Chapter 1: Introduction

1.1 Overview of TDM

Like Ottawa, most Canadian communities face growing transportation challenges. Road expansion is no longer considered a universal solution to traffic congestion, and the environmental impacts of vehicular emissions are seen as unacceptable. Fiscal constraints loom, making the costs of many mobility solutions appear unsupportable. Citizens demand travel options that are convenient, reliable, healthy and safe.

In response to these trends virtually all long-range municipal plans, including the City of Ottawa’s Official Plan and Transportation Master Plan, emphasize the need for more sustainable transportation options. They acknowledge the need to enable and motivate individuals to make greater use of walking, cycling, transit, carpooling and telework. By doing so, communities are aiming to boost three vital outcomes:

§ quality of life—More sustainable transportation systems reduce the impacts of delay on families and businesses, increase physical activity and reduce the health impacts of vehicle emissions. By shifting travel from cars to transit, they reduce the risk to individuals of being hurt in a collision. They help non-drivers (including children, youth, seniors and persons with disabilities) to reach daily destinations like work, school, stores and recreation centres.

§ environmental health—More sustainable transportation systems reduce the emission of greenhouse gases as well as pollutants that form smog, and support more compact cities that use less land for development.

§ economic growth—More sustainable transportation systems yield lower long-term costs for road infrastructure, vehicular operation, and health care for collision victims and persons with obesity or respiratory illness. Shifting travel demand from cars to more sustainable modes can thus liberate public and private resources to invest in other priorities.

Transportation demand management (TDM) is one of the approaches that Canadian governments are using to create more sustainable transportation systems. Together with enhanced transportation supply and supportive land use practices, TDM allows communities to shape the economic, social and physical factors behind individuals’ travel choices. By influencing whether, why, when, where and how people travel, TDM measures can motivate important changes in travel behaviour:

§ modal shift—more people choosing to walk, cycle, take transit or carpool

§ trip reductions—more people choosing to telework, shop online or conduct business by telephone

§ driving reductions—more drivers making fewer trips by car and to closer destinations

§ time and route shifting—more drivers changing the time or route of their driving trip to avoid traffic congestion

In most large Canadian cities, TDM programs are now “business as usual” even though in most cases they are inadequately resourced to maximize their effectiveness. TDM is acknowledged as an important part of the municipal transportation “toolbox,” and as providing vital support to equally important land use, public health, environment and social service objectives. Increasingly, TDM measures are also being integrated into the delivery of transportation capital projects including rapid transit facilities, cycling lanes and multi-use pathways, and into major development projects by both the private and public sectors.

1.2 TDM in Ottawa

Ottawa is one of many Canadian communities that are working to integrate TDM into their transportation plans and operations. Historically, Ottawa has been among the leaders in this field, although recent well-funded intergovernmental efforts in Vancouver, Toronto and Montreal have elevated those communities to the leading edge.

Prior to municipal amalgamation in 2000, the Region of Ottawa-Carleton played a TDM leadership role in several areas, including the following:

§ funding cycling promotion and skills training through Citizens for Safe Cycling

§ partnering with Nortel Networks on an award-winning TDM program at its Carling Campus

§ creating and registering the TravelWise/SageVirage identity as a government mark

§ development of the OC Transpo ECOPASS and internal SmartCommute program

§ creation of the Ottawa Cycling Map and publication of the Complete Cycling Guide

§ support for the Bruce Timmermans cycling awards

§ funding of OC Transpo’s Rack & Roll pilot project

§ funding of an individualized marketing pilot project

Over the next decade following municipal amalgamation, the City continued to build its TDM efforts through:

§ inclusion of TDM policies in the 2003 and 2008 Transportation Master Plans

§ support for preliminary U-Pass investigations at the University of Ottawa and Algonquin College

§ support for interdepartmental initiatives to promote active living

§ creation and launch of the OttawaRidematch.com carpooling website

§ regular updates of the Ottawa Cycling Map

§ inclusion of TDM-supportive recommendations in the Ottawa Cycling Plan and Ottawa Pedestrian Plan

§ a commuting survey of City staff, and of public attitude surveys on commuting and cycling issues

§ introduction of TDM measures at the Constellation worksite

§ offering online trip planning to OC Transpo customers, and cross-marketing of transit passes with VRTUCAR carsharing service

In 2010 and 2011, the City of Ottawa has continued to expand its portfolio of TDM initiatives to include:

§ funding for a successful school travel planning pilot project that has led to increasing interest among local schools and school boards

§ delivery of CAN-BIKE cycling skills training through recreation programs and at local schools

§ support for special events and campaigns including Bike to Work, iWalk iBike, and Sustainable Transportation Week

§ launch of the “Cycling in the City” e-newsletter

§ preparing for the introduction of the PRESTO smart card and provision of real-time service information to wireless devices

§ improving bicycle parking at City facilities, Transitway stations and on-street in conjunction with the removal of parking meters

The City’s governmental partners in the National Capital Region are also actively pursuing TDM solutions. The National Capital Commission has launched the BIXI bike sharing program, developed a plan for more sustainable commuting and business travel by employees, and continued operation of its Sunday Bikedays. The City of Gatineau is studying the creation of a non-profit organization to delivery TDM services, developing a carpool ridematching system, and supporting a school-based program among other outreach and promotion initiatives.

