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1.
TRANSPORTATION DEMAND
MANAGEMENT (TDM) STRATEGY STRATÉGIE DE GESTION DE LA DEMANDE EN TRANSPORT
(gdt) |
That
Council approve the Transportation Demand Management (TDM) Strategy, including
the proposed three-year action plan, as detailed in Document 1.
Recommandation du ComitÉ
Que le Conseil approuve la stratégie de gestion de la demande
en transport (GDT), y compris le plan d’action triennal proposé, décrit dans le
document 1.
1.
Deputy City Manager, Planning
and Infrastructure report dated 25 April 2012 (ACS2012-PAI-PGM-0016)
2. Extract
of draft Minute, Transportation Committee meeting of 2 May 2012.
Report to/Rapport au :
Transportation Committee
Comité des
transports
and Council / et au Conseil
25 April 2012 / le 25 avril 2012
Submitted by/Soumis par : Nancy
Schepers, Deputy City Manager/Directrice municipale
adjointe, Planning and Infrastructure / Urbanisme et
Infrastructure
Contact Person/Personne-ressource : Vivi Chi, Manager/Gestionnaire,
Transportation Planning/Planification des transports, Planning and Growth Management/Urbanisme et Gestion de la croissance
(613) 580-2424 x21877, vivi.chi@ottawa.ca
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SUBJECT: |
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OBJET : |
STRATÉGIE
DE GESTION DE LA DEMANDE EN TRANSPORT (gdt) |
That Transportation Committee recommend
Council approve the Transportation Demand Management (TDM) Strategy, including
the proposed three-year action plan, as detailed in Document 1.
Que le Comité
des transports recommande au Conseil d’approuver la stratégie
de gestion de la demande en transport (GDT), y compris le plan d’action triennal proposé, décrit
dans le document 1.
Executive Summary
Transportation
Demand Management (TDM) initiatives encourage individuals to reduce the number
of trips they make, to choose transit, non-driving alternatives, or shared
vehicle trips more often, to travel outside peak periods, and to reduce the
length of their trips. The following TDM Strategy describes how the City will
continue working to influence the travel decisions of people in
There is also a strong economic rationale to support the
implementation of TDM measures.
Recognizing the economic benefits and modeled on best practices such as WORKshift Calgary - a regional initiative to promote,
educate, and accelerate the adoption of telecommuting in the business community
- the City will be offering tools, resources, and information to help area
employers effectively implement telework or
telecommute programs for their employees. The City will also reach out to major
employers and institutions such as the federal government, local universities
and colleges to assess opportunities to explore flexible work hour provisions
as well as scheduling as a means of helping to flatten peak commute periods. The
TDM Strategy is being brought forward for approval as a Strategic Initiative
identified in the City’s Strategic Plan for 2011-2014. It also responds
directly to the recommendation of the Transportation Master Plan that the City develop a comprehensive TDM Strategy, and it addresses the
strategic directions from the Official Plan. The recommendations of the TDM
Strategy will be implemented over the next three years (2012 to 2014).
The
significant and lasting change in how people travel will arise out of an
increased focus on transit, cycling and walking as comparatively better modes
of transport than car travel. Through infrastructure and service improvements
to the City’s public transit system, cycling network, and pedestrian
facilities, the City continues to provide more of the physical or “hard”
elements that enable and facilitate sustainable transport. The TDM Strategy
outlines the complementary “soft” measures that support these physical
elements, that maximize the benefits of such capital investments, and that
encourage people to use them. When properly planned and implemented, “hard”
capital projects and “soft” TDM measures complement one another to yield a
whole that is greater than the sum of its parts.
The
TDM Strategy presents a strategic framework based on four long-term goals, as
well as a three-year action plan made up of nine actions into which existing
and future recommended TDM initiatives are grouped. The action plan recognizes
the various opportunities for synergy with internal and external stakeholders,
and respects anticipated staffing and resource constraints. A performance
measurement framework to evaluate the effectiveness of the TDM program over
time is also presented.
