Transportation Management Programs
An Institutional Framework for Implementing TDM
~~~~~~~~~~~~~~
Victoria Transport
Policy Institute
~~~~~~~~~~~~~~~~~~~~
Updated 4 January 2009
This chapter discusses different types of transportation management programs, how they are organized and funded, and their role in implementing TDM strategies.
A TDM Program is an institutional framework for implementing a set of TDM strategies. Such a program has stated goals, objectives, a budget, staff, and a clear relationship with stakeholders. It may be a division within a transportation or transit agency, an independent government agency, or a public/private partnership. Below are possible responsibilities of a TDM Program:
·
Coordinates TDM Planning, Evaluation and Data Collection.
·
Implements Marketing
programs.
·
Responds to problems and complaints.
·
Provides Ridematching, Shuttle Services, Pedestrian and Cycle
Promotion, and Special Event Transportation Management
services.
·
Provides Parking Management,
Parking Pricing and parking brokerage services.
Coordinates arrangements for Shared Parking.
·
Supports Pedestrian and Bicycle
Improvements, Freight Transportation Management and
Security Improvements that encourage use of alternative
modes.
·
Coordinates activities with other organizations,
such as Transportation Management Associations, Commute Trip Reduction Programs and Institutional
Reforms.
·
Supports integrated transportation and land use Planning to improve Accessibility
and reduce vehicle travel (Access Management, Smart Growth and Location
Efficient Planning).
TDM Programs insure that specific strategies are complementary and coordinated, for maximum effectiveness. For example, Transit Improvements, Pedestrian Improvements, and Parking Pricing can have far greater travel impacts and consumer benefits when implemented as a coordinated program. A general rule is that TDM Programs should include a balance of improved travel choice and incentives to reduce automobile travel.
TDM Programs should generally be ongoing so they provide continual support and encouragement, and respond to future opportunities and changes in individual’s travel needs and preferences. Travel patterns tend to reflect churning (continual turnover and change, sometimes due to specific events, such as changes in employment or home location); for example, during a given year some people naturally shift from automobile to public transit, while others shift from public transit to automobile due to changes in their circumstances and preference. TDM Programs should take these natural changes into account, providing encouragement for shifts toward more efficient travel patterns.
TDM Programs are usually established and Funded by local, regional or state/provincial governments, often within existing transportation agencies, or through grant programs. It may be organized as a division within a transportation or transit agency, as an independent government agency, or as a partnership between government and other community organizations, such as a chamber of commerce (called a Transportation Management Association).
Some governments make special efforts to implement TDM programs within their own agencies as a way to demonstrate leadership and as an opportunity to develop tools and experience that can be transferred to non-government organizations. For examples see the Greening Government guide at www.greeninggovernment.gc.ca, Federal House In Order “Commute and Business Travel” emission reduction program information at www.fhio.gc.ca/commuting/commuting.htm, and Skinner and Cohen, 1996.
A well managed and properly supported TDM Program can affect a significant portion of total travel. Comprehensive TDM Programs can achieve cost-effective reductions of 20-40% in motor vehicle travel compared with no TDM efforts, although most programs have smaller effects because they focus on particular types of trips (such as commuting), cover a limited geographic scope, or are limited to strategies that can be implemented by a particular government agency. Travel reductions of 10-30% are more realistic for TDM Programs implemented by local or regional governments.
Elasticities and Trip Reduction Tables describe the travel impacts of pricing strategies. Well-managed Commute Trip Reduction programs can reduce vehicle trips to a particular worksite by 15-30% (Comsis Corp., 1993), or more if implemented with regional TDM strategies such as road pricing and major transit improvements. Commute trips represent only about 30% of total personal vehicle travel (50-80% of travel on congested urban highways). Other types of trips can also be reduced using appropriate TDM strategies. For example, School Transport Management can also achieve 15-30% trip reductions. Land use management strategies such as Access Management, Smart Growth and Location Efficient Planning can reduce per capita vehicle travel by 20-50% in a specific area.