1.3 About this Strategy

1.3.1 Purpose and structure

The purpose of this document is to identify an overall framework and three-year action plan for the City’s TDM program, for the benefit of elected officials, staff, partner organizations and residents.

Chapter 2—Program Framework contains an overview of the proposed strategy:

§ Section 2.1—Policy Background positions the strategy in the context of the City’s Transportation Master Plan.

§ Section 2.2—Program Goals and List of Actions identifies the strategy’s principal goals and the major recommended actions to be pursued over three years.

§ Section 2.3—Program Resources identifies the staff and capital budget resources that are required to deliver the action plan.

§ Section 2.4—Coordination with Partners reviews mechanisms for building and maintaining strong partnerships.

§ Section 2.5—Performance Measurement presents a framework for monitoring and reporting on the TDM program’s activities and impacts.

Chapter 3—Action Plan offers details of the proposed three-year action plan:

§ Section 3.1—Employee Commuting and Business Travel describes how the City will play a leadership role by improving and promoting its employees’ travel options

§ Section 3.2—Communication and Promotion describes how the City will use branding, messaging, market research, technological tools, special events and awards to raise awareness and understanding of sustainable travel options, and motivate their use among the general public

§ Section 3.3—Community Partnerships describes how the City will engage workplaces, schools and neighbourhoods to promote sustainable travel options

§ Section 3.4—Internal Linkages describes how the City’s TDM staff will enhance and support related initiatives being delivered by other City departments

1.3.2 Consultation

A Technical Advisory Committee (TAC) helped guide the development of this TDM Strategy. It met three times and included representatives of the following groups:

§ Community and Social Services (Community Development and Funding)

§ Former Community Sustainability (Environmental Sustainability)

§ Corporate Communications (Client Relations)

§ OC Transpo (Marketing and Strategic Development)

§ Ottawa Public Health (Health Promotion and Disease Prevention)

§ 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)

In addition to input obtained through the TAC meetings, 15 exploratory interviews were conducted with: staff and/or management of the above groups; Deputy City Manager Planning & Infrastructure; General Manager Public Works; and staff of the National Capital Commission and City of Gatineau.

As part of the development of this strategy, presentations were made to the City’s Roads and Cycling Advisory Committee, Pedestrian and Transit Advisory Committee, and Environmental Advisory Committee. Input received from these committees at the meetings and in follow-up correspondence was duly considered in the development of recommendations.

Chapter 2: Program Framework

2.1 Policy Background

This TDM Strategy builds on a number of policy directions set in Ottawa’s 2008 Transportation Master Plan (TMP), updating them to reflect current opportunities and constraints:

§ Two of the 12 elements of the TMP’s Transportation Vision statement (Element 1: Reduce automobile dependence, and Element 12: Lead by example) reference the need for TDM approaches and are directly supported by this strategy. “Managing transportation demand” is also one of eight strategic directions established by the TMP.

§ In Section 3.3—Managing Transportation Demand, the TMP identifies a number of leadership and outreach initiatives as part of the City’s future TDM program, and this strategy reflects those recommendations.

§ 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.

2.2 Program Goals and List of Actions

Keeping in mind a ten-year time horizon, this strategy proposes four key goals for the City’s TDM program. For each goal, a number of priority actions are recommended for implementation over a three-year horizon (i.e. from 2012 through 2014). These are summarized in Figure 1.

A more general, overarching goal of this TDM Strategy is to keep pace with Ottawa’s peer communities across Canada (including but not limited to Metro Vancouver, Calgary, Edmonton, Montréal, and the Greater Toronto and Hamilton Area). These communities are making continual progress in their own TDM programs, and offer lessons that can both inform Ottawa’s own progress while minimizing the risks that can be associated with innovation.

Finally, this strategy recognizes the goal of complementing and leveraging the Ottawa Light Rail Transit (OLRT) project. It is anticipated that OLRT implementation will include intensive outreach and communication programs to preserve multimodal mobility for Ottawa residents and to maximize transit ridership both during and after construction. While the current OLRT Travel Choices project will recommend details of those programs, this TDM Strategy is designed to support them and leverage their success in subsequent years, as well as in other areas of Ottawa. Close alignment of City-wide TDM measures and the OLRT TDM programs (in terms of branding, messaging, communication tools, services and partnerships) will be required to avoid duplication and maximize the legacy value of the City’s major investment in light rail. In developing this Strategy, staff have worked closely with the Rail Implementation Office to ensure coordination, and will continue to do so as the TDM Strategy is implemented and the OLRT TDM program is developed.

Figure 1. TDM Program Goals and Recommended Actions

Goal 1: Employee commuting and business travel

Lead by example by motivating more sustainable commuting and business travel by City of Ottawa employees

§ Action 1A—Improve and Promote Employee Travel Options

Goal 2: Communication and promotion

Use communication and promotion initiatives to remove barriers to more sustainable travel choices by individuals

§ Action 2A—Develop a Strategic Communication Framework

§ Action 2B—Provide Travel Tools and Information

§ Action 2C—Conduct Events and Recognize Success

Goal 3: Community partnerships

Establish strong partnerships to engage individuals in workplaces, schools and neighbourhoods, extend the City’s reach and leverage community resources

§ Action 3A—Engage Workplaces

§ Action 3B—Engage Schools

§ Action 3C—Engage Neighbourhoods

Goal 4: Internal linkages

Integrate TDM principles into a wide range of related City initiatives

§ Action 4A—Enhance Community Services

§ Action 4B—Support Other City Initiatives

2.3 Program Resources

2.3.1 Staff

The Planning and Growth Management Department’s Transportation Strategic Planning Unit (PGM—TSP) includes 1.5 full-time equivalent (FTE) staff positions dedicated to TDM planning, service delivery and performance measurement.