For example, in the short term, TDM initiatives will have
increasing prominence in the City’s activities, given the recent approval of
the Ottawa on the Move capital program, and with it, the advancement over the
next three years of many important infrastructure renewal projects that were
not scheduled for more than a decade.
While
The
TDM Strategy is consistent with best practices in other Canadian communities
recognized as leaders in managing transportation demand, and will solidify
Ottawa’s position among municipalities on the leading edge of TDM.
The TDM Strategy spending plan, outlined in Document
1, aligns with the funding requirements identified in the Term of Council
Priorities, as well as existing and forecasted TDM Strategy funds.
Funding in 2012 is available in the 2012 TDM account (906422). Future
years’ capital requirements, as recommended under the Term of Council
Priorities, will be included in the 2013 and 2014 draft budget submissions.
The
development of the TDM Strategy involved consultation with the Pedestrian and
Transit Advisory Committee, the Roads and Cycling Advisory Committee, and the
Environmental Advisory Committee. Staff presented background information and
preliminary recommendations to each Committee, and received input at the
Committee meetings and in subsequent correspondence. The feedback from the
Advisory Committees generally consisted of a variety of suggested actions to
include in the TDM Strategy, several of which have been incorporated into the
three-year action plan. A number of the suggestions were outside the scope of
the TDM Strategy, and will therefore be considered through other City programs
as appropriate (e.g. Cycling Facilities Program and Pedestrian Facilities
Program).
Résumé
Hypothèses et analyse
Les projets de gestion de la demande en transport
(GDT) encouragent les gens à réduire le nombre de leurs déplacements, à choisir
le transport en commun, le co-voiturage ou tout autre
moyen de transport sans voiture, à se déplacer en dehors des périodes de pointe
et à réduire la longueur de leurs déplacements. La stratégie de GDT qui suit décrit
comment la Ville compte poursuivre ses efforts pour influer sur les choix des gens
à Ottawa en ce qui concerne leurs déplacements, et ce, en faisant la promotion
de solutions de transport durables qui soient compatibles avec les buts à long
terme de la Ville.
Il existe également d’importants
motifs économiques pour appuyer la mise en œuvre des mesures de GDT. En
reconnaissant les avantages économiques et en se fondant sur les pratiques
exemplaires, comme celle de WORKshift Calgary, une
initiative régionale visant à promouvoir et à accélérer l’adoption du
télétravail dans la communauté d’affaires et à en informer les parties
intéressées, la Ville offrira des outils, des ressources et des renseignements
pour aider les employeurs de la région à mettre en œuvre efficacement des
programmes de télétravail pour leurs employés. La Ville tendra également la
main aux employeurs et institutions majeurs, comme le gouvernement fédéral, les
universités et les collèges locaux pour évaluer les occasions d’explorer les
heures de travail flexibles ainsi que l’établissement d’horaires comme moyen
d’aider à atténuer les périodes de pointe dans le transport en commun. La
stratégie de GDT a été soumise au processus d’approbation comme une initiative
stratégique cernée dans le Plan stratégique de la Ville pour 2011-2014. Elle répond également directement à la
recommandation du Plan directeur des transports voulant que la Ville élabore
une stratégie de GDT exhaustive, et elle respecte les orientations stratégiques
tirées du Plan officiel. Les recommandations de la stratégie de GDT seront
mises en œuvre au cours des trois prochaines années (de 2012 à 2014).
Pour modifier les habitudes de déplacement des gens de
façon significative et durable, il sera nécessaire de mettre davantage l’accent
sur les avantages du transport en commun, de la bicyclette et de la marche par
rapport à l’automobile. En apportant des améliorations au réseau de transport
en commun, au réseau de pistes cyclables et aux installations piétonnières, que
ce soit sur le plan de l’infrastructure ou des services, la Ville continue
d’offrir davantage d’éléments matériels ou concrets qui favorisent le transport
durable. La stratégie de GDT fait état des mesures complémentaires plus
abstraites qui appuient ces éléments matériels, maximisent les avantages de
telles dépenses en immobilisations et encouragent les gens à les utiliser.
Lorsqu’ils sont planifiés et mis en œuvre de façon adéquate, les projets
d’immobilisations concrets et les mesures de GDT plus abstraites se complètent
et forment un tout plus grand que la somme des parties.