Table
1 Travel Impact Summary
|
Travel
Impact |
Rating |
Comments |
|
Reduces total
traffic. |
2 |
Implements specific
TDM strategies. |
|
Reduces peak
period traffic. |
2 |
" |
|
Shifts peak to
off-peak periods. |
2 |
" |
|
Shifts
automobile travel to alternative modes. |
2 |
" |
|
Improves access,
reduces the need for travel. |
2 |
" |
|
Increased
ridesharing. |
2 |
" |
|
Increased public
transit. |
2 |
" |
|
Increased
cycling. |
2 |
" |
|
Increased
walking. |
2 |
" |
|
Increased
Telework. |
2 |
" |
|
Reduced freight
traffic. |
2 |
" |
Rating from 3 (very beneficial) to –3 (very harmful). A 0 indicates no impact or mixed impacts.
TDM Programs can provide many benefits, including reduced traffic congestion, increased mobility, road and parking cost savings, consumer savings, increased transport choice, reduced traffic crashes, environmental protection, more efficient land use, more livable communities and increased equity. By providing coordination, TDM Programs can increase the effectiveness of individual TDM strategies.
Costs include program expenses and any negative impacts of disincentives to driving. Some TDM strategies, such as Parking Pricing and Road Pricing, involve increased user charges, but these are economic transfers, not true resource costs, so their overall cost to consumers depends on how revenues are used (see Evaluating TDM). For example, parking fees may simply substitute for taxes or other indirect consumer payments to fund parking facilities.
Table 2 Benefit Summary
|
Objective |
Rating |
Comments |
|
Congestion
Reduction |
2 |
Reduces
automobile travel. |
|
Road &
Parking Savings |
2 |
Reduces
automobile travel. |
|
Consumer Savings |
2 |
Improves
automobile affordability. |
|
Transport Choice |
2 |
Increases
transportation choices. |
|
Road Safety |
2 |
Reduces
automobile travel. |
|
Environmental
Protection |
2 |
Reduces
automobile travel. |
|
Efficient Land
Use |
2 |
Reduces
automobile travel, benefits urban residents. |
|
Community
Livability |
2 |
Reduces
automobile travel. |
Rating from 3 (very beneficial) to –3 (very harmful). A 0 indicates no impact or mixed impacts.
TDM Programs can have a wide range of equity impacts, depending on program design and the conditions in which it is implemented. Although TDM Programs usually require subsidies, these are often less than subsidies currently provided for automobile travel. For example, TDM Programs may simply substitute for current public expenditures on parking and roadway expansion.
TDM Programs can help achieve equity objectives. They can correct market distortions that currently favor driving over other travel modes. For example, they can reduce parking subsidies, or provide non-drivers with comparable benefits. Similarly, Road Pricing can charge motorists directly for road and congestion costs, as opposed to indirect funding that results in cross-subsidies from residents who drive less than average to those who drive more than average.
Most TDM Programs increase vertical equity by improving mobility options for non-drivers. Many also provide financial savings to non-drivers (such as Parking Cash Out and Transit Fare Discounts), which tend to benefit lower-income people most. TDM Programs can significantly improve Basic Mobility by improving and coordinating travel alternatives. Of course, these benefits vary depending on circumstances.
Table 3 Equity Summary
|
Criteria |
Rating |
Comments |
|
Treats everybody
equally. |
0 |
Varied and
mixed. |
|
Individuals bear
the costs they impose. |
2 |
TDM Programs may
require subsidies, but these are generally less than subsidies for driving.
Many TDM strategies reduce transportation subsidies overall. |
|
Progressive with
respect to income. |
2 |
TDM Programs
tend to increase transport choice and potential savings to lower-income
households. |
|
Benefits
transportation disadvantaged. |
3 |
TDM strategies
often increase transport choice and savings to non-drivers. |
|
Improves basic
mobility. |
3 |
TDM strategies
often improve basic transport options. |
Rating from 3
(very beneficial) to –3 (very harmful). A 0 indicates no impact or mixed
impacts.
TDM Programs are appropriate in almost any geographic area, although benefits tend to be greatest in large and growing urban areas where transportation problems are greatest. Comprehensive TDM Programs are appropriate for implementation at the local, regional and state/provincial level. Business organizations, individual businesses, developers and campus managers can also implement TDM Programs.
Table 4 Application Summary
|
Geographic |
Rating |
Organization |
Rating |
|
Large urban
region. |
3 |
Federal
government. |
2 |
|
High-density,
urban. |
3 |
State/provincial
government. |
3 |
|
Medium-density,
urban/suburban. |
3 |
Regional
government. |
3 |
|
Town. |
3 |
Municipal/local
government. |
3 |
|
Low-density,
rural. |
3 |
Business
Associations/TMA. |
3 |
|
Commercial
center. |
3 |
Individual
business. |
2 |
|
Residential
neighborhood. |
3 |
Developer. |
2 |
|
Resort/recreation
area. |
3 |
Neighborhood
association. |
2 |
|
|
|
Campus. |
2 |
Ratings range from
0 (not appropriate) to 3 (very appropriate).
