Page

i. Background 2

ii. Acknowledgments 4

I. Mission 7

II. Guiding Principles 8

III. SWOT Analysis 19

IV. Market Analysis 28

V. Target Markets 36

VI. Regional TDM Marketing 51

VII. Tracking and Evaluation 57

Why was this plan created?

This plan was created in response to a desire to coordinate marketing efforts for alternative transportation in Sacramento. This working plan is consistent with the Caltrans' Statewide Strategic Marketing Plan and is eligible for funds from Caltrans Office of Traffic Demand Management for regional marketing activities. The Statewide Strategic Marketing Plan policies are as follows:

Partnerships

Marketing activities must be developed in partnership with other transportation providers and related agencies in the region to promote an intermodal system and maximize marketing effectiveness, while recognizing the reality of the various services' availability and accessibility in the region.

Consumer Information System

A regional consumer information system must be established and/or maintained that provides convenient, quick, and complete answers to consumers when they respond to a call-to-action from a campaign.

Research and Evaluation

Consumer research must be utilized to identify specific, target audiences to be approached via messages tailored to those consumers most likely to sample or repeat use of the product being promoted. Evaluation of each marketing activity must be conducted as part of that activity in order to determine its effectiveness and continually improve future marketing activities.

Creative Umbrella

Creative elements in all activities and campaigns must have a clear call-to-action.

What is this plan all about?

A strategic process for marketing transportation alternatives in Sacramento--that's what this plan is about. The RPM began with research which indicates "who is the audience and what do they want?" The RPM then reviewed the products available to meet the consumers' needs and desires. Based on those findings, marketing activities were developed, along with recommended product enhancements or additional consumer research. Finally, the RPM proposes to evaluate the marketing activities in order to improve the transportation products and enhance future marketing efforts.

Who was involved in creating the plan?

The Sacramento region is comprised of the counties of Sacramento, Butte, Colusa, El Dorado, Glenn, Nevada, Placer, Sierra, Sutter, Yolo and Yuba Counties. A regional partnership, called the Sacramento Regional Partnership for Marketing (RPM) was formed with representatives from Caltrans District Offices, regional planning agencies, transit and rail agencies, transportation management associations, and other transportation service providers, working in cooperation to develop and promote marketing strategies for alternative transportation. Participants are identified and acknowledged on the following pages.

How will it be used?

This plan is a strategic planning document for use by Sacramento transportation providers. It is dynamic, to be added to and modified over time as needed by the regional partnership. It sets out guidelines for the marketing activities within the plan and for evaluating those activities. And as described above, it gives Caltrans OTDM a context for evaluating allocation of funds, by demonstrating consistency with their Statewide Strategic Marketing Plan policies.

A brief summary.

The Sacramento RPM met on a regular basis over the past year to develop this plan for coordinating regional marketing efforts. The RPM formulated the mission statement and guiding principles to focus their goals and determine their target audience(s) for marketing activities. An analysis of the region's strengths, weaknesses, opportunities and threats for alternative transportation was completed, based on available consumer research, products, capacity, placement, and pricing of alternative transportation in the region. Additionally, the RPM created an approach to strategic marketing which includes very targeted geographic- and mode-specific marketing activities.

The targeted marketing approach is described in detail in the Section "Target Markets."

A marketing strategy was developed which targets audiences based on unique product characteristics and significant employment/activity centers. This strategy is not an all-encompassing approach which includes every product in every potential market. Rather, it focuses on the specific products and audiences in each geographic location which will result in the most likelihood of commuters trying an alternative way of commuting. It allows tailored, cost-effective marketing of alternative transportation products.

Four specific categories of audiences are targeted including:

• commuters traveling to Downtown/East Sacramento
• commuters traveling to another employment center from an outlying community
• commuters who live and work within the same community
• recreational travelers

In addition, two products are identified for targeted marketing efforts:

• telecommuting
• Smart Traveler (the 800 COMMUTE and Internet information systems)

The plan also includes an evaluation component which responds to Caltrans strategic marketing policies. Because the activities have not yet been conducted, this section generally outlines the agreed-upon approach for evaluation of marketing activities.The following individuals contributed significant time and resources to the development of this plan:

Jim Baetge Executive Director

Tahoe Regional Planning Agency

Steve Balog Chief

Advanced Transportation Systems

Caltrans District 3

Terry Bassett Executive Director

Yolo County Transit Authority

Marilyn Bryant Executive Director

Sacramento TMA

Janet Cohen Executive Director

Davis TMA

Ken Corbin Air Pollution Control Officer

Feather River AQMD

Robert Davis Office of Advanced Transportation Systems

Caltrans District 3

Martie Dote Senior Planner

Yolo County Transit Authority

Heidi Dwyer Administrative Analyst

City of Roseville/Public Works

Heidi Endsley Power Inn TMA

Aileen Foley-Cline Executive Director

South Placer TMA

Kent M. Gary Transit Division Sup.

City of Folsom Public Works Dept.

Cassandra Harrison Director

El Dorado County Transit Authority

Carol Hester Executive Director

Truckee - North Tahoe TMA

Wendy Hoyt Power Inn TMA

Tonia Kozielski Senior Marketing Associate

Regional Transit

Velma Lucero Program Manager

SACOG Rideshare

Keith Martin Transit Manager

Yuba/Sutter Transit Authority

Grayson Marshall Transportation Management Coordinator

Placer County Dept. of Works

Debbie Maus Marketing Manager

Sacramento Metro AQMD

Jessalee May Transportation Manager

Davis Community Transit

Celia McAdam Senior Planner

Butte County Association of Governments

James McElroy General Manager

Unitrans

Lynn McEnespy Transportation Coordinator

City of Chico, Transportation Division

Charlene McGhee Associate Air Quality Planner

Sacramento Metro AQMD

George Moore President

Laguna West TMA

Brian Nakamura Assistant Transportation Planner

Yolo County Transit Authority

Ann Davies Nesbitt Transportation Coordinator

Davis TMA

Michelle Nuebling Managing Director

South Placer TMA

Leslie Olson Project Manager

Western Nevada County TMA

Johanne Owens Executive Director

Western Nevada County TMA

Horacio Paras Project Contracts Administrator

Advanced Transportation Systems

Caltrans District 3

Andrew Parvin TCM Coordinator

El Dorado County Trans. Commission

Jim Peplow Executive Director

Chico TMA

Lisa Pereira Executive Director

South Natomas TMA

Dick Powers Executive Director

South Lake Tahoe TMA

Marlene Rastetter Executive Director

Yuba Sutter TMA

Art Smith Executive Director

Folsom, Rancho, El Dorado TMA

Amy Solkovits Marketing Supervisor

SACOG Rideshare

Judith Warriner Customer Relations Manager

Regional Transit

Carol White Transportation Systems Specialist

Butte County Public Works

Anne Zingelmann Marketing Associate

Regional Transit

To cost-effectively promote specific, competitive alternatives to driving alone that have been identified through a strategic, analytical process with promotions conducted on a corridor specific or regional basis using public and private sector partnerships.

For all marketing activities ensure:

• The alternative mode fits the target market;
• The promotion strategy fits the audience; and
• There is evaluation of the effectiveness of the marketing effort.

Complement and coordinate with other agency marketing efforts (for example, work with AQMD to link to episodic bad air days).

Single Thought:

Stress the concept of individual commuter and business benefits. Using alternatives creates a better business environment, a better quality of life for the individual, and an overall healthier community economically and socially, for both business and the individual.

5-10 Year Vision:

Develop a true regional identity (a coordinated transportation system that is connected across jurisdictional boundaries).

Continue a long-term commitment to coordinate as a region, both in marketing and information sharing.

Increase community support for transportation alternatives in the region (again, stressing the region as a whole).

Image, Look, Tone:

Positive, focused on a better quality of life for the individual and a better economic environment for business.

High impact campaigns that are friendly, and humorous.

Convey a streamlined feel--smaller, more efficient government, but not too slick.

Do:

• Emphasize individual commuter or business benefits (cost savings, time savings, less commuting hassle, less parking hassle)
• Network with existing TMAs/ETCs/PTCs (property transportation coordinators)
• Emphasize all the choices
• Base promotions on research
• Target to individuals identified through research

Don't:

• Focus on regulations
• State, suggest or imply ridesharing must be every day, five days a week

Introduction

This section provides a detailed review of the Strengths, Weaknesses, Opportunities, and Threats for Transportation Demand Management in the Sacramento region. The Sacramento region covers a large geographic area including the following counties: Butte, Colusa, El Dorado, Glenn, Nevada, Placer, Sacramento, Sierra, Sutter, Yolo, and Yuba.