Experience has shown that many TDM initiatives are “high touch” and—to be effective—require substantial personal attention for outreach and communication activities. Transport Canada’s new resource Transportation Demand Management for Canadian Communities: A Guide to Understanding, Planning and Delivering TDM Programs suggests that:

Based on Canadian experience, it is suggested that a minimum of one full-time TDM practitioner for every 100,000 to 200,000 residents would enable a meaningful impact on larger communities. These practitioners may be distributed among government agencies, or employed by NGOs that deliver services on behalf of a municipality.

This would imply a recommended contingent of five to ten full-time TDM practitioners for a community of Ottawa’s size. In addition to Planning and Growth Management’s TDM staff of 1.5 FTEs, it is reasonable to include EnviroCentre staff who are contracted to deliver special events and other services (about 2.0 FTE), Green Communities Canada staff who deliver school travel planning services (about 2.0 FTEs), and Parks, Recreation and Cultural Services Department staff who deliver cycling skills training (about 1.0 FTE). This yields a community-wide total of about 6.5 FTEs, which is towards the low end of Transport Canada’s recommended (but very approximate) range. Ottawa has room to grow in terms of adding staff or contract resources over time, and some of the actions recommended in this TDM Strategy involve new contracted services that would do just that.

2.3.2 Capital Budget

Budget 2012 identifies unspent authority in the TDM capital budget of about $550,000 from previous years plus new authority of $750,000 over 2012-2014, for a total spending authority of $1.3 million. This strategy recommends a modified spending plan that is consistent with the overall authority for the TDM program in Budget 2012. The following table summarizes the projected spending plan over the 2012—2014 period.

*Figure 2.* Projected Spending Plan: TDM Capital Budget
Actions	2012	2013	2014	3-Year Total
Employee Commuting and Business Travel
Action 1A—Improve and Promote Employee Travel Options	$20,000	$10,000	$30,000	$60,000
Communication and Promotion
Action 2A—Develop Strategic Communication Framework Action 2B—Provide Travel Tools and Information Action 2C—Conduct Events and Recognize Success	$235,000	$265,000	$240,000	$740,000
Community Partnerships
Action 3A—Engage Workplaces Action 3B—Engage Schools Action 3C—Engage Neighbourhoods	$100,000	$105,000	$145,000	$350,000
Internal Linkages
Action 4A—Enhance Community Services Action 4B—Support Other City Initiatives	$40,000	$50,000	$50,000	$140,000
Total	$395,000	$430,000	$465,000	*$1,290,000*

2.4 Coordination with Partners

As Chapter 3—Action Plan makes clear, successful implementation of this TDM Strategy will require an extensive range of partnerships among City staff from various departments. On some recommended actions, PGM’s TDM staff will play leading roles with support from other City staff; on other actions, they will only play a supporting role. These relationships will be developed, fostered, and maintained through the planning and delivery of specific initiatives.

As a complement to these initiative-based partnerships, there is a recognized need for periodic information sharing and coordination of TDM-related activities among a number of different staff groups. This concept is reflected in the 2008 TMP recommendation for an interdepartmental steering committee to coordinate the various partnerships within the City. For this reason, it is recommended that TDM staff lead an interdepartmental TDM workshop on a regular basis (e.g. every six or 12 months). This event would give each involved staff group an opportunity to update other groups on progress, successes and challenges encountered. TDM staff could invite experts from other communities to share their experiences, and facilitate working sessions aimed at finding collaborative solutions to shared obstacles.

External partnerships (with other governments, public institutions, private sector organizations and non-profit groups) are also important to the success of this strategy. TDM staff will manage all partnerships within the scope of individual initiatives. In cases where their participation would contribute positively to the conversation, external partners could occasionally be invited to the interdepartmental TDM workshops.

2.5 Performance Measurement

The performance measurement element of this strategy should enable an understanding of whether the City’s TDM program is delivering both desired results and good value. To do so, measurement (i.e. gathering information) must be followed by assessment (i.e. interpreting that information). The following table illustrates how each of these activities, with associated questions, applies to both individual TDM actions and to the TDM program as a whole.

*Figure 3.* Performance Measurement: Key Questions
	Measurement	Assessment
Actions	Action inputs: What resources are being applied? Action outputs: Are actions being undertaken as planned? Action outcomes: What effects are the actions having?	Action success: Are actions meeting established targets? Action review: Should the City revisit, change or terminate individual actions?
Program	Public behaviours: What travel choices are Ottawa residents making? Public attitudes: How do Ottawa residents view their travel choices?	Program success: Is the program helping the City achieve its transportation goals? Program review: Does the City need to revisit or change the overall strategy?

