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There are four primary challenges to incorporating transportation demand management (TDM) into the land development process, based on a review of growth management processes in Florida. These findings may be applicable to many cities outside Florida. The challenges include (a) the idea that TDM is valuable only if it can reduce travel, (b) transportation professionals considering TDM too late in the land development process, (c) the conflict between state and local governments for providing balance between mobility and access, and (d) the use of traffic analysis methods and standards that are geared toward preserving highway level of service (LOS) for motor vehicles. The provision of adequate public facilities for transportation is interpreted by Florida law and administrative code as the achievement of highway LOS standards for motor vehicles and not a broader transportation LOS provided by a combination of modes. Measuring LOS focuses on the delay experienced by motor vehicles on the highway and does not allow the weighing of economic, environmental, public health, and social equity costs and benefits of one mode compared with another. As a result, there is no rational tool to justify a different distribution of limited transportation funds across multiple modes. TDM strategies are positioned poorly, internally to government leaders and partner departments and externally to land developers as a sort of mobility “diet” imposed on the traveling public. This paper offers some ideas on where to direct attention to address these issues.

This report provides an overview of the various non-regulatory and regulatory approaches for engaging private sector land developer participation in contributing toward the provision of public bus transit capital facilities and the cost of operations. The focusing elements of this report include involvement by land developers regarding cases of new land development or redevelopment, in which there was provided funding or other contributions to public bus capital facilities or operations, under circumstances applicable to Florida localities. This report provides examples of the provision of both on-site and off-site bus facility improvements. This investigation included a review of case studies nationwide, and it is believed that most of the information in this report would be of value to readers nationwide. Case studies feature 16 examples from eight Florida counties or municipalities and 15 additional examples from nine other states.

Transportation demand management (TDM) is more than carpooling. It is a set of strategies that fosters increased efficiency of the transportation system by influencing travel behavior by mode, time, frequency, trip length, cost or route. Many TDM strategies encourage the use of alternatives to driving alone to help lessen congestion and air pollution. The effectiveness of these efforts depends on employer cooperation and policies supporting these strategies. Employees' use of transit depends on the compatibility of the employer work hour policies and attendance policies such as flextime with transit schedules. The ability of employees to take advantage of advanced traveler information systems to alter arrival and departure times to avoid congested periods depends on those same employer policies. Employer work-life friendly programs such as compressed workweek programs and telework reduce traffic and parking demands. Employer parking policies determine the availability and price of parking that influence mode choice by employees. The provision of bike and locker facilities by employers can make the difference between someone choosing to drive or use a non-motorized method. Public transportation professionals have long believed that TDM provides a variety of benefits to employers. Telework programs can improve productivity, enhance recruitment and retention of employees, and reduce absenteeism. Compressed work week programs enable the employer to expand coverage to enhance customer service. Employers allowing employees to pay for transit passes and parking as a pre-tax benefit save payroll taxes. 4 Adapted from James L Riggs and Thomas M. West. Engineering Economics. Third Addition. 1986 p634 Change in Productivity (e.g., widgets/hour)

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