to further support current and future marketing efforts and measure trip reduction from year to year; 2. Seek funding to support the current marketing effort for CommuteInfo; 3. Assess the need for additional transportation management associations in Southwestern Pennsylvania; 4. Increase staff to include a full time vanpool outreach person and full time administrative support person; 5. Develop an incentive program to encourage change of travel behavior; and 6. Assign staff to participate in various associations that support TDM initiatives such as ACT, APTA, CTAA, NTBA, etc. 12