La stratégie de GDT offre un cadre stratégique fondé
sur quatre objectifs à long terme ainsi qu’un plan d’action triennal composé de
neuf mesures regroupant les projets de GDT recommandés, qu’ils soient actuels
ou futurs. Le plan d’action tient compte des différentes possibilités de
synergie entre les intervenants internes comme externes et respecte les
contraintes prévues quant aux ressources et à la dotation en personnel. Il contient
également un cadre d’évaluation du rendement qui servira à évaluer l’efficacité
du programme de GDT au fil du temps.
Par exemple, à court terme, les
initiatives en GDT auront une importance accrue dans les activités de la Ville,
en raison de la récente approbation du programme d’immobilisation de la Ville, Ottawa, on se déplace, et avec elle,
l’avancement au cours des trois prochaines années d’importants et nombreux
projets de renouvellement de l’infrastructure qui n’étaient pas prévus à
l’horaire avant plus d’une décennie. Même si Ottawa, on se déplace aura sa propre stratégie de GDT, les mesures
et le plan d’action décrits dans cette stratégie générale à l’échelle de la
Ville appuieront et renforceront ces initiatives.
La stratégie de GDT va dans le sens des pratiques
exemplaires d’autres collectivités canadiennes reconnues comme chefs de file en
gestion de la demande en transport et confirmera la place d’Ottawa parmi les
municipalités à la fine pointe de la GDT.
Répercussions financières
Le plan de dépenses relatif à la stratégie de GDT,
exposé dans le document 1, répond aux critères de financement énoncés dans les
priorités établies pour le mandat du Conseil, et tient compte également des
crédits actuels et prévus pour la stratégie de GDT. Le financement pour l’année
2012 a été affecté au poste budgétaire GDT 2012 (906422) et le financement
additionnel d’immobilisation a été affecté annuellement aux priorités du mandat
actuel du Conseil jusqu’en 2014. Les besoins futurs en immobilisation, tels
qu’ils sont recommandés au sein des priorités du mandat du Conseil, seront
inclus dans les ébauches budgétaires de 2013 et 2014.
Consultation publique et commentaires
L’élaboration de la stratégie de GDT a donné lieu à la
consultation du Comité consultatif sur les piétons et le transport en commun,
du Comité consultatif sur les routes et le cyclisme et du Comité consultatif
sur l’environnement. Le personnel a fourni des renseignements généraux et des
recommandations préliminaires à chacun des comités et a reçu des commentaires
lors des réunions des comités ainsi qu’au cours de communications ultérieures.
La rétroaction des comités consultatifs consistait généralement en un éventail
de mesures que l’on suggérait d’intégrer dans la stratégie de GDT; plusieurs
d’entre elles ont d’ailleurs été intégrées dans le plan d’action triennal. Un
certain nombre de suggestions dépassaient la portée de la stratégie de GDT et
seront donc considérées dans le cadre d’autres programmes de la Ville, selon le
cas (p. ex. le Programme d’infrastructures cyclables et le Programme
d’installations piétonnières).
Background
Transportation demand management (TDM) initiatives
encourage individuals to reduce the number of trips they make, to choose more
often non-driving alternatives, to travel outside peak periods, and to reduce
the length of their trips. A key goal of TDM is to minimize peak hour
automobile travel and reduce the need for new or wider roads. TDM measures make
alternatives to driving more attractive, build a positive public attitude
towards those alternatives, and provide information and incentives that encourage
responsible travel behaviours. An effective TDM program helps reduce the
automobile dependence of
For over a decade, the
City has been involved in planning and implementing TDM initiatives. Based
primarily on Official Plan and Transportation Master Plan policies and
recommendations, the City has led or supported a wide variety of TDM
initiatives including TDM-supportive planning practices; education and
promotion; and complementary initiatives to encourage transit, cycling, walking
and carpooling. However this has taken place in the absence of a formal,
comprehensive strategy that addresses the need to prioritize initiatives, guide
implementation, facilitate interdepartmental coordination, and measure
performance. The adoption of this formal TDM Strategy will address these needs
and maximize the effectiveness of the City’s TDM program.