In an environment with limited resources, performance measurement must be tackled strategically. It is difficult to measure and interpret travel behaviour impacts, and doing so for every action in this TDM Strategy could become an administrative burden that ultimately reduces the effectiveness of the overall program. Efficiency can be maximized by building the measurement of performance indicators into the design of specific initiatives. Program delivery partners may also be willing and able to perform some of the required monitoring tasks—and in many cases the information will be valuable to them too.

Each action recommended in Chapter 3—Action Plan contains one or more indicators that could be measured (noting that a final determination of key indicators should be made during initiative design). Pooling the performance measurement results of individual actions will give the City a sense of the aggregate impact of the TDM program. In fact, this aggregation of initiative-level effects is likely preferable to any kind of system-level measurement—which may appear to be a simpler approach, but which faces two major challenges:

§ inadequate tools: Current practices do not support the regular and precise measurement of progress toward system-level goals such as the Transportation Master Plan’s modal share targets. Only the City’s origin-destination survey (conducted every five to ten years) gives acceptable information on overall modal shares, and during intervening periods accurate information on the relative usage of walking, cycling, transit and automobiles is not available. Pieces of the picture are provided through annual through traffic counts (cars, buses, trucks, cyclists and pedestrians) at intersections and screenlines, and through OC Transpo ridership counts—but these data do not offer a precise representation of travel behaviour.

§ separation of effects: Even if the City could regularly and precisely monitor progress toward system goals like modal shares, it would be difficult to confidently identify the cause of observed changes. For example, an increase in downtown cycling usage could be attributed to TDM initiatives, upgraded cycling infrastructure, increasing road congestion, higher transit fares, rising gas prices, economic conditions or demographic shifts. Any evidence pointing to the impact of a single factor (e.g. TDM initiatives) would be circumstantial, rather than conclusive. System-level monitoring can only confirm whether or not overall conditions are moving in a desirable direction, and if not then it can flag the need to revise or strengthen the City’s efforts.

Realistic interpretation of TDM performance measurement indicators will also require the City to monitor factors outside the TDM program and its component initiatives. These include:

§ concurrent actions by the City in the areas of land use or transportation planning, transit services, traffic and parking operations, public health or social programs

§ new programs and policies of other governments (federal, provincial or municipal)

§ economic, social and cultural shifts in the broader community

Chapter 3: Action Plan

This chapter provides details for each action over the 2012—2014 time horizon listed in Section 2.2, including a general description of the action’s main components, a summary of key tasks to be undertaken by PGM’s TDM staff in each year, the roles and responsibilities of other City staff groups and external partners, and a list of recommended indicators to measure performance. All of the actions recommended in this plan will be led by the Transportation Strategic Planning (TSP) Unit.

3.1 Employee Commuting and Business Travel

3.1.1 Action 1A—Improve and Promote Employee Travel Options

The City will sustain an ongoing process of planning, implementing, monitoring and revising a package of coordinated strategies to make employee commuting and business travel more efficient and sustainable. While this is expected to reduce the City’s carbon footprint and improve the quality of life and employment for City workers, it is also an important element of a “leadership by example” approach to motivating similar actions by public-sector and private-sector workplaces. Specific tasks may include promotion, personal commute tracking, commute incentive management, employee information, special events, emergency ride home, and guidelines for supportive infrastructure (e.g. on-site walking & cycling routes, carpool parking, bicycle storage, change rooms, showers, travel options displays, and way finding). Options for applying the guidelines to upgrade City facilities will be explored.

*Figure 4.* Action 1A—Improve and Promote Employee Travel Options
2012	2013	2014
§ Form employee travel options working group with key City departments § Develop program framework and key services: identity, commute tracking, incentive management, emergency ride home, City facility guidelines § Baseline measurement: employee commuting and business travel	§ Develop upgrade plan for City facilities § Coordinate working group § Promote travel options	§ Coordinate working group § Promote travel options § Progress measurement: employee commuting and business travel
Supporting Roles and Responsibilities		Performance Indicators
§ Parks, Buildings & Grounds Operations & Maintenance: Maintenance of and upgrades to on-site walking & cycling routes, carpool parking, bicycle storage, change rooms, showers, travel options displays, way finding § Service Ottawa—Mobile Workforce Solutions: Mobile work (video/teleconferencing) infrastructure § Corporate Communications: Advice and assistance § Human Resources: Advice		§ Employee commute modal share and vehicle-kilometres travelled § Cost and emission impacts of business travel

3.2 Communication and Promotion

3.2.1 Action 2A—Develop Strategic Communication Framework

TDM program identity and key messages. The City has used TravelWise/SageVirage as an umbrella identity for its TDM initiatives since 2000. This identity will be either confirmed or changed with an eye to supporting TDM activities around OLRT implementation, and to building a more substantial city-wide TDM program. It is envisioned that streams of information and promotion around different initiatives may benefit from their own identities or sub-identities (e.g. for programs aimed at workplaces, schools or neighbourhoods, as well as those aimed at building the use of specific modes like cycling or carpooling).

Market research. Segmentation and understanding of target markets are keys to success in behaviour change initiatives, and focused research is often crucial to developing such an understanding. In the past, the City has conducted cyclist profile surveys and general commuter surveys as tools to explore and understand individual attitudes, behaviours, barriers and motivators in key markets. Repeating these types of surveys at intervals enables an understanding of trends as they develop, as well as linkages between those trends and the City’s behavioural initiatives (which can support performance measurement activities). Over time, surveys can also reveal developments in the public’s awareness and understanding of key issues, programs and specific initiatives.