First, the available consumer research is summarized, providing information about specific alternative transportation products in the region, or about behaviors and attitudes toward alternative transportation. Then, a review of the Sacramento region's alternative transportation products is given. With this information and based on their experience, the various transportation-related agencies in Sacramento jointly assessed the region's strengths, weaknesses, opportunities, and threats. When the available products are reviewed in light of consumer research and the local experts' assessment, the viability of the various alternative transportation products is more clearly defined and can be better marketed.

Consumer Research

In order to design an effective marketing plan, we must first identify our target audience--their commuting behaviors, attitudes, and perceptions about transportation and commuting modes. Following are pertinent highlights from available consumer research conducted from 1992 - 1995 by the regional marketing partners as noted.

The deliberate inclusion of each of these summaries in the marketing plan serves a consistent purpose: to help us develop and refine effective marketing strategies, as well as marketable transportation products that consumers desire and will use.

Not each piece of research will be relevant to each marketing promotion identified in this plan or in future editions of a regional plan. However, all available consumer research is summarized as a resource for the regional partnership.

Differences in report conclusions do not signify competing or contradictory results. Rather, they indicate differences in each research projects' scope, objectives and methodology.

Some research projects are conducted to tell a story a while others are conducted to give advice. Each study is designed to evaluate marketing products and promotions with a goal of conducting increasingly effective campaigns and creating increasingly desirable products.

If there are differences with respect to a product or the persuasiveness of various messages, these differences will be reviewed and a determination of relevancy and usefulness made at the time of the detailed promotional planning. If further research is necessary, it will be recommended.

May 1995 (from data collected in the fall of 1992)

CALTRANS Consumer Segmentation Research, Phase I

Summary of Key Findings

The primary purpose of the research was to determine within the target consumer market those who would be most likely to try alternatives to driving alone.

Target Markets

• Younger
• Single
• Ethnically diverse
• Lower socio-economic strata (education, occupation and income such as student and entry-level service type workers).

Despite target markets' desire to use alternative modes, the actual usage is minimal. (This reinforces previous findings that current alternatives do not meet consumer needs and expectations).

• Target markets are willing to relinquish responsibility for their commute in part because their lifestyle may allow a change.

• Non-target markets tend to be of a higher socio-economic group (based on education, occupation and income), but not exclusively those factors.

Summary of Findings

• Of drive alone commuters, 44% are "extremely" or "very" likely to use alternative modes of transportation.

Of that 44%:

• 23% are likely to use carpools
• 12% are likely to use vanpools
• 12% are likely to use a public bus
• 11% are likely to bike to work or school
• 10% are likely to try light rail
• 8% are likely to try a train

• Consumers' desire for alternatives exceeds their expectations of the existing product lines. Drive alone commuters are more willing to try some alternative mode of transportation than more conventional modes such as carpools, vanpools, buses, etc.

• Commuters who are willing to try alternatives are different - both demographically and psychographically - from those who are not.

1994

Sacramento Metro AQMD

Air Quality & Transportation Survey

This opinion survey was designed to measure attitudes and behaviors relative to air quality in the Sacramento Metro area.

Awareness of air pollution

The perception that air pollution is a very serious problem in the Sacramento Metro area has not increased but in fact has decreased since 1991.

Seriousness of air pollution: 1991 1994

Very Serious 47.2% 46.8%

Not very serious 6.8% 8.4%

(Monitoring of ozone levels in the Sacramento air basin shows a steady decline in days and hours of federal violation since 1988).

Smog

• 23% of drivers altered their behavior on smoggy days as a result of the Partners for Clean Air advertising campaign.
• 1.8 round trips, per driver, each day of an unhealthy air forecast were eliminated
• Substantial numbers of drivers would use transit on smoggy days if the fares were half price.
• An equal number of drivers said they would carpool on smoggy days if they could obtain a listing of others willing to do the same.

Things to change for cleaner air

Things drivers believe they will have to do to improve Sacramento air quality:

Option	1991	1994
Drive less	40%	42%
Buy an alternate-fueled vehicle	28%	32%
Tune-up vehicle more often	33%	39%
Spend more on smog control	24%	29%
Carpool	32%	35%
Take the bus or light rail	29%	28%
Refrain from driving on smoggy days	26%	30%
Pay higher parking fees	15%	16%

1994

Sacramento Metro AQMD

Air Quality & Transportation Survey--continued

Alternate Transportation Modes

(used to commute at least once during the year)

Transportation Mode	1991	1994
Carpool	39%	31%
Bicycle	15%	10%
Bus	14%	10%
Light Rail	9%	11%

Summary of findings

• There is a considerable potential for telecommuting in the Sacramento area.
  • 7% of those who commute to work at least once a week could and might be permitted to telecommute.
  • Of this 7%
    • 85% have considered telecommuting (6% of all commuters)
    • 41% are already doing so (3% of all commuters)

April 1994

South Natomas TMA

Caltrans Sacramento Rideshare Survey

This study consisted of a series of questions which addressed commuting modes and motivation for using alternative transportation.

If you normally carpool, vanpool, ride transit, walk, or bicycle to work, what motivated you to make this choice?

Motivation	Percentage (534 surveyed)
Cost Savings	25.8
Convenience	20.6
To help improve our air quality	18.5
Stress Reduction	12.7
To save wear and tear on personal vehicle	12.2
Time Savings	5.6
Other	4.5

Employee Commute Modes

Two groups of commuters were compared, all employees (1,374 surveys) and peak hour employees (851 surveys).

Mode	All Employees (1,374)	Peak Hour Employees (851)
Drive Alone	83.4%	82.1%
Carpool Driver	6.0%	6.9%
Carpool Rider	5.2%	5.2%
Transit rail/bus	1.4%	1.9%
Vanpool	0.3%	0.4%
Bicycle	0.5%	0.6%
Walk	1.2%	1.5%
Telecommute	0.0%	0.0.%
Did not Indicate	2.0%	1.4%

Reasons for not ridesharing:

• Irregular work schedule (19.1%)
• Need my car before and/or after work (17.0%)
• Don't like to depend on others (12.0%)
• Need my car at work for personal business (11.0%)
• Don't have anyone to ride with (10.7%)

South Natomas TMA

Caltrans Sacramento Rideshare Survey--continued

What would encourage you to use public transit?

• Subsidized bus passes (19.4%)
• More flexible work hours (14.3%)
• More fixed work hours (14.0%)
• Sale of bus passes at work (8.4%)
• Prizes, drawings, contests, etc. (7.6)
• 36.2% of 748 employees surveyed responded "other"

What would encourage you to share the ride to and from work in a carpool or vanpool? (1, 145 surveyed)

• Guaranteed Ride Home in the event of an emergency/unexpected overtime (22.4%)
• Help in finding people with whom to carpool (17.1%)
• A South Natomas Shuttle to connect with light rail/transit (10.5%)
• A lunchtime shuttle to take to local restaurants/shops (10.0%)

What would encourage you to ride a bicycle or walk to work?

• Secure, convenient bicycle parking racks (13.3%)
• Bicycle subsidy for commuting to work (10.8%)
• Bicycle lockers (10.5%)
• Seminars on riding safely in traffic (3.5%)
• 45.6% of employees surveyed responded "other"

1993

Placer County

Regional Transportation Plan

Placer County experienced a 12.3% growth from 1990-1993, and a 65.5% population increase from 1980.

Destination

• Most workers who live in Placer also work in Placer county.
• Of those who work outside Placer County the number one destination is Sacramento County. This amount has increased by 62% from 1980.

Transportation

Interstate 80

An important link for interstate commerce and trade, resulting in considerable traffic through Placer County.

• One of the major interstate links in the country.
• It is also one of only two major crossings of the Sierra Nevada between Bakersfield, CA and Portland, OR.
• Major thoroughfare for recreational, weekend travelers.

Carpooling

Has increased in total numbers but has decreased as a percentage of the total.

• 1980 - 18.5% of workers carpooled to work
• 1990 - 12% of workers carpooled to work

Average Commuter

• The average commute time has increased from 19.5 min. to 21.7 min.
• The commute time for all Placer County residents has increased by 82%, from 16,833 hours a day to 30,666 hours a day

August 17, 1992

Sacramento Regional Transit District

Origin Destination & Passenger Profile

The survey was designed to provide information about transportation flows and passenger characteristics within the system in six time periods.

Existing Ridership Patterns

• 53% of weekday Regional Transit (RT) trips are work-related

• Shopping trips are the greatest proportion on Saturday bus
• "Other" trips have greatest percentage on Sunday light rail

Origin and Destination (Weekday)

• Central Business District (CBD) 16% of trip origins

21% of trip destinations

• Midtown and CBD constitute 22% of trip origins

27% of destinations

• All others are suburb-to-suburb trips

RT Rider Profiles

Weekday: Women.

Ages: 18 to 24 and 34 to 49.

