TDM Summary Table
Overview of TDM Strategies And Their Stakeholder Ratings
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TDM Encyclopedia
Victoria Transport Policy Institute
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Updated
June 21, 2007
This table lists and describes all Encyclopedia chapters, and rates TDM strategies based on their appropriateness for implementation by various organizations and stakeholder groups.
This table lists and describes all Encyclopedia chapters, and rates TDM strategies based on their appropriateness for implementation by various organizations and stakeholder groups. Here are the ratings:
3 = Very appropriate. This generally means the organization directly implements or funds that strategy.
2 = Usually appropriate. This generally means the organization can significantly support that strategy, or may implement it in some situations.
1 = Sometimes appropriate. This generally means the organization can support that strategy or may implement it in some situations or in some specific ways.
These rating are subjective and are intended to reflect typical, overall conditions and may not apply in a particular situation. For example, Commute Trip Reduction (CTR) programs are generally implemented at the local or regional level. As a result, they are generally rated a 3 for local and regional governments, but only a 1 or 2 for federal implementation. However, Federal polices can encourage and support CTR programs indirectly, and Federal agencies can implement their own CTR programs, so under certain circumstances CTR strategies are very appropriate for Federal implementation. Similarly, although individual businesses and people cannot implement transportation policy and planning reforms directly, they can support such reforms politically.
Not all chapters describe a specific TDM strategy; some provide information on TDM planning and evaluation, and so are not rated.
TDM Summary Table (Ratings from 3 [most appropriate] to 1 [sometimes
appropriate]).
|
Strategy |
Description |
Federal |
State/ Provincial |
Regional |
Municipal |
Business Assoc. |
Individual Business |
Community Assoc. |
Campus |
Transport Agency |
Individual |
|
Access management increases
coordination between roadway design and land use development patterns to
improve transport system performance. |
2 |
3 |
2 |
3 |
1 |
1 |
1 |
1 |
3 |
|
|
|
“Accessibility” refers to
people’s ability to reach desired goods, services and activities, which is
the ultimate goal of most transport activity. Basing transport planning on
accessibility rather than mobility tends to support TDM. |
|
|
|
|
|
|
|
|
|
|
|
|
There are various ways to
address the security concerns of people using alternative modes such as
walking, cycling, ridesharing and public transit. |
2 |
2 |
2 |
3 |
3 |
2 |
2 |
3 |
2 |
1 |
|
|
Alternative work schedules
include flextime, Compressed Work Week (CWW), and staggered shifts. They
reduce peak period travel and help accommodate ridesharing and transit use. |
1 |
2 |
2 |
2 |
2 |
3 |
1 |
3 |
2 |
1 |
|
|
Various policies and
programs can help preserve the value of assets such as roadways and parking
facilities. |
2 |
3 |
3 |
3 |
2 |
2 |
1 |
3 |
3 |
1 |
|
|
Describes transport and
land use patterns that increase automobile use and reduce transport options. |
|
|
|
|
|
|
|
|
|
|
|
|
Various management
strategies can increase air transport efficiency, including strategies that
encourage use of alternative modes, reduce total air traffic, increase air
travel system efficiencies, and reduce specific aviation external costs such
as air and noise pollution. |
3 |
3 |
2 |
1 |
1 |
1 |
|
|
3 |
2 |
|
|
Describes the concepts of
“Basic Access” and “Basic Mobility” and how they can be evaluated. |
|
|
|
|
|
|
|
|
|
|
|
|
Improved
bicycle parking, storage and changing facilities support cycling. |
2 |
2 |
2 |
3 |
2 |
3 |
2 |
3 |
3 |
2 |
|
|
Various strategies improve
the integration of bicycling and public transit travel, including improved
cycling access and bicycle storage at transit stops and stations, and the
ability to carry bikes on transit vehicles. |
1 |
3 |
2 |
3 |
1 |
1 |
2 |
3 |
3 |
1 |
|
|
Bus Rapid Transit (BRT)
systems provide high quality bus service on busy urban corridors. |
2 |
3 |
3 |
3 |
2 |
2 |
1 |
2 |
3 |
|
|
|
Transportation
on college, university and research campuses can be managed to increase
system efficiency and reduce problems such as traffic congestion, parking
facility costs, user costs and environmental impacts. |
1 |
2 |
2 |
2 |
2 |
1 |
2 |
3 |
2 |
|
|
|
Strategy |
Description |
Federal |
State/ Provincial |
Regional |
Municipal |
Business Assoc. |
Individual Business |
Community Assoc. |
Campus |
Transport Agency |
Individuals |
|
Car-free planning strategies
reduce automobile travel at particular times and places, and to create
pedestrian oriented streets. |
1 |
2 |
2 |
3 |
2 |
3 |
3 |
3 |
3 |
1 |
|
|
Carsharing
refers to vehicle rental services that substitute for private vehicle
ownership. This requires that rental services be easily accessible,
affordable and convenient to use, even for short time periods. |
1 |
2 |
2 |
2 |
2 |
3 |
2 |
3 |
3 |
2 |
|
|
Change Management involves
various techniques that help build support for innovation within
organizations. |
3 |
3 |
3 |
3 |
2 |
2 |
2 |
3 |
3 |
1 |
|
|
Increased density (number
of people or employees located in an area) and clustering (locating related
activities close together) tend to reduce travel distances and improve travel
options. |
2 |
2 |
3 |
3 |
2 |
3 |
2 |
3 |
3 |
1 |
|
|
The quantity and quality of
positive interactions among people in a community. |
|
|
|
|
|
|
|
|
|
|
|
|
Various
commuter financial incentives can be used to encourage use of more efficient
commute modes. These include parking
cash out, travel allowance, transit benefits, and rideshare benefits. They
are often provided as an alternative to subsidized employee parking. |
2 |
3 |
2 |
3 |
3 |
3 |
2 |
3 |
3 |