Transportation
Master Plan
The
2008 Transportation Master Plan (TMP) references the need for TDM approaches in
two of the 12 elements of its Transportation Vision, and the TDM Strategy
directly addresses the key principles of both.
Element
1: Reduce automobile dependence
Key principles:
Give priority to public transit in meeting future growth in travel demand; make
walking and cycling more attractive than driving for short trips; motivate
sustainable travel choices through education, promotion, incentives and
disincentives; and encourage shorter trips and travel alternatives like telework.
Element
2: Lead by example
Key principles:
Minimize energy use and environmental impacts of City transportation
facilities, fleets, operations and services; foster walking, cycling and
transit use by employees and visitors to City facilities; and forge
constructive partnerships with the private sector, institutions and community
organizations.
The
TMP also identifies eight strategic directions essential to achieving the
vision, which includes “Managing transportation demand”. Within this category
(Section 3.3 of the TMP), a number of leadership and outreach initiatives are
identified, most notably that the City will “develop a comprehensive TDM
Strategy… that will establish long-term objectives, priority short-term actions
and a performance measurement framework”. This report presents a TDM Strategy
that directly responds to this recommendation, and that reflects the other
initiatives identified in this section of the TMP.
In
its subsequent chapters, the TMP sets out a number of TDM-related policies on
active transportation and public transit that are
consistent with this TDM Strategy. It also identifies several TDM-related
policies related to ridesharing, but this strategy focuses on other
higher-priority short-term action opportunities (particularly given the TMP
recommendation that the City develop a strategy specifically to address
ridesharing).
Official
Plan
The
development of a formal TDM Strategy is supported by the Official Plan (OP),
which identifies transportation demand management as a Strategic Direction. The
OP states that the City will implement a comprehensive TDM program and also act
as a role model by implementing measures that enhance its employees’ options
for commuting and business travel. The TDM Strategy reflects the Strategic
Direction identified in the OP and defines the individual actions that will
move the city in the direction envisioned in the OP.
Term
of Council Priorities
The
TDM Strategy supports the strategic objectives associated with TM4 - Promote
alternative mobility choices: Promote alternative mobility choices by
emphasizing transit, cycling and walking as preferred ways of getting around
the City; use education, promotion and incentives to encourage alternatives to
driving, and provide information that encourages responsible travel. As well,
it supports the City’s long term sustainability goals, most notably in terms of
Connectivity and Mobility (goal: walking, cycling, and transit are residents’
first choices for transportation), but also in terms of Health and Quality of
Life (goal: all residents enjoy a high quality of life and contribute to community
well-being).
DISCUSSION
The TDM Strategy provides clear, formal direction for
the City’s TDM program based on a set of overall goals that define success. The
Strategy also includes a three-year action plan comprised of nine actions
necessary to achieve the Strategy’s goals. For each action, the plan describes
specific initiatives on a year-by-year basis, identifies supporting roles and
responsibilities both within the City and externally, and defines indicators
that will inform performance measurement for the program. Capital budget
requirements, consistent with the Council-approved 2012 Budget and the Term of
Council Priorities, are identified for the three-year action plan.
Based
on the Official Plan, Transportation Master Plan, and City Strategic Plan, as
well as best practices in other jurisdictions and historical experience in
1.
Employee
commuting and business travel: Lead by example by motivating more
sustainable commuting and business travel by City employees.
2.
Communication
and promotion: Use communication and promotion initiatives
to remove barriers to more sustainable travel choices by individuals.
3.
Community
partnerships: Establish strong partnerships to
engage individuals in workplaces, schools and neighbourhoods, and to extend the
City’s reach and leverage community resources.
4.
Internal
linkages: Integrate TDM principles into a wide range of related City
initiatives.