Ethnicity: White non-Hispanic 54%

African American 20%

Hispanics 10%

Asians 5%

Other 11%

Ridership

• 64% of riders have driver's licenses
• 43% said they could have chosen to drive instead of using RT
• 58% using alternative modes of transportation would use RT
• 37% would use the bus

Payment

Weekday 70% Pay full fare

36% Monthly passes

35% Cash

13% Use the daily pass

Regional Profile Analysis

Products, Capacity, Placement, and Pricing

In the Sacramento region, the current transportation system includes a network of freeways, several bus systems, a light rail system in the Sacramento Metropolitan area, intercity rail, and some bicycle facilities. There are also four telecenters.

The region's freeway network consists of four major freeways - I-5, I-80, US-50 and US-99- converging on Downtown Sacramento as the central focus. Of the State's four largest urban areas, the Sacramento region has the least amount of congestion. Most existing congestion is experienced along routes to downtown Sacramento. Interstate 80 accounts for 45% of the region's total vehicle hours of delay (Caltrans, 1993; Sacramento Transportation Authority, 1993).

Available alternative transportation products include:

1. Carpools and vanpools
2. Bus
3. Rail
4. Telecommuting
5. Bicycling and walking

Also included in this discussion are miscellaneous product or service enhancements.

1. Carpools and vanpools

Carpools (13.2%) are the second most popular form of commuting after solo driving. Based on 1990 U.S. Census information, carpooling has the highest participation among commuters in Sacramento, Colusa, El Dorado, Sutter and Yuba Counties.

Vanpooling is typically defined as seven to 15 persons commuting together on a regular basis and sharing expenses. U.S. Census data shows that only 0.2% of workers in Sacramento commuted by vanpool in 1990. Traditionally, vanpoolers tend to have longer commutes, often living 20 or more miles from work with limited access to other options such as bus or rail. There are 140 vans operating in the Sacramento region, mostly employer-sponsored (Sacramento Rideshare, 1993). There are also two buspools in this region.

Carpools and vanpools can operate throughout the freeway and arterial system region wide. There is currently one HOV facility that offers reduced travel time via a lane dedicated to carpool, vanpool, or bus use.

The typical monthly commute cost of driving alone in the Sacramento region is $277. Depending on the frequency of use, carpooling and vanpooling can produce a significant cost savings for the commuter. The average cost of a carpool (two persons) is $138 a month (based on 20 days per month); a vanpool ranges on average from $90 to $100 per person per month.

High Occupancy Vehicle Lanes

One 7.8 mile long HOV lane exists along SR-99 between Mack Road and Martin Luther King Boulevard. This HOV facility opened in 1990. It is operational 24 hours per day and requires a vehicle occupancy of two or more persons (Caltrans, 1993). SACOG, in conjunction with Caltrans is currently completing a detailed study of the US-50 corridor, including consideration of a new HOV facility. Less detailed feasibility analyses have been conducted by Caltrans for new HOV lanes on SR-99 and I-5. Funding for these projects has not been programmed in current or upcoming funding cycles, and no near term construction schedules for these projects can be estimated (Caltrans, 1993; SACOG, 1995).

Park & Ride Lots

Located mostly in suburban areas, Caltrans District 3 operates 44 Park and Ride lots. The following table indicates location and usage of these lots.

Source: Caltrans, 1993

A few of these lots operate over capacity, including:

County	Route/ Description	Space	Spaces Used	% Used
Yolo	80 at Enterprise Drive	106	129	121%
Sacramento	99 at Sheldon Road	90	91	101%
El Dorado	50 @ Missouri Flat Road in Placerville	70	76	108%
El Dorado	50 @ Cameron Drive	33	42	127%
Placer	80 @ Indica Hills Road near Newcastle	27	28	104%
Placer	80 @ Sierra College Boulevard near Rocklin	24	30	125%
Placer	80 @ Horseshoe Bar Road	24	27	113%

Source: Caltrans, 1993

2. Bus Operations

Transit mode split for the region has remained at about 2% since the 1990 Census (including both bus and rail). At this level, the Sacramento region's transit ridership share is much lower than the three other major California urban areas studied. This may be due to the availability of relatively uncongested freeways, and dispersed, low-density suburban growth patterns.

Nineteen transit operators serve the region, the largest being Regional Transit (SACOG, 1992). The region's transit system is heavily weighted towards meeting Sacramento Metropolitan area transit needs, specifically the central business district (RT, 1993).

Sacramento Regional Transit (RT) operates 202 buses along 58 fixed route bus lines over a 295 square mile area, with peak commute hour headways of 15 minutes. Existing bus service focuses on providing access to downtown Sacramento, and service connections to the light rail system (RT, 1993). Daily cash fare is $1.25, with a regular monthly pass available for $40.00.

Since 1991, RT's average weekly ridership increased slightly from 56,000 to 58,000 (RT, 1993). Other smaller bus operators provide bus service from outlying communities to intermodal transfer points at light rail stations and key activity centers. This service is supplemented by fixed route and demand responsive bus operations in more rural areas. (SACOG, 1991). The Tahoe area has an extensive bus, shuttle, and trolley system to serve both recreational and commuter trips.

Source: RT, 1993.

Buses operate in a number of ways: on a fixed route and schedule system established by the transit agencies according to riders' needs, on an express route system with limited stops and serving specific corridors, and on an on-demand basis. In this region, the typical monthly cost for using local bus service is $40. Express bus service ranges from $40 to $55 per month. With few exceptions on the most popular routes, there is capacity on both fixed route and express buses.

3. Rail Operations

Urban Light Rail

Operated by Sacramento Regional Transit (RT), the Sacramento Metro light rail system operates two routes along 18.3 miles of rail, connecting Downtown Sacramento with suburbs located to the east and northeast. The service operates 21 hours per day, at up to 15 minute headways. Trip fare is $1.25, with a regular monthly pass available for $40.00 (RT, 1993).

In 1991, RT conducted a survey of light rail riders. The typical light rail user was found to be white, college educated and working in a professional/technical occupation. Economically, the typical user's income varied substantially with 36.2% of riders earning less than $20,000, and 20% of riders earning more than $50,000.

Source: Caltrans, 1992; SACOG, 1992; RT, 1993.

Four potential rail extension projects are under consideration: 1) Roseville/Northeast Light Rail Extension; 2) Hazel/Folsom Light Rail Extension; 3) Meadowview/South Corridor Light Rail Extension; and 4) Arena/Airport Light Rail Extension. Funding is now in place for an extension of the existing eastern route to Matherfield Road. A major investment study for the US 50 Corridor is currently examining detailed options for an eastern light rail extension between Matherfield Road and Folsom. In addition, RT has recently completed a Southern Area corridor study and will likely pursue development of this corridor next (SACOG, 1995).

Intercity Passenger Rail

Amtrak's Capitol provides round trip service from San Jose to Sacramento, Monday through Thursday. The California Zephyr serves the areas of Oakland-Davis-Sacramento-Rosevill-Colfax-Truckee, three times a week (Monday, Wednesday, and Friday). Additionally, the San Joaquin serves the San Joaquin Valley with feeder bus service to Sacramento four times a day.

4. Telecommuting

Telecommuting programs are offered by approximately 100 major employers in the region (Sacramento Rideshare Memo, 1994).

There are four telecenters currently operating: three in Placer County, and one in Grass Valley. A new telecenter is planned to open in Davis.

• Roseville, Placer County: There are 16 fully equipped workstations, a conference room and many other amenities such as dry cleaning pick-up, and nearby restaurants, daycare, and banking at this telecenter.

• Auburn, Placer County: This telecenter has 12 fully equipped workstations, a conference room and many other amenities including daycare and health club facilities within the complex, shower facilities and proximate restaurants and shopping.

• Rocklin, Placer County: There are 12 fully equipped workstations at this telecenter, a conference room and other amenities including daycare located next to the telecenter and restaurants, shopping and banking within walking distance.

All three Placer County telecenters are operated by the South Placer County TMA. For each center, the first month's workspace rental is free with a six month commitment; thereafter costs approximate $20 per day plus long-distance calls and copies. Employers may reserve workstations one a part-time basis--one day per week or more. There is currently availability at these telecenters. Occupancy is currently approximately 20% for the three combined sites.

• Grass Valley, Nevada County: There are currently 10 workstations at the Grass Valley telecenter, with space for expansion if needed in the future. Amenities include a conference room, video conferencing and shower facilities on site. The telecenter is adjacent to downtown Grass Valley and is close to daycare, restaurants, banking, and shopping. There is currently capacity available. Regular telecommuters pay $12 per day plus charges for amenities like video conferencing, copies, faxes, etc. "Drop in" telecommuters can use the facility for $5 per hour or $20 per day. Employers can reserve workstations on a part-time basis--one day per week or more. All of the current telecenter users are part-time.

This product includes telecommuting from telecenters and home based telecommuting. As suggested by its name, home based telecommuting involves an employee working out of his or her home, thereby eliminating their commute trip(s). This "commute" option generally requires not only the choice of the commuter, but the consent of the employer to the mode choice.