TDM Program
TDM Programs support most other TDM strategies. Many TDM strategies cannot be implemented or will be ineffective if they are not part of a comprehensive TDM Program that provides coordination and support. Commute Trip Reduction, Transportation Management Associations, Tourist Transport Management and Campus Transport Management are specific types of TDM Program. Least Cost Planning, Institutional Reform, Contingency-Based Planning and Regulatory Reform can be implemented in conjunction with TDM Programs. It is important to incorporate Performance Evaluation and participant Surveys into TDM Programs.
TDM Programs depend on governments for implementation, funding and enforcement. Their effectiveness depends on support from local businesses and residents, and from other levels of government. Transportation professionals, motorists, environmentalists, taxpayer organizations, public safety officials, transit supporters, and neighborhood organizations all have reasons to support comprehensive TDM Programs.
Common barriers include existing planning and funding practices that favor capacity expansion over demand management (even when it is more cost effective and beneficial overall), institutional opposition to change, political opposition to change, and resistance from special interest groups that benefit from existing inefficiencies. Some anti-government groups oppose TDM Programs on the grounds that they represent government intrusion into private activities.
A number of organizations and publications listed below provide information on TDM Program planning and implementation. Best practices include:
·
Make TDM Programs comprehensive, including as many
transportation improvements and incentives as appropriate for a particular
situation.
·
Include both positive and negative incentives. TDM
Programs tend to be most effective when they improve consumers’ travel choices
and provide incentives to use alternatives to driving when possible.
·
Apply Contingency-Based Planning
by identifying the solutions that will be deployed if needed to address future
problems.
·
Do not limit TDM Programs to commute trips.
·
Integrate transportation and land use planning as
part of a comprehensive TDM Programs.
·
Involve stakeholders in TDM Program planning and
implementation, including transportation and land use planning agencies,
transit providers, businesses, residents and employees.
·
Be sensitive to equity concerns, by applying
incentives equally (for example, by applying Parking Pricing to administrators
as well as staff), and by providing positive incentives that balance negative
incentives.
·
Establish stable program Funding.
·
Produce an annual “State of the Commute” report,
which describes TDM programs and resources, travel trends, and comparisons with
other communities.
|
An elderly man is dying of a painful illness at home in his bed. He
smelled the aroma of his favorite chocolate chip cookies wafting up the
stairs. He gathered his remaining strength, and lifted himself from the bed.
Leaning against the wall, he slowly made his way out of the bedroom, and with
even greater effort descended the stairs, gripping the railing with both
hands. With labored breath, he leaned against the door frame, gazing into the
kitchen. Were it not for death’s agony, he would have thought himself already
in heaven: there, spread out on newspapers on the kitchen table were
literally hundreds of his favorite chocolate chip cookies. Was it heaven? Or
was it one final act of heroic love from his devoted wife, seeing to it that
he left this world a happy man? Mustering his last energy, he crawls toward the table, landing on his
knees in a rumpled posture. His parched lips parted, the wondrous taste of
the cookie already in his mouth from anticipation, seemingly bring him back
to life. The withered and shaking hand made its way to a cookie at the edge of
the table. Wack! It was smacked with a spatula by his wife. “Stay out of those,” she said, “they’re for the funeral.” |
The Community Transportation Action Program (CTAP) was launched in
August 1996 as a joint venture of five
CTAP's mandate was to provide transitional support to communities
interested in restructuring and coordinating their local transportation
services. CTAP supported the development of innovative, local transportation
services.
In the past, exclusive relationships existed between users and
providers of transportation. For example, school boards would typically
contract school bus operators to provide transportation; municipalities would
provide or contract public transit services; social service agencies would use
volunteers and/or agency vans; and health facilities would primarily use
ambulances. Improved coordination of transportation resources can result in less
duplication, less inefficiency and fewer gaps in service. It also breaks down
barriers between client groups, thus providing a wider range of vehicles to
meet users' needs in a more flexible and cost-effective manner.
