Transportation Demand Management Strategy Prepared for City of Ottawa By Noxon Associates Limited May 2012
Transportation Demand Management Strategy
Prepared for
City of Ottawa
By
Noxon Associates Limited
May 2012
City of Ottawa – TDM Strategy i
Table of contents
CHAPTER 1: INTRODUCTION ...................................................................................... 1
1.1 Overview of TDM .................................................................................................................................... 1
1.2 TDM in Ottawa ......................................................................................................................................... 2
1.3 About this Strategy .................................................................................................................................. 3
1.3.1 Purpose and structure ................................................................................................................ 3
1.3.2 Consultation................................................................................................................................. 4
CHAPTER 2: PROGRAM FRAMEWORK ....................................................................... 5
2.1 Policy Background ................................................................................................................................... 5
2.2 Program Goals and List of Actions ....................................................................................................... 5
2.3 Program Resources ................................................................................................................................... 6
2.3.1 Staff ............................................................................................................................................... 6
2.3.2 Capital Budget ............................................................................................................................. 7
2.4 Coordination with Partners .................................................................................................................... 7
2.5 Performance Measurement ..................................................................................................................... 8
CHAPTER 3: ACTION PLAN ....................................................................................... 10
3.1 Employee Commuting and Business Travel ..................................................................................... 10
3.1.1 Action 1A—Improve and Promote Employee Travel Options ........................................... 10
3.2 Communication and Promotion .......................................................................................................... 11
3.2.1 Action 2A—Develop Strategic Communication Framework ............................................. 11
3.2.2 Action 2B—Provide Travel Tools and Information.............................................................. 11
3.2.3 Action 2C—Conduct Events and Recognize Success ........................................................... 12
3.3 Community Partnerships ...................................................................................................................... 14
3.3.1 Action 3A—Engage Workplaces ............................................................................................. 14
3.3.2 Action 3B—Engage Schools ..................................................................................................... 15
3.3.3 Action 3C—Engage Neighbourhoods .................................................................................... 15
3.4 Internal Linkages ................................................................................................................................... 16
3.4.1 Action 4A—Enhance Community Services ........................................................................... 16
3.4.2 Action 4B—Support Other City Initiatives ............................................................................ 17
3.5 Summary of Action Plan ....................................................................................................................... 19
ii City of Ottawa – TDM Strategy
City of Ottawa – TDM Strategy 1
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
2 City of Ottawa – TDM Strategy
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
City of Ottawa – TDM Strategy 3
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.
4 City of Ottawa – TDM Strategy
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.
City of Ottawa – TDM Strategy 5
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
6 City of Ottawa – TDM Strategy
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)
City of Ottawa – TDM Strategy 7
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
8 City of Ottawa – TDM Strategy
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:
City of Ottawa – TDM Strategy 9
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
10 City of Ottawa – TDM Strategy
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
City of Ottawa – TDM Strategy 11
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).
12 City of Ottawa – TDM Strategy
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
City of Ottawa – TDM Strategy 13
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
14 City of Ottawa – TDM Strategy
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
City of Ottawa – TDM Strategy 15
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
16 City of Ottawa – TDM Strategy
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.
City of Ottawa – TDM Strategy 17
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.
18 City of Ottawa – TDM Strategy
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
City of Ottawa – TDM Strategy 19
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
20 City of Ottawa – TDM Strategy