5. Bicycling and Walking

The region has the highest bicyclist rate of the state's metropolitan areas. Yolo County accounts for much of this, with an exceptional 10% bicycle commute rate. This is due to the tremendous number of bicyclists at the University of California, Davis. Chico also has a bicycle commute rate of 10%. In the region, 2.9% of commuters walk to work, and, as in the San Diego region, this region has more walkers than transit users.

An extensive bikeway system, composed of 400 miles of bikeways, is available in parts of the Sacramento region. The majority of this network is in Sacramento and Yolo Counties, and the Cities of Davis and Chico (SACOG, 1990). Bicycles are allowed on the urban light rail system and RT buses, everyday of the week except peak commute hours. Light rail cars accommodate two bikes per vehicle, and buses one bike per vehicle.

Miscellaneous Products or Service Enhancements

Information Systems

Smart Traveler

Smart Traveler is a comprehensive management information system for accessing transportation information statewide. It is designed to provide information on the variety of transit modes in any given area of California that will enable the consumer to make a "smart" choice when traveling.

The initial phase of Smart Traveler includes two components that became operational in the Sacramento region in September of 1995: a toll free phone number, 800 COMMUTE, and an internet site. The 800 COMMUTE number offers a single number for commuters or travelers to call for information about alternative transportation--carpools, vanpools, bus, rail, and telecommuting. It works through a switching system, so that while the caller calls a single number, they are switched to the appropriate transportation or service provider for information specific to their trip.

Similarly, the internet system allows travelers to use a computer to access an internet site and retrieve detailed information on all transportation options available in the Sacramento region.

Together, these services enhance the alternative transportation alternatives by making "how to" information easy to obtain.

Parking Management

Almost all employees in this region receive free parking. Suburban parking is abundant and free, whereas the cost for parking in downtown Sacramento is $30-$60 per month. One employer, Mercy General Hospital has a "parking cash out" program for employees who use alternative modes. Under this employer sponsored program, carpoolers, pedestrians, and bicyclists receive a dollar a day in lieu of free parking (Sacramento Rideshare Memo, 1994). With the implementation of the state-wide "Parking Cash-out Program" law, certain employers with more than 50 employees may be required to offer the cash value of parking subsidies to employees for use in paying for alternative rideshare modes.

Guaranteed Ride Home Programs (GRH)

CMAQ funds have been used to develop a GRH program that is administered by Sacramento Rideshare. This program has enlisted 150 participating employers and has registered 4,600 eligible commuters. The two year goal for the program is to register 6,620 commuters. In addition, several TMAs have developed their own GRH programs.

Alternative Work Schedules

Alternative work schedule programs are offered by over 100 employers in the region (Sacramento Rideshare Memo, 1994).

PRODUCT VIABILITY

The available consumer research indicates that a significant segment of the population would consider using alternative modes of transportation. However, many of the alternatives available do not meet consumers expectations or desires, so that despite a willingness to try alternatives, many consumers do not. Congestion and air pollution are not perceived by residents in the region to be a major problem. It does appear that in certain communities the volume of commuters and the length of commute trips is growing (Placer County). One survey (South Natomas) indicated the following reasons for not ridesharing: irregular work schedule, and need my car before/after work. That same survey indicated cost savings and convenience as motivating factors for using alternative modes.

Strengths

Availability of alternative transportation products is the biggest strength in the Sacramento region. Products that are competitive with driving alone vary by community, but include light rail (there are good bus to rail connections); new telecenters; good bikeway systems; free transit; regional vanpools; and regional commuter express buses. Another strength is the many existing marketing agents including transportation agencies, TMAs and ETCs. Since 1-800-COMMUTE is now operational (September 1995), there is also a single number for accessing transportation information. Similarly, the new internet page (which began in September 1995) will improve convenient access to transportation information.

Weaknesses

While available transportation alternatives is a strength, it is also a weakness. Light rail does not currently extend to outlying communities; direct commuter lines (express bus and vanpool service) are limited; there is only one HOV facility; prime park and ride lot locations are at capacity and other key locations do not have park and ride facilities.

Other weaknesses that significantly affect the region's ability to market alternative transportation products are a lack of incentives such as time savings, cost savings, or convenience for the commuter. Traffic congestion is minimal and focused along segments of certain corridors, consequently, most commuters are not sitting in traffic for long periods of time. The distance of the average commute is also relatively short, and therefore not conducive to alternative transportation products. Also, parking is free in most communities, and not prohibitive in areas that charge.

Finally, this region covers a large geographic area. Commute destinations are dispersed, transportation services do not connect among all counties, and populations are distinct and often disparate. As a result few services can be marketed on a truly regional basis.

Opportunities

Congestion appears to be getting worse and commute trips to be increasing in length and time, improving TDM alternatives' attractiveness. There are new products and services in several communities in the region, such as new park and ride lots, extension of rail services, shuttles and expanding telecommuting programs that can be promoted. Also, in many communities in the region, there are programs already in place to overcome barriers to ridesharing or to offer extra incentives (guaranteed ride homes, transit subsidy programs). Finally, there is a movement among business and government away from regulation and towards creating a healthy business environment. TDM can use this movement as an opportunity to create and disseminate messages about the individual and business benefits of alternative transportation.

Threats

Perceived problems of safety for alternative transportation products is a real threat to increasing alternative transportation use. While the removal of regulations requiring various TDM compliance can be used as an opportunity, the reduction of regulations could create a false belief by consumers that TDM is no longer needed. In the Sacramento region, its large geographic composition coupled with the disparity among communities and the products and services in each community can be a threat to a unified, coordinated marketing approach.

In summary, many of the products available in the Sacramento region are viable for certain segments of the commuting population (related to specific corridors, communities and employment centers) and also for recreational travelers in Tahoe. This marketing plan identifies and focuses on those products.Demographics

For the purposes of this marketing plan, the Sacramento Region is defined as the counties of Sacramento, Butte, Colusa, El Dorado, Glenn, Nevada, Placer, Sierra, Sutter, Yolo, and Yuba. This area comprises those counties which are included as part of Caltrans District 3. This region has 2,023,000 residents, of whom approximately 769,000 are commuters (U.S. Census, 1990; California Department of Finance, 1994). The region's five most populated cities are Sacramento (394,000), Roseville (56,000), Davis (51,000), Chico (46,743), and Woodland (43,000) (California Department of Finance, 1994). The following table describes the region's population and household characteristics.

Source: U.S. Census, 1980 and 1990. California Department of Finance, 1994.

The Sacramento region is divided geopolitically into the Metropolitan Sacramento Area (Sacramento, Sutter, Yolo and Yuba counties), the North Area (Glenn, Butte, and Colusa counties) and the Tahoe Area (Sierra, Nevada, Placer and El Dorado counties). Key activity centers in this region include:

Source: Sacramento Rideshare, 1992 & 1995

The Metropolitan Sacramento Area is the most urbanized of these subregions, while the North Area remains relatively rural. While the Tahoe Area is distinguished by its visitor and recreational nature. The vast majority of the population of the region (68.1%) lives in the 3,343 square mile Metropolitan Sacramento Area.

Hispanics comprise 11.1% of the population, Asian-Americans represent 6.9% and African-Americans account for 5.5%. As elsewhere in California, ethnic minority populations (especially Hispanics and Asian-Americans) are increasing at much faster rates than the white population (U.S. Census, 1990).

Commute Modes

Most commuters in the region drive to work alone. The region has the highest drive alone rate (75.3%) and lowest transit usage (2%) of the state's four metropolitan areas--San Diego, Southern California, San Francisco Bay Area, and Sacramento (U.S. Census, 1990). The region also has the highest bicyclist rate of the state's metropolitan areas with excellent bikeway systems in several communities. Yolo County accounts for much of this, with an exceptional 10% bicycle commute rate. This is due to the tremendous number of bicyclists at the University of California, Davis. Chico also has a 10% bicycle commute rate. In the region, 2.9% of commuters walk to work, and, as in the San Diego region, this region has more walkers than transit users.

Source: US Census, 1990 and SACOG, 1992.

Commute Patterns

The average commute time for the Sacramento region is about 21 minutes. A SACOG-conducted travel study estimates that 20.7% of all trips are commute-related. Work-related trips in the region have a 20% lower vehicle occupancy (1.2 AVR) than for non-work trips (1.5 AVR).

While over 70% of commuters travel to workplaces outside of the community in which they live, it is interesting to note that in 1992, eight of the of the ten most traveled home-to-work commutes are completely contained within the same community.

Source: SACOG Household Travel Study, 1992.

Travel patterns are extremely dispersed in the region with 66% of work trips terminating in "non-core" areas. Downtown Sacramento is the region's largest job center, attracting 12.9% of all commute trips. Rancho Cordova accounts for about 8%, Eastern Sacramento about 7%, and Arden-Arcade about 6% of region's work trip destinations (SACOG, December, 1992).