Based
on the four goals, the Strategy outlines a three-year plan consisting of nine
actions:
·
Action 1A – Improve and Promote
Employee Travel Options
·
Action 2A – Develop a Strategic
Communication Framework
·
Action 2B – Provide Travel Tools and
Information
·
Action 2C – Conduct Events and
Recognize Success
·
Action 3A – Engage Workplaces
·
Action 3B – Engage Schools
·
Action 3C – Engage Neighbourhoods
·
Action 4A – Enhance Community Services
·
Action 4B – Support Other City
Initiatives
Within
each action, specific TDM measures are identified for implementation on a
year-by-year basis (refer to Document 1). The action plan confirms and
recommends improvements to existing TDM initiatives, and proposes new
initiatives where feasible given staff resource and budget availability.
In
particular, the Strategy identifies how TDM staff will work with other City
departments and branches to maximize the effectiveness of the TDM program. A
key aspect in the development of the Strategy was consultation with other City
departments and branches that are leading initiatives to influence the travel
choices of people in
Also
addressed in the Strategy is performance measurement. Each action has
associated performance indicators that, when considered aggregately, will give
the City a sense of the overall impact of the TDM program. Performance
indicators will be tracked over time, to first establish baseline conditions
and then to monitor subsequent progress. Effective performance measurement will
allow TDM staff to confirm the effectiveness of the program’s various
initiatives, and to make adjustments where appropriate.
In
developing the TDM Strategy, it was recognized that significant and lasting
change in how people travel in the future will arise out of an increased focus
on transit, cycling and walking as comparatively better modes of transport than
car travel. Through infrastructure and service improvements to the city’s
public transit system, cycling network, and pedestrian facilities, the City
continues to provide more of the physical or “hard” elements that enable and
facilitate sustainable transport. In the current term of Council, this most
notably includes Light Rail Transit implementation, the Ottawa on the Move infrastructure
program, as well as the annual Road Renewal, Cycling Facilities and Pedestrian
Facilities programs. The TDM Strategy outlines the complementary “soft”
measures that support these physical elements, that maximize the benefits of
such capital investments, and that encourage people to use them. These measures
are primarily educational and promotional initiatives, incentives and
disincentives, and other measures that change the social or economic factors
that influence peoples’ travel choices. When properly planned and implemented,
capital infrastructure projects and TDM measures complement one another to
yield a whole that is greater than the sum of its parts.
Leading up to the implementation of the
City’s Ottawa Light Rail Transit (OLRT) project, TDM staff will develop and
implement a number of initiatives that could be capitalized upon by the Rail
Implementation Office (RIO) as part of the strategy for managing transportation
demand both during and after LRT construction. Work has been done to take lessons
learned from other national and international experiences that set out practical
measures for implementation aligned with the City’s TDM program.
Specifically,
the TDM Strategy’s employer engagement program will enable the development of
tools and resources of city-wide relevance that could be applied in a targeted
manner by the RIO in an efficient and coordinated fashion.
The
TDM Strategy includes a three-year action plan with associated staff resource
and capital budget requirements for implementation. Funding in 2012 is
available in the 2012 TDM account (906422).
Budget forecasts for 2013 and 2014 have been assumed based on the
approved 2012 Budget forecast. Over the next three years, the TDM action plan
will be adjusted as necessary to reflect any deviations from the budget
forecast.
Also,
the TDM Strategy is designed to capitalize on the existing and planned
initiatives by other departments and branches that influence the travel choices
of people in
Future Opportunities
The
City of
At the
same time, Budget 2012 announced
More than simply
a capital works program, OOTM encompasses important communication and TDM
components. The TDM campaign, in
particular, will be aimed at promoting alternative travel choices during
periods of significant construction disruption across the city by creating a
single “one stop” web portal to provide information concerning TDM tools and
programs as well as promoting sustainable commuting options for residents and
potential workshift opportunities for employers and
employees alike. As well, the Ottawa on the Move program will also serve to
promote Traffic System Management tools by integrating links to real-time
information on travel conditions, transit schedules, and mobility options as
well as offering specific project-based information related to the construction
program.