*Figure 5.* Action 2A—Develop Strategic Communication Framework
2012	2013	2014
§ Confirm or change identities of overall TDM program and key activity streams § Conduct market research (e.g. update 2002 Commuter Survey)	§ Conduct market research (e.g. update 2003 Cyclist Profile Survey)	§ Conduct market research (to be determined)
Supporting Roles and Responsibilities		Performance Indicators
§ Corporate Communications: Advice § OC Transpo: Advice and coordination § Rail Implementation Office: Advice and coordination § Ottawa Public Health and other departments: Understanding of audiences and messaging issues		§ Levels of public recognition and understanding of program identities

3.2.2 Action 2B—Provide Travel Tools and Information

Web portal. An important element of a comprehensive TDM program is the existence of an attractive, easily accessible, frequently updated Web portal that offers information (i.e. news, tips, tools, links) on a range of sustainable travel choices and supporting initiatives. In updating the City’s current TravelWise web page, it will be essential to integrate identities and messages with those of the OLRT project, OC Transpo and other City transportation initiatives (e.g. traffic system management, road safety, traffic operations).

Trip planning tools. The City’s TDM Web portal will offer an automated trip planner for walking, cycling and transit trips. It will also include the public ridematching service currently offered through OttawaRideMatch.com, which will help attract area residents and employees to the portal. Broader usage of the ridematching service will be encouraged through promotion and by upgrading it to offer employers customized ridematching websites (i.e. for employees only) and incentive management tools.

Social media. Links between the Web portal and supporting social media are essential, and information updates should be immediately reflected in all affected platforms. A coherent social media strategy will be required to maximize the value of social media in building online communities, strengthening the TDM program brand, and encouraging participation.

Cycling Map. Another important trip planning tool is Ottawa’s Cycling Map, which requires regular updates (about every two years), printing and distribution to client service centres and bicycle-related retailers.

*Figure 6.* Action 2B—Provide Travel Tools and Information
2012	2013	2014
§ Create updated Web portal § Enhance and promote ridematching service	§ Develop coherent strategy for unifying Web/social media presence § Maintain and promote ridematching service § Update Cycling Map	§ Launch next-generation Web portal and social media platforms § Maintain and promote ridematching service
Supporting Roles and Responsibilities		Performance Indicators
§ Corporate Communications: Advice § OC Transpo: Advice and coordination § Rail Implementation Office: Advice and coordination § National Capital Commission, City of Gatineau: Assistance with cycling facilities database for map and trip planner		§ Number of Web visits and visitors § Number of social media followers/friends § Public awareness of Web portal § Number of automated trip planner visits and trips planned § Number of ridematching system registrants and matches formed § Number of Cycling Maps distributed

3.2.3 Action 2C—Conduct Events and Recognize Success

Events and campaigns. The City sponsors or leads several annual city-wide campaigns including Bike to Work, Sustainable Transportation Week, and iWalk iBike. These initiatives raise awareness, attract partners (governments, business and community organizations), and encourage residents to try sustainable mobility options. They can also leverage the City’s investment through considerable volunteer effort and resources contributed by other sponsors and partners.

In the short term, the City will focus its TDM resources on building the presence of and participation in existing events and campaigns, rather than on creating new initiatives. However, events and campaigns linked to new sustainable mobility facilities are a valuable opportunity to maximize the use and resulting benefits of capital infrastructure investments; they can also be funded through specific project budgets, rather than through the City-wide TDM budget. This idea was demonstrated by activities around the 2011 launch of the Laurier Avenue segregated bicycle lane, and similar efforts can yield benefits for even smaller and lower-profile active transportation projects (e.g. bike parking facilities, pathway extensions, on-road cycling facilities) and for improvements in transit services, transit facilities or means of access to those facilities (e.g. greater frequencies, improved lighting or shelters, bicycle parking, Park & Ride lots, and so on). The involvement of interest and community groups in these initiatives can add value by leveraging City resources, building awareness and interest at a grassroots level, and attracting media attention.

Awards. The City currently offers annual Bruce Timmermans Cycling Awards for individual and organizational contributions to cycling in Ottawa, and proposes to continue these awards. Other awards are also contemplated to recognize individual, corporate or community contributions to sustainable mobility in a broader sense (e.g. effective workplace or school travel plans, merchant or resident association support for special events). While the award itself is of value (particularly to the recipient), there is also the potential for valuable media coverage of awards if properly promoted and presented.

*Figure 7.* Action 2C—Conduct Events and Recognize Success
2012	2013	2014
§ Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike § Conduct Bruce Timmermans Cycling Awards § Conduct other events, campaigns and awards (to be determined)	§ Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike § Conduct Bruce Timmermans Cycling Awards § Conduct other events, campaigns and awards (to be determined)	§ Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike § Conduct Bruce Timmermans Cycling Awards § Conduct other events, campaigns and awards (to be determined)
Supporting Roles and Responsibilities		Performance Indicators
§ Corporate Communications: Advice and assistance § OC Transpo: Events and campaigns related to transit facilities § Public Health: Promotion in target markets § Environmental Sustainability Branch: Promotion in target markets § Traffic Management and Operational Support Branch—Traffic Safety & Mobility Unit: Events and campaigns related to walking and cycling safety initiatives § EnviroCentre: Bike to Work and Sustainable Transportation Week § Roads and Cycling Advisory Committee: Selection process for Bruce Timmermans Cycling Awards § Green Communities Canada: Walk to School event coordination § City of Gatineau: Sustainable Transportation Week co-sponsorship § National Capital Commission: Promotional support § Community organizations (e.g. cycling advocacy groups, neighbourhood groups): Volunteer assistance and participation § Cycling advocacy groups, Pathway Patrol, community organizations, business associations and school boards: Promotion assistance		§ Number of event registrants/participants § Public awareness of events § Involvement of interest and community groups in events § Public exposure to special event and campaign messages § Number of nominations for awards § Number of attendees at awards events § Media coverage of awards