Interregional Trips

Increased commuter traffic between the Bay Area and Sacramento Metropolitan areas, as well as weekend and holiday recreational traffic, has been experienced along I-80 (J Kaplan & Associates, 1990), and increased trips between Metropolitan Sacramento from other outlying areas such as Shasta County have been documented. As San Joaquin and Solano Counties become larger bedroom communities for both the Bay Area and Metropolitan Sacramento Area, additional interregional trip patterns have also been created. (Caltrans, 1991 and SACOG, 1992).

Organizational Structure and Responsibility for TDM systems

There are several distinct agencies involved in the development and operation of transportation products and services, and in providing information about and marketing of these services. These agencies include the following:

Regional Planning Agencies

Butte County Association of Governments

El Dorado County Transportation Commission

Placer County Transportation Planning Agency

Sacramento Council of Governments

Sacramento Transportation Authority

Tahoe Regional Planning Agency

Transportation Product and Service Providers

Butte County Department of Public Works

Caltrans District 3

City of Roseville Public Works

City of Folsom Public Works

Davis Community Transit

El Dorado County Transit Authority

Placer County Public Works

Regional Transit

Unitrans

Yolo County Transit Authority

Yuba/Sutter Transit Authority

Transportation Management Associations

Chico TMA

Davis TMA

Power Inn TMA

Folsom, Rancho, El Dorado (FRED) TMA

Truckee - North Tahoe TMA

Sacramento TMA

South Shore TMA

South Natomas TMA

South Placer County TMA

Yuba/Sutter TMA

Western Nevada County TMA

Air Quality Management Districts

Feather River AQMD

Sacramento Metro AQMD

Yolo/Solano AQMD

Regulatory Environment

Federal Regulations

Federal Clean Air Act (1990)

The Federal Clean Air Act Amendments of 1990 require that states with severe and extreme ozone non-attainment areas implement programs which require employers with 100 or more employees to reduce work related vehicle trips and vehicle miles traveled. The 1990 Federal Clean Air Act established requirements for states that do not meet air pollution standards. To reduce air pollution, states are required to control pollution from mobile sources. The legislation requires a 15% improvement in air quality in the first six years, with 3% annual average reductions in the following years. The 1990 amendments place new requirements on employers of 100 more people to reduce work-related trips by 25% above the area average.

States with non-attainment areas are to revise their State Implementation Plans (sips) to include strategies for meeting new air quality targets. Violations of federal standards could result in the loss of millions of dollars in federal funding for highway and other infrastructure improvements.

Federal Energy Bill (1992)

The Federal Energy Bill, went into effect on January 1, 1993, raising the tax-exempt employer provided transit subsidy to $60 per month. Only transit subsidies in excess of $60 per month are taxable to the employee. A tax-free vanpool allowance of $60 is permitted. Furthermore, for the first time, parking is taxed for any amount above $155 per month. Carpooling, bicycling, walking and all other transportation allowances will most likely still be considered taxable income.

Americans with Disabilities Act (1990)

The Americans with Disabilities Act (ADA) prohibits employers from discriminating against a "qualified individual with a disability." In July 1992, the Act was effective for employers with 25 or more employees. In July 1994, it will also apply to employers of between 15 and 24 employees. Some of the transportation related provisions include:

New public buses must be accessible to disabled people;

Paratransit of special transportation must be provided to those who cannot use fixed routes;

Existing rail must have one accessible car per train by July 26, 1995;

New rail systems must be accessible to disabled people;

Key rail stations must be accessible by July 26, 1992; and

New bus and train stations must be accessible.

State Regulations

California Clean Air Act

As a result of Federal Clean Air Act Standards, the California Clean Air Act of 1988 requires non-attainment air quality districts to adopt and enforce transportation control measures designed to increase the average vehicle occupancy (AVO) to 1.5 by 1999, with no net increase in vehicle emissions after 1997, and rank control measures in order of their cost effectiveness (CARB, 1990). The California Clean Air Act is more stringent than the Federal Clean Air Act. Recognizing the effect of motor vehicle activities on air quality, the California State Legislature enacted Senate Bill 151 (Presley) which empowers air pollution control districts to control pollution resulting from vehicular travel.

Parking Cash Out Program (1992)

The Parking Cash Out Program is a State regulation that requires employers with 50 or more employees that purchase employee parking to offer cash to employees in lieu of parking. The cash amount must be equal to the employer's cost of providing work site parking. The regulation also requires CMA's to consider parking cash out when developing and updating their trip reduction and travel demand elements. In addition, cities and counties must reduce parking requirements as appropriate. Employers affected by this regulation must be located in air quality non-attainment areas (such as the Sacramento Metropolitan area), have 50 or more employees, already subsidize parking, not own their parking spaces, and be subject to leases requiring rental of a fixed number of parking spaces.

Petroleum Usage (SB 1214)

SB 1214 requires that the State Energy Resources Commission forecast, report on and evaluate various fuel usage reduction strategies in consultation with various state agencies. It would require long-range and interim targets for fuel diversity that lessen demand for petroleum. Funding for this effort is allocated via the Petroleum Violation Escrow Account (PVEA).

Variable Work Hours Related Legislation

Recently in California, several work orders have been promulgated by the Industrial Welfare Commission. These work orders define conditions for implementing a variable work hours program. Among the conditions are 1) an agreement must be in writing and approved by secret ballot; 2) variations for any combination of days and hours are permissible provided that a regular day does not exceed 12 hours and any additional hours per day or more than 40 hours per week will be counted as overtime; and 3) the program may only be changed after 12 months and by petition of 1/3 of affected employees.

Leslie Bill - SB 883

SB 883 exempts employees with fewer than 100 employees at a given work site from submitting trip reduction plans that are required by air pollution control and air quality management districts. This bill was signed by Governor Pete Wilson in September 1993.

Regional Regulations

AQMD and Other Local Trip Reduction Measures

The Sacramento Transportation Authority, working with the City of Sacramento and the Sacramento Metropolitan Air Quality Management District (SMAQMD) has developed a model ordinance for adoption by Sacramento County and its four incorporated municipalities as part of the Sacramento Congestion Management Program. The ordinance is based on Employee Commute Options (ECO) as defined by the federal government. The local trip reduction ordinances derived from this model will impact employers with more than 100 employees, and would foster programs to help employers attain the required target AVR of about 1.38 (SMAQMD, July 1994 & February, 1995).

The County of Sacramento adopted an ordinance in 1983 that applies to employers with more than 100 employees, and requires on-site alternative commute education and coordination. The goal is to increase employees' use of alternative commute modes.

Placer County adopted a trip reduction ordinance (TRO) in 1981 which has different requirements depending on the size of the employer. The goal of this ordinance is to reduce SOV use by 25%. This ordinance also has no penalty for non-compliance.

Yolo County adopted a TRO in 1992 for the unincorporated areas of the County. The TRO applies to employers with 25 or more employees. Employers are to fill out surveys at time of business license renewal.

The Yolo/Solano AQMD is preparing an ordinance to be adopted October 1994. This ordinance will be called the Commute Alternatives Rule and will require employers with 100 or more employees to submit plans, and those with less than 100 employees to designate an ETC and post rideshare information.

Congestion Management Programs

State Proposition 111 requires counties in California's urbanized areas to adopt congestion management programs (CMPs), including a trip/travel demand element. The following are some of the key regulatory developments.

Six of the eleven counties in this region have adopted CMPs, including Placer, Butte, Sacramento, Yolo, Yuba, and Sutter Counties. The remaining Counties are exempt because they are categorized as "non-urban". The following summarizes the TDM elements of the updated CMPs.

Butte County

The Butte County CMP was updated in 1994. All jurisdictions in Butte County, Chico, Oroville, Paradise, Gridley, and Biggs are to adopt trip reduction ordinances. (To date, Chico, Oroville, and Paradise have adopted TROs.) A sample ordinance is provided that includes a menu approach of alternative transportation strategies by size of employer. The more stringent measures are to be adopted by the larger companies (Butte County Association of Governments, 1994).

Placer County

The Placer County CMP was updated in 1993. All cities and counties in their jurisdiction have adopted trip reduction ordinances. They include Placer County, Roseville, Rocklin, Colfax, Auburn, Lincoln, and Loomis (Placer County, 1993).

Sacramento County

The Sacramento County CMP was adopted in 1993. Sacramento County and all cities are to adopt the AQMD trip reduction rule upon its adoption. Additionally, alternative transportation measures will be evaluated based on how well they mitigate level of service deficiencies (Sacramento Transportation Authority 1993).

Yolo County

The Yolo County CMP was updated in 1994. The four jurisdictions of Yolo County, Davis, Woodland, West Sacramento, and Winters have adopted TROs. The AVR goal for most of these ordinances is 1.4 (Yolo County, 1991).