In addition, a
major focus of this campaign will be on reducing demand as a first priority by
creating partnerships with the federal institutions, businesses and members of
the academic community as there is a strong economic rationale to support the
implementation of TDM measures. Recent
research has shown that 40% of jobs in Canada are teleworkable,
offering multiple benefits for employers and employees alike. Benefits for
employers include:
·
Increasing
employee productivity by up to 40%
·
Decreasing
operating expenditures
·
Increasing
competitiveness for attracting and retaining talent
·
Bolstering
corporate image as an environmental steward
·
Diminishing
business disruption in the case of a regional emergency
While employees
experience benefits such as:
·
Enhanced productivity-
both at work and at home
·
Financial savings:
gas, vehicle, parking, dry cleaning etc.
·
Increased quality
of time doing the things you love
·
Improved health
and well-being
·
Reduced stress
and increased flexibility
Research has also
determined that Canadian commuters could save an average of 9 work days/year by
working at home just twice a week.
Similar to WORKshift Calgary, a regional
initiative to promote, educate, and accelerate the adoption of telecommuting in
the business community, the City will be offering tools, resources, and
information to help area employers effectively implement telework
or telecommute programs for their employees.
The overall TDM Strategy will support
RURAL IMPLICATIONS
Transportation
demand management is a city-wide issue that affects urban, suburban and rural
residents. While some of the goals and actions of the TDM Strategy apply to
rural residents, lands, services and businesses, they do not have any
significant implications that are exclusively rural in nature.
CONSULTATION
The
approach to consultation in developing the TDM Strategy had three primary
components: exploratory interviews, Technical Advisory Committee, and Advisory
Committees.
1) Exploratory
interviews
As
an initial step in the project, exploratory fact-finding interviews were
conducted with staff and/or management of the various City departments and
branches that share common interests and represented potential partners in
developing the TDM Strategy, including:
·
Community and Social Services
(Community Development and Funding)
·
Community Sustainability (Environmental
Sustainability)
·
Corporate Communications (Client
Relations)
·
OC Transpo (Marketing and Strategic
Development)
·
·
Parks, Recreation and Cultural Services
(Community Programs)
·
Planning and Growth Management
(Development Review, Urban Services)
·
Public Works (Parking Operations,
Maintenance and Development)
·
Public Works (Traffic Management and
Operational Support)
·
Rail Implementation Office (Rail
Planning)
The
purpose of the interviews was to inform others about the development of the TDM
Strategy, and to identify opportunities and barriers related to sustainable
mobility from the perspective of the interviewees. Through the interviews, TDM
staff gained an understanding of how other City programs influence travel
choices, explored opportunities for synergy between different programs, and
identified roles and responsibilities of other City departments and branches
for integration into the TDM Strategy.
Finally,
separate interviews were conducted with staff of the National Capital
Commission and the City of
2) Technical
Advisory Committee
Early
in the project, a Technical Advisory Committee (TAC) was created, consisting of
staff representatives from the various City departments and branches with whom exploratory
interviews were conducted.
The
purpose of the TAC was to facilitate discussion about shared objectives related
to TDM, ensure coordination between existing and planned initiatives by
different City groups, and inform the development of the TDM Strategy based on
those objectives and initiatives. The
TAC met three times in 2011: in May to be familiarized with the project, review
work-to-date, and identify issues for discussion; in October to review and
comment on preliminary recommendations; and in November to review and comment
on final recommendations.
In
addition to the formal meetings, members of the TAC also acted as a resource to
staff developing the TDM Strategy, provided additional contacts for
consultation beyond the TAC members, and reviewed the draft TDM Action Plan
prior to finalization.
3) Advisory
Committees
In
September and October 2011, staff presented background information and
preliminary recommendations to the Roads and Cycling Advisory Committee,
Pedestrian and Transit Advisory Committee, and Environmental Advisory Committee
in order to notify them of the project and obtain their feedback. Input was received at the committee meetings,
and also in subsequent correspondence. The feedback from the Committees was
generally positive and supportive.
Comments by the Ward Councillors
Not
applicable – City-Wide report.
LEGAL IMPLICATIONS
There
are no legal impediments in implementing the recommendation in this report.
There
are no risk implications.
The TDM Strategy spending plan, outlined in Document
1, aligns with the funding requirements identified in the Term of Council
Priorities, as well as existing and forecasted TDM Strategy funds.