3.3 Community Partnerships

3.3.1 Action 3A—Engage Workplaces

Effectively engaging workplaces (including post-secondary institutions) requires the ability to present an attractive “service offering” that employers view as adding value to their organizations and employees, without adding significant operational or financial burdens. Such services could include ridematching, transit fare incentive programs, special events, educational opportunities, cycling skills training, and advice on employer-led issues such as bicycle parking provision, telework or emergency ride home programs.

While the city’s TDM staff will support and coordinate a community-wide program of employer engagement, the three-year actions recommended here anticipate a substantial program of workplace engagement associated with (and funded separately through) OLRT implementation. The OLRT project provides an impetus for the City to greatly expand its efforts working with employers to influence employee commuting and business travel. The actions proposed here would not likely be sufficient to meet the needs associated with OLRT implementation—rather, they enable the development of tools and resources of city-wide relevance that could be applied both during and after the light rail construction period. They also enable delivery of workplace engagement and support outside the scope of light rail-specific efforts (e.g. in Kanata or around the airport, as opposed to downtown and along the light rail corridor proper).

A number of partnerships will increase the effectiveness of employer engagement and support: with OC Transpo, to promote transit services; with Parks, Recreation and Culture, to promote uptake of cycling skills training within workplaces; with Ottawa Public Health, to capitalize on its existing workplace outreach and to ensure that health motivators are used effectively to encourage active commuting; with the federal government, to coordinate and facilitate engagement of dozens of federal organizations; and with business organizations, to leverage their reach and credibility within the business community.

*Figure 8.* Action 3A—Engage Workplaces
2012	2013	2014
§ Research, consult and develop plan for employer engagement	§ Develop toolkits and marketing communications § Deliver employer outreach and engagement services	§ Deliver employer outreach and engagement services
Supporting Roles and Responsibilities		Performance Indicators
§ Rail Implementation Office: Planning and delivery in OLRT corridor and related markets § OC Transpo: Transit products and services § Ottawa Public Health: Workplace health program; health-related products and services § Parks, Recreation & Culture: Cycling skills training § Federal departments and agencies: Federal workplace identification and engagement § Ottawa Chamber of Commerce/Ottawa Board of Trade: Promotion § EnviroCentre: Private workplace identification & engagement (under contract)		§ Number of workplaces approached and engaged § Number of employees represented in engaged workplaces § Uptake of services at/through workplaces § Modal shifts within workplaces conducting surveys

3.3.2 Action 3B—Engage Schools

School travel planning. The City of Ottawa provides financial support to a School Travel Planning project being conducted by Green Communities Canada. School travel planning focuses on developing a community-based, multi-stakeholder team to create policy and infrastructure changes that facilitate children travelling to school using active modes of transportation. A two-year pilot project was very successful in attracting both school participation and school board interest in an expanded program, which is now underway. The proposed actions anticipate a continued role for the City in championing, facilitating and sponsoring an expanded School Travel Planning program.

Broader school engagement. The City will allocate some resources to additional school engagement outside the framework of the School Travel Planning program. This could include the provision of information and promotion as well as services related to ridematching, cycling skills training, transit programs, and bicycle parking.

*Figure 9.* Action 3B—Engage Schools
2012	2013	2014
§ Provide financial support for School Travel Planning § Help Green Communities Canada to engage schools and school boards	§ Provide financial support for School Travel Planning § Help Green Communities Canada to engage schools and school boards	§ Provide financial support for School Travel Planning § Help Green Communities Canada to engage schools and school boards
Supporting Roles and Responsibilities		Performance Indicators
§ Green Communities Canada: Planning and delivery of school travel planning § Schools and school boards: Policy and delivery partner in school travel planning § Ottawa Public Health: Health products and services § Traffic Safety & Mobility: Road safety services § OC Transpo: Transit fare programs § Parks, Recreation & Culture: Cycling skills training		§ Number of schools engaged in travel planning § Number of students affected by school travel plans § Changes in travel behaviour observed at participating schools

3.3.3 Action 3C—Engage Neighbourhoods

Personal travel planning pilot project. Personal travel planning uses targeted, customized communication and incentives to motivate sustainable transportation choices by individuals who self-identify as being interested in adopting new behaviours. Personal travel planning is most commonly applied at a household level within targeted neighbourhoods. To demonstrate and evaluate personal travel planning in Ottawa, a pilot project will be implemented within the study area of the Richmond Road/Westboro Transportation Management Implementation Plan (TMIP). Funds from the TMIP budget will be supplemented by funds from the City-wide TDM budget to maximize the value of the pilot project, and in particular to ensure thorough performance measurement.