For example, in some communities, rather than sitting idle, school
buses are being used between morning and afternoon student runs to transport
seniors and persons with disabilities. In a remote northern
Mobility management in
The objective of Camden Direct is to promote public transport services, as well
as to reduce the need to travel. Target groups are local people, council staff,
tourists and other visitors. The objective of the Camden Green Travel Network
is to reduce the impact of motor vehicles and related pollution through the
development of a mobility management network and encourage local employers to
develop green travel plans. The objective of Camden Clear Zones is to develop
traffic free areas and low emission zones. Target groups are local residents,
local employers and visitors to the area.
The objectives of the mobility management services have been met with a high
degree of success. The usage of the Camden Direct mobility centre has risen
since its inception in March 2000, with over 6,000 ticket sales during its
first 12 months of operation and this increased to approximately 7,000 public
transport ticket sales in the second year of operation. The Camden Green Travel
Network has 24 members covering 35 separate addresses and the initiative was
relaunched at the end of 2002 with a new website and additional staffing to
further increase its effectiveness. Mobility plans at 18 of these addressed
will be enforceable via planning agreements made under local regulations, while
the other 17 plans are being developed voluntarily. The Camden Clear Zones
project has several initiatives, e.g. traffic calming measures have been
implemented on an area by area basis, participation in the Car Free Day enabled
measurements on noise, air quality and traffic volumes to be made, which were
used to support longer-term proposals for traffic management measures.
Travel Smart is a community-based program in
The Space Coast Area Transit agency in
·
Employer benefits: Reduced federal taxes, reduced
parking demand, employee recruitment and retainment, positive public relations
and increased employee productivity.
·
Customer benefits: Reduced commuting costs, less
wasted time and reduced stress.
·
Community benefits: Improved air quality, reduced
peak period traffic congestion, quality of life issues, reduced energy
consumption and less land used for parking facilities.
The state of Oregon has a Employee Commute Options (ECO) program requires employers with more than 100 employees in the Portland area to make a good faith effort to encourage employees to reduce automobile commute trips, with a target of a 10% reduction over three years. Employers to fail to make such an effort may be fined.
The overall goal of the Central Okanagan TDM program is to reduce peak
period automobile traffic in the region by 12% by the year 2013 relative to
trend growth in traffic volumes. In 1998, the Regional District, City of
The TravelSmart program in
Land use integration: Recognizing the strong links between
transportation and land use, the city's official plan was revised to minimize
the demand for car travel by influencing growth patterns. The plan now favours
a compact form of development, situating accommodation close to employment and
community services, and increasing density of the central area.
Less expensive road structure alternatives: To avoid expensive
improvements to road networks, the city has slowed or halted development in
some areas and identified underutilized arterial corridors for access to the
downtown core. Rather than building bypasses over the busy highway that runs
through town, the city encourages residents to use alternatives to the highway.
Improved public transit: A comprehensive travel plan was developed
to improve the level of service and provide alternatives to the single occupant
vehicle. Some improvements include increased frequency of service to outlying
communities and the use of smaller buses that feed into the main system.
Promoting bicycle use: The Kamloops Bicycle Plan identifies $6 million
worth of additional cycle routes and initiatives for businesses to provide
"end of trip" facilities to cyclists, such as showers and bike racks.
Promotional programs: Transportation alternatives, such as carpooling,
biking and walking, are promoted through workshops and seminars in workplaces;
the "Safe Routes to School" program in schools; "Go Green"
billboards on commuter streets; and door-to-door neighborhood education by city
staff. The plan recognizes the need for an ongoing awareness campaign and
community involvement to sustain TravelSmart.
Total project planning costs $300,000, of which $245,000 was funded by
the city and $55,000 by the province. The full program is funded through city's
general revenue, development cost charges, the B.C. Transportation Financing
Authority, specific developers and BC Transit.
TravelSmart will be updated every five years as one component of
"Kamplan", the city's growth management strategy.
After three years of operation, the program has improved air quality
and reduced planned road expenditures by 75 per cent. Economic and environmental
benefits:
·
Anticipated road expenditures were reduced from $120
million to $14 million.
·
Annual energy consumption is expected to decline
from 128 to 125 gigajoules per capita.
·
Carbon monoxide is expected to decline from 116 to
111 kg/capita/year, and carbon dioxide from 7,200 to 7,000 kg/capita/year.
ACT (2001), Transportation Demand Management Tool Kit, Association for Commuter Transportation (www.actweb.org).