Funding in 2012 is available in the 2012 TDM account
(906422). Forecasted additional funds will be brought forward for Council
consideration through the respective budget processes.
ACCESSIBILITY IMPACTS
The
overall TDM Strategy does not have significant accessibility implications,
although the promotion of alternatives to driving will benefit people who are
unable to drive, which in many cases includes youths, seniors and people with
disabilities.
Environmental Implications
The TDM Strategy will support the City’s goal of reducing
greenhouse gas emissions from transportation by promoting more sustainable
modes of transportation such as transit, cycling, walking and carpooling, as
well as by encouraging trip reduction through teleworking and flexible work
arrangements (e.g. compressed work weeks, flexible working hours, emergency
ride home programs, etc.).
Technology Implications
The
Transportation Demand Management (TDM) Strategy report refers to potential
technical requirements and/or modifications including, mobile workforce
solutions, web portals, systems integration, as well as the proposed use of
social media tools. Further discussion will be required in order to
determine the level of impact the TDM Strategy will have on IT resources as
well as assessing associated costs. A detailed business case may need to
be evaluated through the City of
TERM OF COUNCIL PRIORITIES
The
2011-2014 City Strategic Plan identifies a number of Strategic Initiatives that
support the City’s long-term sustainability goals and represent priority
initiatives for the current term of Council. The TDM Strategy is identified as
Strategic Initiative 16 under the oversight of Transportation Committee.
One of the eight Strategic Priorities
identified in the Strategic Plan is “Transportation and Mobility,” defined as
meeting the “current and future transportation and mobility needs of residents,
visitors and enterprises by improving transit and by emphasizing choice and
accessibility of multiple types of transportation including the development of
a Light Rail Transit system.” This priority
is further translated into four executable strategic objectives which include:
·
TM1 – Ensure sustainable transit
services: Offer reliable travel options at the lowest possible cost and in a
financially and operationally sustainable way.
·
TM2 – Maximize density in and around
transit stations: Plan well-designed, compact neighbourhoods where residents
can live, work, shop and play close by, complete daily activities easily,
access viable transit, and support local businesses.
·
TM3 – Provide infrastructure to support
mobility choices: Improve residents’ mobility choices by supporting initiatives
related to routes, rapid transit, walking, and cycling.
·
TM4 – Promote alternative mobility
choices: Promote alternative mobility choices by emphasizing transit, cycling
and walking as preferred ways of getting around the City. Use education,
promotion and incentives to encourage alternatives to driving, and provide
information that encourages responsible travel.
As
mentioned, the TDM Strategy directly addresses objective TM4, and complements
other City initiatives related to objectives TM1, TM2 and TM3. It also directly
or indirectly supports a number of other Strategic Priorities and associated
Strategic Objectives, most notably EP2, EP3, ES3, HC1, SE1 and SE2.
The
TDM Strategy also supports the City’s long-term sustainability goals for
Connectivity and Mobility, Climate Change, Health and Quality of Life, and
Economic Prosperity.
SUPPORTING DOCUMENTATION
DOCUMENT 1 Transportation Demand Management Strategy (Previously distributed and held on file
with the City Clerk)
DISPOSITION
Upon
Council’s approval of the TDM Strategy, staff of the Planning and Growth
Management Department will implement and monitor the Strategy’s action plan.
TRANSPORTATION DEMAND MANAGEMENT (TDM) STRATEGY
STRATÉGIE DE GESTION DE LA DEMANDE EN TRANSPORT (gdt)
PRÉSENTATION – OTTAWA, ON SE DÉPLACE
ACS2012-PAI-PGM-0016 City Wide / a l’échelle de la ville
REPORT
RECOMMENDATION
That
Transportation Committee recommend Council approve the Transportation Demand
Management (TDM) Strategy, including the proposed three-year action plan, as
detailed in Document 1.
CARRIED
STAFF DIRECTION:
Staff were directed to circulate a memorandum submitted during the last
term of Council (Strategic Plan for Bus
Connections with Rail Line ACS2009-ICS-TRA-0013), which contained information with regards to
movement/detours in the downtown while the LRT is under construction.