Partnerships with community groups. Numerous community organizations offer shared objectives, extended reach, credibility with key audiences, and volunteer resources. All of these can add tremendous value to a moderate investment of time and money by the City to support the delivery of sustainable mobility messages, products and services by those organizations. Potential partners include: festivals and farmers’ markets concerned with helping patrons travel conveniently; BIAs and merchant associations interested in attracting clients by foot and by bike; community associations interested in promoting awareness and supporting local businesses; social or cultural service groups interested in maximizing opportunities for new Canadians, low-income families, youth or seniors.

*Figure 10.* Action 3C—Engage Neighbourhoods
2012	2013	2014
§ Pilot project planning, implementation and evaluation	§ Pilot project planning, implementation and evaluation	§ Engage community groups to support delivery
Supporting Roles and Responsibilities		Performance Indicators
§ Corporate Communications: Advice § OC Transpo: Advice and assistance § Neighbourhood Connections Office: Promotion in target markets § Event organizers: Bluesfest, Jazz Festival, Folk Festival, Festival franco-ontarien, farmers’ markets § BIAs, merchant associations and community associations: Special events (e.g. Car Free Day events, local shopping campaigns) § Social and cultural service organizations: Travel training for individuals facing barriers related to culture, language, age or income § Other groups: Other programs or events (e.g. neighbourhood bicycle repair/loan programs, Capital VeloFest)		§ Modal shifts and reductions in vehicle-kilometres traveled within personal travel planning pilot project study area § Other indicators to be determined through planning for individual initiatives

3.4 Internal Linkages

3.4.1 Action 4A—Enhance Community Services

City departments can work together to integrate key TDM-supportive messages into products and services that are community-based (i.e. delivered at a neighbourhood level), and to create new information and promotion products for delivery. Initiatives should reflect the markets that can be accessed (e.g. demographics, issues, interests, etc.) and the channels available to reach them (e.g. individual discussion, group presentations, printed or electronic media). The City’s TDM staff will continue to liaise with partner departments to consider specific opportunities.

CAN-BIKE courses. Transportation Planning Branch will continue its current sponsorship of CAN-BIKE cycling skills training services delivered through the Parks, Recreation and Cultural Services Department.

Community Environmental Projects Grants. The Community Environmental Projects Grants Program (CEPGP) has previously funded TDM-related projects even though sustainable mobility is not a formal eligibility category. As part of updates being made to CEPGP, additional sponsorship of the program through the TDM budget will enable solicitation and implementation of TDM-related initiatives from community organizations.

Other services. TDM staff will work with other departments to integrate TDM into locally delivered messages, products and services. Potential partners include the Special Event Advisory Team, public health outreach initiatives, and social service and community centres.

*Figure 11.* Action 4A—Enhance Community Services
2012	2013	2014
§ Sponsor the CAN-BIKE program by Parks, Recreation & Culture § Sponsor sustainable mobility category in Community Environmental Projects Grants Program	§ Sponsor the CAN-BIKE program by Parks, Recreation & Culture § Sponsor sustainable mobility category in Community Environmental Projects Grants Program § Develop messages, products & services; engage City partners to support delivery	§ Sponsor the CAN-BIKE program by Parks, Recreation & Culture § Sponsor sustainable mobility category in Community Environmental Projects Grants Program § Develop messages, products & services; engage City partners to support delivery
Supporting Roles and Responsibilities		Performance Indicators
§ Parks, Recreation & Culture: CAN-BIKE program delivery; coordination of Special Event Advisory Team; services delivered through community centres and recreation facilities § Environmental Sustainability Branch: CEPGP and promotion in target markets § Public Health: Delivery through community health and resource centres § Community & Social Services: Delivery through social service and childcare centres		§ Number of recipients of CAN-BIKE training and other cycling skills courses § Other indicators to be determined through planning for individual initiatives

3.4.2 Action 4B—Support Other City Initiatives

Aside from the community-based services that are discussed in the preceding Action 4A, the City also delivers many other city-wide services that support the objectives of this TDM Strategy. While TDM staff may have little formal role in terms of providing staff or financial support for these services, it is important to acknowledge their importance and the value in maintaining communication between the affected staff groups. It should also be noted that this is not an exhaustive list, but is intended to highlight initiatives with significant relevance to the TDM program.

OC Transpo marketing and communications. OC Transpo’s fare strategies and substantial promotion and information programs are rightfully considered to be TDM measures. Other actions recommended in this strategy will provide support for OC Transpo’s programs—namely the engagement of workplaces, schools and neighbourhoods outlined in Actions 3A, 3B and 3C. TDM staff will support OC Transpo’s future efforts including the roll-out of real-time mobile service information and the PRESTO smart card.

Transportation system management (TSM). The City is developing a TSM Strategy that outlines a range of possible initiatives including a National Capital Region 511 Traveler Information System. TDM staff will coordinate with and advise staff of the Roads and Traffic Operations and Maintenance Branch to ensure that the City’s various channels for providing traveller information are delivered in a manner that maximizes both effectiveness and efficiency.

Public parking lots. The City’s Parking Management Strategy identifies the role of public parking lots in supporting TDM objectives (e.g. by providing parking for bicycles, carshare vehicles, etc.). TDM staff will work with Parking Operations, Maintenance and Development staff, as required, to share information and coordinate initiatives.