ACT (2001), TMA Handbook, Association for Commuter Transportation (www.actweb.org); at www.nctr.usf.edu/clearinghouse/pdf/tma_handbook_final.pdf.
American Planning Association (www.planning.org) has extensive resources for community and transportation planning.
Apogee (1994), Costs and Cost Effectiveness of Transportation Control Measures; A Review and Analysis of the Literature, National Association of Regional Councils (www.narc.org).
Association for Commuter Transportation (www.actweb.org) is a non-profit organization supporting TDM Programs.
BC Transit (2003), Travel Options Manual, BC Transit (www.transitbc.com); at www.transitbc.com/traveloptions/manual/Travel%20Options%20Manual.pdf.
Sally Cairns, et al (2004), Smarter Choices -
Changing the Way We Travel, UK Department for
Transport (www.dft.gov.uk). This
comprehensive study provides detailed evaluation of the potential travel
impacts and costs of various mobility management strategies and programs.
City of Cambridge, Parking And Transportation Demand Management Planning (http://bpc.iserver.net/codes/cbridge).
Center for Urban Transportation Research, USF (www.nctr.usf.edu/clearinghouse) provides TDM materials and classes and publishes TMA Clearinghouse Quarterly.
Commuter Choice Program (www.epa.gov/oms/traq) provides information, materials and incentives for developing employee commute trip reduction programs.
Commuter Check (www.commutercheck.com) works with transit agencies to provide transit vouchers as tax-exempt employee benefit.
Comsis Corporation (1993), Implementing
Effective Travel Demand Management Measures: Inventory of Measures and
Synthesis of Experience, USDOT and
Comsis Corporation (1994), A Guidance Manual for Implementing Effective Employer-based Travel Demand Management Programs, FHWA and FTA (www.bts.gov/ntl/DOCS/474.html).
DETR (2001), Take-up and Effectiveness of Travel Plans and Travel Awareness Campaigns, Department of Environment, Transport and the Regions (www.local-transport.detr.gov.uk).
Detour Publications (www.web.apc.org/~detour) provides information related to urban ecology and transportation planning.
Dr. Marcus Enoch, Lian Zhang and
David Morris (2005), Organisational Structures for Implementing Travel
Plans: A Review,
Reid
Reid
European Platform On Mobility Management (www.epomm.org) provides resources for transportation demand management planning and program development.
FCM (2008), Improving Travel Options with Transportation Demand Management (TDM), Centre for Sustainable Community Development, Federation of Canadian Municipalities (www.sustainablecommunities.fcm.ca); at www.sustainablecommunities.fcm.ca/files/Capacity_Building_Transportation/TransportationDemandManagement-e.pdf.
Erik Ferguson (2001), TDM and Public Policy, Ashgate Publishing, Ltd. (www.ashgate.com).
FHIO (2002), Federal House In Order – Reducing Greenhouse Gases Together, Government of Canada (www.fhio-ifppe.gc.ca).
GSA (2002), Federal Agency Transportation Management Program, General Services Administration, National Capital Region (www.ncpc.gov); at www.ncpc.gov/publications_press/transport/transportation.pdf.
ICF Incorporated (1997), Opportunities to Improve Air Quality Through Transportation Pricing Programs, USEPA (www.epa.gov/omswww/market.htm).
Information and Publicity Helping the Objective of Reducing Motorized Mobility (INPHORMM) (www.wmin.ac.uk/Env/UDP/phorm/inphormm.htm) is an organization that supports TDM marketing efforts.
International Council for Local Environmental Initiatives (www.iclei.org) provides tools to help communities become healthier and more environmentally responsible.
It All Adds Up to Cleaner Air (www.italladdsup.gov) is a public information program sponsored by The Alliance for Clean Air and Transportation, a coalition of government and private organizations to raise awareness of the connection between transportation choices, traffic congestion, and air quality.
Konsult: Knowledgebase on
Todd Litman (1998), Guide to Calculating TDM Benefits, VTPI (www.vtpi.org).
Todd Litman (2006), Socially-Optimal Transport Prices and Markets, VTPI (www.vtpi.org).
Andrew Macbeth and Megan Fowler (2008), Transport Network Optimisation: Think-Piece, New Zealand Transport Agency (http://www.landtransport.govt.nz); at http://www.landtransport.govt.nz/sustainable-transport/docs/transport-network-optimisation.pdf.