Yuba-Sutter Counties

Yuba and Sutter Counties formed a joint powers agency to prepare one CMP. It requires each local jurisdiction to develop and adopt a trip reduction and travel demand management plan. The CMP was updated in 1993 (Feather River AQMD, 1993).

Local Regulations

Trip reduction ordinances have been adopted by several cities in this region, including: Auburn, Chico, Colfax, Davis, Lincoln, Loomis, Rocklin, Roseville, Sacramento, and Winters. These ordinances require employers to reduce the number of trips created by their businesses.Congested Corridors

The process of identifying key target markets for the Sacramento region began with a review of major transportation corridors. Using the factors of traffic congestion, traffic volume, and lane capacity (including mixed flow and HOV lanes), the primary corridors in the region were ranked and given a congestion score on a scale of zero to 20 (20 being most congested). The map on the following page highlights the most congested corridors in the region, which include Interstate 80, Interstate 5, Highway 50, and State Route 99. Because the residential communities and employment centers along these corridors cover a broad geographic area, a single corridor may have many segments with different transportation products and target audiences.

Key Activity Centers

To assist in defining strategic targets for marketing alternative transportation products, an analysis of key activity centers in the region was completed (including employment and recreational activity). This analysis included a review of existing marketing agents, products, current mode split, transportation regulations in place and pertinent background information about the activity center. This analysis identified 10 potential targets for further analysis:

1. Downtown Sacramento/East Sacramento
2. Lake Tahoe
3. Chico
4. Roseville
5. South Natomas
6. Folsom/El Dorado Hills
7. Rancho Cordova
8. Grass Valley/Nevada City
9. Davis
10. Yuba Sutter

Trip origins and volumes were then identified for each potential target area. Volume II of this document provides the detailed analysis for congested corridors and target areas.

From this information, it is evident that the combined Downtown and East Sacramento area has the most traffic congestion, employment density, and volume of trips in the region--155,774 total morning peak work trips. The remaining areas experience varying levels of congestion and have volumes of trips ranging between 4,500 to 18,000 total morning peak work trips.

Defining Target Audiences

Using all of the above information, a marketing strategy was developed which targets audiences based on unique product characteristics and significant employment/activity centers. This strategy is not an all-encompassing approach which includes every product in every potential market. Rather, it focuses on the specific products and audiences in each geographic location which will result in the most likelihood of commuters trying an alternative way of commuting. It allows tailored, cost-effective marketing of alternative transportation products.

Four specific categories of audiences are targeted including:

• commuters traveling to Downtown/East Sacramento
• commuters traveling to another employment center from an outlying community
• commuters who live and work within the same community
• recreational travelers

In addition, two products are identified for targeted marketing efforts:

• telecommuting
• Smart Traveler (the 800 COMMUTE and internet information systems).

These products require different marketing outreach strategies. The telecommuting mode choice requires a decision by both the employer and the commuter, so marketing must include persuasive communication to two distinct audiences. The Smart Traveler information systems are available to all consumers throughout the entire Sacramento region, thus marketing of Smart Traveler requires the broadest messages and methods of communication.

Commuters traveling to Downtown/East Sacramento

Commuters traveling to Downtown and East Sacramento have several good options for their commute. Trips are dispersed from origins throughout the region, but approximately 40 percent of trips to the Sacramento employment center also originate in Downtown or East Sacramento.

Available, competitive commute options include the following:

• Carpool on Route 99
• Vanpool for longer distance commuters
• Express and local bus
• Light Rail
• Bicycling

Commuters traveling to other employment centers from an outlying community

Employment centers with audiences in this category include:

• Folsom
• Rancho Cordova
• South Natomas

A review of the available products serving commuters identified those modes most likely to be competitive with driving alone:

Employment Destination	Available, Competitive Product(s)
Folsom	Carpool, bicycling
Rancho Cordova	Carpool, vanpool
South Natomas	New shuttle service connecting South Natomas to Sacramento light rail and transit

Commuters who live and work within the same community

This category of audience occurs in the following communities:

• Chico
• Davis
• Yuba/Marysville

Again, reviewing the available products serving commuters identified those modes most likely to be competitive with driving alone:

Home, Work Community	Available, Competitive Product(s)
Chico	Transit
Davis/Woodland	Transit
Yuba City/Marysville	Carpool

Recreational travelers

Tahoe/Truckee is the only area in this category. The products most competitive with driving alone for recreational travelers in the Tahoe area are shuttle, trolleys, and bus systems. It may also be appropriate to market bike/transit combination trips also in this target market.

Telecommuting

There are four telecenters along I-80--three in Placer County and one in Nevada County--which offer longer distance commuters an excellent commute choice.

Smart Traveler Information Systems

One product that is available region-wide is the transportation information system (including 800-COMMUTE and internet). Consequently, this product is proposed to be marketed to the "audience" of all commuters in the region.

Detailed Promotional Strategies

The following pages provide detailed promotional strategies for the target corridors, audiences and products identified above. These strategies are the framework from which the promotions will be developed and implemented. In addition, a campaign plan for each promotion will be developed by working groups of the regional partnership based on the schedule outlined.

Commuters traveling to Downtown/East Sacramento - Multi-modal

Activity Center	Downtown/East Sacramento
Product(s)	Multi-modal promotion Carpool Vanpool Express Bus Local Bus Light rail Bicycling
Target Audiences Note: these audiences will be refined and the messages will be tailored by mode as part of the detailed development of the promotions.	Home end: Carpool: commuters traveling longer distances (20 or more one way). SR 99 has a carpool lane. Vanpool: commuters traveling over 20 miles Express Bus: Yolo County (Woodland/Davis); Yuba City/Marysville; Folsom; El Dorado County/Placerville; potentially Stockton/Modesto (SMART); potentially upper Placer County. Light rail: Communities along the two lines--1) approximately Rancho Cordova paralleling US 50 to 16th Street downtown (12 stops); 2) approximately North Highlands paralleling I-80 to 12th and I downtown. Bicycling: residents living within 5 miles of Downtown--will need to target based on safety (hours of commuting, routes) Local Bus: will need to refine, identifying those routes that offer convenience of home to work trip (residential communities within approx. 1/4 mile of stops, and traveling shorter distances to light rail station connections or to downtown/east town employers proximate to employment centers. Work End: Government agencies Small employers (SACOG has manageable database)
Objective	Generate trial and continued use of alternative modes to Downtown and East Sacramento
Strategy	Promote tangible benefits to commuters of using alternative modes to Sacramento. These benefits will vary by mode, but include convenience, productive commute time, and reduced stress (hassle of parking, circling).
Promotional Ideas	Bus/Light Rail: taking an alternative to driving alone will avoid the hassle of driving, circling and parking in downtown Sacramento; productive commute. Carpool/Vanpool: on SR 99--potential time savings; other routes--productive commute time. Vanpool will have to be promoted as taking your own vehicle and creating a vanpool--there are no formal vanpool/vehicle programs currently. Bicycling: health and reduced stress messages.
Timing	October 1995, September 1996
Commuters traveling to Downtown/East Sacramento - Multi-modal (continued)
Outreach	Home end: Local print Direct mail or door hangers within appropriate miles of light rail, bus stops Outdoor along corridors Radio/traffic tags Work end: Flyers to property managers, at lunch time retail and restaurants Collateral to TMAs/ETCs
Budget	October 1995: $80,000; September 1996: $80,000
Partner Contributions	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters traveling to other employment centers from an outlying community

Activity Center	Folsom
Product(s)	Carpool Bicycling In future, vanpool--keep under consideration--home end is El Dorado County and Yuba/Sutter
Corridors	US 50 (east- and westbound) Hazel Avenue (southbound)
Target Audience	Businesses located between Intel and Aerojet Prison employees (two prisons) Rationale: Between Intel/Aerojet (along Blue Ravine Road) is where the highest concentration of large employers are located Prison employees have regular work schedules, same work site destinations
Objective	Generate trial and continued use of carpools and bicycling
Strategy	Promote tangible benefits of carpooling and bicycling
Promotional Ideas	Carpooling: will save you money will give you a better commute (more personal time) is convenient There is a Guaranteed Ride Home program that should be promoted Bicycling: is healthy will give you better personal commute time there are showers at most businesses, and will be bike lockers soon
Timing	Carpool: Spring 1996 - tie to 150 year celebration; transportation-related events Bicycling: September 1996 (bike lockers available)
Outreach	Carpool: paycheck stuffers ETC package flyers at lunchtime retail/restaurants Prison bulletin Bicycling: coop promotion with REI, Bicycles Plus distribute information through bicycle advocate groups Prison bulletin
Budget	Carpool: $15,000 Bicycling: $7,500
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters traveling to other employment centers from an outlying community