TDM-supportive development practices. Development approvals staff in Planning and Growth Management are increasingly dealing with TDM-supportive development features or conditions including reduced parking supplies, inclusion of carsharing services or parking spaces, and secure bicycle parking. TDM staff will provide assistance and advice, as required, regarding best practices or guidelines for the integration of TDM initiatives into new developments. There is an opportunity to work with the development community, including both developers and their consultants (primarily through the Engineering Liaison Subcommittee), to build awareness and understanding of the potential benefits and risks of innovative features.

Neighbourhood plans. A number of City departments prepare and implement thematic studies or plans at a neighbourhood level:

§ Parking Operations, Maintenance & Development—prepares area parking studies

§ Area Traffic Management, Planning and Growth Management—assesses area traffic management requirements

§ Community and Social Services—funds and facilitates community development activities in neighbourhoods; develops and implements strategic initiatives for seniors and other marginalized groups

§ Community Planning and Urban Design, Planning and Growth Management—prepares Community Design Plans

TDM staff will work with each of these groups, as warranted, to advise on the possible contribution of TDM tools and services toward their diverse objectives.

Bike sharing. The current Capital BIXI bikeshare service is sponsored by the National Capital Commission. While the City of Ottawa’s focus is on providing and expanding the cycling infrastructure network, there remains an option for the City to participate in the future in the bike share program should Council elect to do so.

Development of Multi-modal Level of Service (LOS)/ Quality of Service (QOS) measurements. Currently, the City does not have a LOS/QOS performance measurement method or targets for walking, cycling, and transit. TDM staff will initiate the development and application of a multimodal LOS/QOS methodology.

*Figure 12.* Action 4B—Support Other City Initiatives
2012	2013	2014
§ Provide support on an issue-by-issue basis	§ Provide support on an issue-by-issue basis	§ Provide support on an issue-by-issue basis
Supporting Roles and Responsibilities		Performance Indicators
§ Various; as discussed in the main text		§ To be determined; these initiatives remain the responsibility of other groups

3.5 Summary of Action Plan

The following table summarizes the recommended actions in 2012, 2013 and 2014 as presented in Section 3.1 through Section 3.4.

*Figure 13.* Summary of Action Plan: Key Tasks for TDM Staff
2012	2013	2014
Action 1A—Improve and Promote Employee Travel Options
§ Form employee travel options working group with key City departments § Develop program framework and key services: identity, commute tracking, incentive management, emergency ride home, City facility guidelines § Baseline measurement: employee commuting and business travel	§ Develop upgrade plan for City facilities § Coordinate working group § Promote travel options	§ Coordinate working group § Promote travel options § Progress measurement: employee commuting and business travel
Action 2A—Develop Strategic Communication Framework
§ Confirm or change identities of overall TDM program and key activity streams § Conduct market research (e.g. update 2002 Commuter Survey)	§ Conduct market research (e.g. update 2003 Cyclist Profile Survey)	§ Conduct market research (to be determined)
Action 2B—Provide Travel Tools and Information
§ Create updated Web portal § Enhance and promote ridematching service	§ Develop coherent strategy for unifying Web/social media presence § Maintain and promote ridematching service § Update Cycling Map	§ Launch next-generation Web portal and social media platforms § Maintain and promote ridematching service
Action 2C—Conduct Events and Recognize Success
§ Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike events § Conduct Bruce Timmermans Cycling Awards § Conduct other events, campaigns and awards (to be determined)	§ Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike events § Conduct Bruce Timmermans Cycling Awards § Conduct other events, campaigns and awards (to be determined)	§ Conduct or sponsor Bike to Work, Sustainable Transportation Week, iWalk iBike events § Conduct Bruce Timmermans Cycling Awards § Conduct other events, campaigns and awards (to be determined)
Action 3A—Engage Workplaces
§ Research, consult and develop plan for employer engagement	§ Develop toolkits and marketing communications § Deliver employer outreach and engagement services	§ Deliver employer outreach and engagement services
Action 3B—Engage Schools
§ Provide financial support for School Travel Planning § Help Green Communities Canada to engage schools and school boards	§ Provide financial support for School Travel Planning § Help Green Communities Canada to engage schools and school boards	§ Provide financial support for School Travel Planning § Help Green Communities Canada to engage schools and school boards
Action 3C—Engage Neighbourhoods
§ Pilot project planning, implementation and evaluation	§ Pilot project planning, implementation and evaluation	§ Engage community groups to support delivery
Action 4A—Enhance Community Services
§ Sponsor the CAN-BIKE program by Parks, Recreation & Culture § Sponsor sustainable mobility category in Community Environmental Projects Grants Program	§ Sponsor the CAN-BIKE program by Parks, Recreation & Culture § Sponsor sustainable mobility category in Community Environmental Projects Grants Program § Develop messages, products & services; engage City partners to support delivery	§ Sponsor the CAN-BIKE program by Parks, Recreation & Culture § Sponsor sustainable mobility category in Community Environmental Projects Grants Program § Develop messages, products & services; engage City partners to support delivery
Action 4B—Support Other City Initiatives
§ Provide support on an issue-by-issue basis	§ Provide support on an issue-by-issue basis	§ Provide support on an issue-by-issue basis