Hugh McClintock (2001), Comprehensive
Transportation Planning Bibliography,
A.D. May (1999), Making the
Links: Car Use and Traffic Management Measures in the Policy Package,
MetroPool (www.metropool.com) delivers transportation
demand management employers and commuters in the
Michael D. Meyer (1999), “Demand Management as an Element of Transportation Policy: Using Carrots and Sticks to Influence Travel Behavior,” Transportation Research Record A, Vol. 33, No. 7/8, Sept./Nov., 1999, pp. 575-599.
NALGEP (2005), Clean Communities on the Move: A Partnership-Driven Approach to Clean Air and Smart Transportation, National Association of Local Government Environmental Professionals (NALGEP), (www.nalgep.org).
National Bicycle and Pedestrian Clearinghouse (www.bikefed.org) provides resources related to non-motorized transport planning and promotion.
National TDM and Telework Clearinghouse (www.nctr.usf.edu/clearinghouse) provides current information and resources on Transportation Demand Management and Telework programs.
National Transportation Library (www.bts.gov/NTS) has resources, some of which are available to download, and others that can be ordered.
OECD
(2002), Road
Travel Demand: Meeting the Challenge, Organization for
Economic Cooperation and Development (www.oecd.org).
PROSPECTS (2003),
Transport Strategy: A Decisionmakers
Guidebook,
Konsult, Institute for Transport Studies,
Road Traffic Reduction Act 1997, Her Majesty’s Stationary Office (www.hmso.gov.uk/acts/acts1997/1997054.htm).
Nancy Skinner and Stuart Cohen (1996), Commuting in the Greenhouse; Automobile Trip Reduction Programs for Municipal Employees, International Council for Local Environmental Initiatives (www.iclei.org).
STELLA: Sustainable Transport in Europe
And Links And Liaisons With
TDM Resource Center (1996), Transportation Demand Management; A Guide to Including TDM Strategies in Major Investment Studies and in Planning for Other Transportation Projects, Office of Urban Mobility, WSDOT (www.wsdot.wa.gov).
Transportation
Demand Management Resource Centre (www.transportcanada.ca/programs/environment/UTSP/TDMResources.htm)
is a program by Transport
Tools of Change (www.toolsofchange.com)
provides guidance on developing emission reduction programs, and case studies
of successful programs.
Transportation
Association of
Transportation
Demand Management (TDM) Database (www.tc.gc.ca/programs/environment/UTSP/tdm.htm)
by Transport
Transportation Planet (www.transportationplanet.com) seeks to educate viewers about the importance of balanced transportation using images of various transportation activities and services.
TravelSmart (www.travelsmart.transport.wa.gov.au) is a community-based program that encourages people to use alternatives to travelling in their private car.
TravelWise Website (www.travelwise.org.uk) provides advice and resources for TravelWise, Safe Routes and Travel Plan professionals.
USEPA (1998), Trip Reduction Ordinances, Transportation and Air Quality TCM Technical Overviews, US Environmental Protection Agency (www.epa.gov/oms/transp/publicat/pub_tech.htm).
USEPA (2002), Transportation Control Measures Program Information Directory, U.S. Environmental Protection Agency (www.epa.gov); at http://yosemite.epa.gov/aa/tcmsitei.nsf. This on-line searchable database has more than 120 records on programs that reduce transportation pollution emissions.
USEPA (2001), Directory of Air Quality Economic Incentive Programs, U.S. Environmental Protection Agency (www.epa.gov); at http://yosemite.epa.gov/aa/programs.nsf.
David Van Hattum (2003), Expanding Commuter Options in the Twin Cities: Practical and Cost-Effective Steps To Reduce Congestion By Optimizing Travel Demand Management (TDM) Strategies, Minnesota Office of Environmental Assistance (www.moea.state.mn.us), Downtown Minneapolis TMO (www.mplstmo.org/TDMguidebook.htm) and 494 Commuter Services (www.494corridor.org).
Victoria Transport Policy Institute (www.vtpi.org) provides resources for planning and evaluating TDM, bicycling and walking programs.
Washington State Department of Transportation (WSDOT) website has information on Transportation Demand Management at (www.wsdot.wa.gov/tdm).
This Encyclopedia is produced by the Victoria Transport Policy
Institute to help improve understanding of Transportation Demand Management. It
is an ongoing project. Please send us your comments and suggestions for
improvement.
Victoria Transport Policy
Institute
www.vtpi.org info@vtpi.org
Phone & Fax
250-360-1560
#42