Activity Center	Rancho Cordova
Products	Carpool Vanpool
Corridors	US 50 (east- and westbound) Sunrise Boulevard (southbound) Hazel Avenue (southbound)
Target Audience	Employees of Business Park South of Highway 50 ETCs Rationale: Parking at the business park is currently tight Congestion on Highway 50 is high Significant number of work trips to this location
Objective	Generate trial and continued use of carpooling/vanpooling to and from the Business Park South of Highway 50
Strategy	Promote tangible benefits of carpooling and vanpooling to receptive audience
Promotional Ideas	Carpooling/Vanpooling will: give you more quality time going to and from work (employees) save you money (employees) reduce stress/parking problems (employees) boost employee benefits at no cost (employers) Market Guaranteed Ride Home program
Timing	Spring 1996
Outreach	Paycheck stuffers (employees) Property management flyer distribution (employees) Coop promotions with lunchtime restaurants/retailers in walking distance (employees) Direct mail to ETCs and CEOs in Business Park--TMA database (employers) Business Journal/Magazines (employers)
Partner Contribution	TBD (in-kind or cash contributions)
Budget	$15,000

Commuters traveling to other employment centers from an outlying community

Activity Center	South Natomas
Product(s)	Shuttle service connecting light rail and transit from Sacramento with South Natomas (called the Commuter Scooter)
Corridor(s)	I-80 (southbound connecting to I-5) US 50 (westbound connecting to I-5) I-5 (north- and southbound) West El Camino (westbound)
Target Audience	TMA member employers in South Natomas Rationale: This is a new service, available only to TMA members (approximately 50 employers; 3,300 commuters)
Objective	Generate trial and continued use of shuttle service
Strategy	Introduce new service Emphasize the fact that it can be used on a part time basis--once a week--or when it is convenient
Promotional Ideas	The South Natomas shuttle: is free (free pass until December 1996) is convenient (connects with light rail and transit downtown)
Timing	October, November 1995 Follow up in Spring 1996
Outreach	Paycheck stuffers Collateral piece for new lobby displays Employee newsletter Word of mouth promotion--incentives existing riders to bring a co-worker
Budget	October, November 1995: $5,000 Spring 1996: $4,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	There is a built in evaluation program that incorporates daily counts on the shuttle as well as magnetic stripe tracking on RT buses which will give real world data and can be correlated to marketing efforts.

Note: the Commuter Scooter project began operation on April 3, 1995. since that time, ridership during the morning and evening commutes have tripled. In addition, Regional Transit ridership which is provided for free with the pass has also increased. Surveys show that prior to this program, 1.5% of commuters in South Natomas were taking transit. Three months into the project (numbers through June 1995) show that number has increased to 2.5% of all TMA member employees. Five percent of all TMA members who currently have the pass take Regional Transit on a daily basis. This number increases when you add in those who take outlying transit services into the downtown to connect with the shuttle (i.e. Yolo Transit, Yuba Sutter Transit).

While this service is targeted specifically at South Natomas TMA member employees, 50 member companies representing about 3,300 employees, the project is a demonstration project designed to evaluate the effectiveness of both the shuttle connector service and multi-use pass. Based on the results of the evaluation described above, similar programs could be implemented in other suburban areas not currently well served by traditional transit.

Commuters living and working in the same community

Activity Center	Chico
Product(s)	Transit
Target Audience	Downtown Chico employees/employers Chico State students, staff, faculty (as part of downtown employers)
Objective	Generate trial and continued use of transit
Strategy	Promote free downtown passes and the Chico State transit pass program
Promotional Ideas	Taking the bus: is easy will save you money (or, is free) helps avoid parking problems
Timing	February 1996 September 1996
Outreach	Local print Bus shelters On campus newspapers, information kiosks, new student orientation kits Paycheck stuffers Property management flyers Coop promotions with lunch time retail/restaurants
Budget	February 1996: $10,000 September 1996: $5,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters living and working in the same community

Activity Center	Davis
Product(s)	Transit--Unitrans, Yolo Bus Carpool
Corridors	113 (southbound) Richards Boulevard Russell Boulevard Potentially I-80
Target Audience	Home End: Davis Woodland Work End: Major Employers (UC Davis, School District, DDBA, PGE, Sutter Davis, Calgene, Hunt Wesson, Davis Lumber) Chamber of Commerce Davis TMA
Objective	Generate trial and continued use of transit and carpooling from Woodland and within Davis to UC Davis
Strategy	Promote tangible benefits of using transit and carpools for this commute.
Promotional Ideas	Taking the bus: allows you to avoid parking problems and congestion on campus is convenient--drops you off where you want to go is convenient--takes you from outlying parking/transit stops to campus Carpooling will: reduce parking stress save you money at UC Davis, carpoolers get preferential parking, reduced parking fees up to 1/2 off and an emergency ride home TMA-Guaranteed Ride Home, Rideshare Express
Timing	May 1996 Aug./Sept. 1996
Outreach	Local print Bus exteriors (if allowable) Door hangars 1/4 mile from transit stops in Woodland, Davis On campus, new student communication Direct mail
Budget	Spring campaign: $5,000 Fall campaign: $5,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Commuters living and working in the same community

Activity Center	Yuba City/Marysville
Product	Carpooling
Corridors	Fifth Street Tenth Street
Target Audience	Home end: Marysville commuters using 5th and 10th St. bridges during peak hours. Work end: Yuba City employers Rationale: Commuter congestion is concentrated on these bridges which are the only routes in to Yuba City. By focusing on Marysville residents, we reach the majority of commuters using these bridges and who would be interested in alternatives.
Objective	Generate trial and continued use of carpool
Strategy	Promote tangible benefits to the commuter of carpooling
Promotional Ideas	Carpooling will: save you time crossing the bridge GRH program--possibly
Timing	Fall 1996
Outreach	paycheck stuffers local print ETCs word of mouth incentive
Budget	$2,500
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Visitor Travelers

Activity Center	Tahoe Basin/Truckee
Product(s)	Transit: public and private shuttles express service bus trolleys regional carriers (Greyhound, Amtrak) There are 9 major service providers (public and private) and several smaller private shuttle services. Bicycle/Transit combination: there may be opportunities to promote transit/bike trips--review available capacity first.
Corridors	I-80 US 50
Target Audience	Visitor travelers in the Tahoe Basin and Greater Truckee Area (focused on trips in the Basin once travelers have arrived at the Tahoe destination). Local's discretionary travel in the Tahoe Basin and the Greater Truckee Area.
Objective	Market transit services as a region-wide, coordinated, integrated system and behaviorally influence discretionary travel.
Strategy	Promote the tangible benefits to travelers of using transit to get in and around Tahoe both pre-arrival and post-arrival. Promote the use of technology (as appropriate) in the coordination of efficient travel.
Promotional Ideas	Transit is: user-friendly transportation Here's where you are... Tell us where you want to go... Now, here's how to get there... Call 800 COMMUTE to find out how to get around
Timing	Summer season 1996 (between April and October)
Outreach	a brochure which clearly defines the transportation and interconnection opportunities in-room table tents for lodging properties local poster campaign based on mapping transit alternatives local radio, print, and in-room cable tv outdoor billboards on I-80 and US 50 Pre-arrival information program intensive promotion with front-line personnel at lodging properties, Chambers, Visitor's & Convention Bureau, Visitor Centers, transit centers, lodging associations integrate into planned Smart-Kiosk program; TransCal, Internet co-op promotions with retail and restaurants
Budget	$80,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Tahoe Basin/Truckee Supporting Information

The product

The Tahoe Basin/Truckee promotion strategy focuses on competitive, available traveler transportation choices as well as the integration of these services into a comprehensive technologically driven system.

Available services include public transit, private shuttle services, demand response express services, visitor trolley shuttles, and inter/intra regional carriers. A listing of current providers is listed below.

• Tahoe Area Regional Transit (TART--public bus on the North Shore)
• South Tahoe Area Ground Express (STAGE--public bus on the South Shore)
• Bus Plus (El Dorado County connection to STAGE)
• Truckee Trolleys
• Tahoe City Trolley
• Nifty "50" Trolley (South Shore Trolley Service)
• Tahoe Casino Express (limousine bus service to Reno Airport)
• Lake Lapper Bus (around the Lake bus service beginning May 1996)
• South Shore CTS (Consolidated Transit Service)
• Private shuttle and ski bus services available in the Basin

Transit service in the basin is currently being redesigned to fit the needs of targeted travelers. The Lake Lapper Service (beginning May 1996) will become the link that regionalizes North and South Shore transit services. The integration of these services will occur through Automatic Vehicle Location, Advanced Traveler Information and Demand Response Dispatching.

The partnership

The Tahoe Basin/Truckee area has a partnership for marketing in place that includes political jurisdictions, redevelopment proponents, the private business community and local associations. Significant local funds have already been invested into the regional transportation system through three funds: transportation dedicated Transient Occupancy Taxes, a basin-wide air quality mitigation fund, and developer project mitigation funds.

The targeted audience

The Tahoe Basin Short Range Transit Plan indicates that 58% of total transportation demand in the area consists of visitors, and 42% originates from locals. Of the 42% local share, only 10% is work related travel. The remaining 32% of resident automobile travel may well represent a discretionary market that must be persuaded to try alternative transportation modes. Consequently, the promotion strategy focuses on visitor and discretionary local travel. The real time information and demand response features of the system will be marketed to persuade the target audience to change their behavior.

Telecommuting

Product(s)	Telecenters: Grass Valley, Auburn, Rocklin, Roseville Also include information about telecenters in Vacaville, Davis
Corridor	I-80
Target Audience	CEOs in Sacramento, Placer, Nevada and El Dorado Counties Residents in Grass Valley, Auburn, Rocklin, Roseville Rationale: CEO's must agree for employees to telecommute--the counties identified have mid-size companies (approx. 50) that can be served by the telecenters Employees can assist in persuading CEOs; employee-perceived barriers must also be overcome
Objective	Generate trial and continued use of telecenters Educate employers about telecommute benefits and "how to"
Strategy	Promote tangible benefits of telecommuting via telecenters to CEOs and commuters
Promotional Ideas	Using telecenters will (employers): -save you money and increase worker productivity Using telecenters will (employee): -improve your quality of life--reduced commute time, stress, cost Telecommuting is not a full-time commitment (one or more days a week is possible)
Timing	October 1995 to complement Telecommute America Spring 1996 follow up campaign
Outreach	Work end: Collateral piece to medium sized, industry-specific employers (SACOG, TMA databases or purchase database) One-on-one or small group meetings Home end: Direct mail to residents within 5 miles of the telecenters. Outdoor along I-80
Budget	October 1995: $25,000; Spring 1996: $20,000
Partner Contribution	TBD (in-kind or cash contributions)
Evaluation	TBD

Smart Traveler: 800 COMMUTE and Internet

Product(s)	800 COMMUTE/Internet information system (Smart Traveler)
Corridors	Product is region wide; most congested corridors in region are SR 99, US 50, I-80, and I-5
Target Audience	Commuters living in District 3 ETCs and TMAs In future, District 2 Rationale: The product will be available to all residents in District 3 The product is for commuters (in separate campaign, will be targeted to recreational travelers in Tahoe) ETCs and TMAs are a point of dissemination of information to commuters
Objective	Generate awareness of 800 COMMUTE number, internet site Educate about when and why to call 800 COMMUTE number/access internet Generate calls to 800 COMMUTE, access to internet Increase trial of alternative transportation for commute trips
Strategy	Introduce 800 COMMUTE as a new product Use 800 COMMUTE as part of other corridor/mode-specific campaigns
Promotional Ideas	Calling 800 COMMUTE is: free easy convenient comprehensive (information about all commuting choices Identify every mode tied to the system: carpool, vanpool, telecommute, bus, rail
Timing	Kick-off--September, November, 1995 Follow up Spring 1996
Outreach	Radio Outdoor Print Direct mail/collateral package (ETCs and TMAs) Media campaign
Budget	$185,000
Partner Contribution	SACOG
Evaluation	Pre and Post Surveys (Commuter Monitor)

PROMOTIONAL PLANS

Each of the alternative transportation products and services are marketed through the efforts of the providers on an individual basis (e.g. RT markets the Sacramento Metro light rail service) or through working with regional agencies such as PCTPA, SACOG, BCAG, Tahoe Regional Planning Agency or Sacramento Metro AQMD. Summaries of the marketing efforts conducted by the individual service providers follow. (Marketing plans were not available for all agencies in the region, as noted).

Transportation Management Associations (TMA)

Davis TMA

1995 marketing efforts for the Davis TMA include local newspaper outreach through publications both on and off campus, a Summer Smog Squad campaign, Rideshare Week, Davis Cyclebration, Bike to Work Day, and Safely to School Day (a rideshare program at local elementary schools). Other proposed or continuing projects for 1995 include a free lunchtime shuttle from UC Davis campus to downtown Davis, a Guaranteed Ride Home program, a Transit Fare Subsidy program which provides free passes to residents, use of local shower and locker facilities for bicycle commuters, and promotion of Neighborhood Electric Vehicles with demonstrations and test drives. Davis TMA also participates in Rideshare Express, transit and vanpool referral, and Commuter Transportation Fairs at both public and private work sites. The TMA also provides a free Bicycle Emergency Kit for all members, while assisting with the creation of workplace or individual bicycle programs. The TMA provides library resources for alternative transportation strategies through the Davis Community Network Internet.

FRED TMA

This TMA includes the areas of Folsom, El Dorado, and Rancho Cordova. During the last two years, the area TMA has tried a variety of marketing techniques and special events to promote TMA services and increase membership. In September 1993, the TMA conducted a transportation forum with the Folsom Mayor as a featured speaker. A transportation fair and breakfast for local political officials was held in May 1994 in conjunction with Clean Air Week.

The TMA has had great success in recruiting new members at breakfast meetings. In May of 1995, Senator Patrick Johnson was the key speaker at a Rancho Cordova breakfast meeting, which also included presentations from the TMA and Regional Transit. In September 1995, another recruiting event took for approximately 70 companies took place in Folsom.

A monthly report which outlines local and regional transportation and air quality events is sent to TMA board members. The TMA publishes a quarterly newsletter which is sent to members and prospective members.

Power Inn TMA

The Power Inn TMA serves the areas from 65th to Watt, and Fair Oaks to Florin Road. Marketing efforts include annual survey assistance, a Guaranteed Ride Home program, a membership forum and newsletter, Real Time Rideshare, and trip reduction compliance.

Sacramento TMA

The Sacramento TMA serves the areas of Central City, Midtown, East Sacramento, Richards Blvd., and 12th/14th Avenue. Marketing efforts for this area include annual survey assistance and plan development, an ETC network monthly newsletter, Real Time Rideshare, TDM training, and TMP assistance.

The Central City plan includes efforts which began in May of 1995 and will continue for the next five years. Efforts in Central City include a Guaranteed Ride Home program, where statistics from pilot program reports by Sacramento Rideshare demonstrate that ten percent of commuters enrolling in the GRH program converted to a rideshare mode as a result of the program. Rideshare Express is a carpool matching program designed to make it easier for employees to find a carpool match. It was introduced to Sacramento area employers in October 1994, and is marketed locally by Sacramento Rideshare and seven participating TMAs. Rideshare Express provides a carpool matchlist to two types of commuters: those that need a one-time ride, or commuters that would like to try carpooling before committing to it full-time. Other marketing efforts include commuter incentives through TransitCheck and Commuter Voucher. Rideshare Express, TransitCheck, and Commuter Voucher can be coordinated with any ridesharing promotion or special event.

South Natomas TMA

The South Natomas TMA is a not-for-profit corporation comprised of employers and developers in the South Natomas Community who are collectively working to address traffic congestion and air quality problems. The South Natomas TMA provides members with programs such as carpool matching, a guaranteed ride home program, shuttle service, and transit pass program. The South Natomas TMA also assists employers and developers with compliance of trip reduction and air quality regulations.

South Placer TMA

Marketing efforts and outreach for the South Placer TMA include a Guaranteed Ride Home Program, an automated rideshare matchlisting program, and a telecenter program. The TMA also provides a transit subsidy of $15.00 for any employees in Placer County who purchase a $21.00 transit pass. The TMA uses many outreach tools, including a poster which outlines specific alternative transportation products. The poster, which uses the promotional slogan Look at Your Choices, was mailed to all employers in Placer County with more than 50 employees. Included on the poster is the TMA phone number, which individuals can call for more information on alternative transportation. Also as a service to members, the TMA publishes a "generic" quarterly newsletter, which allows each employer to personalize it with their own company name and logo before employee distribution. Additionally, information and brochures detailing TMA services and programs are available at bulletin boards and kiosks at employment sites throughout Placer County. Upcoming events planned for Fall 1995 and Spring 1996 include ETC and PTC training sessions. A PTC training session is planned for October 17 and 18, 1995, with an ETC training course scheduled for the following quarter. Community wide transportation fairs are also planned for the areas of Greater Auburn, Roseville, and Rocklin.

South Shore TMA

Formed in March 1994, the South Shore TMA (SS/TMA) has achieved a high profile within the South Shore and has rapidly been drawn into the community planning loop. Although organized as a public/private coalition, the SS/TMA conducts business as a private entity; the private sector genuinely feels they have a voice in the process. Sixteen board members represent a broad community cross section. A unique market (58% visitors, 42% locals) requires non-traditional marketing strategies. In June of 1994, the Nifty 50 Trolley, a visitor shuttle, was established. During the initial 77 day operating season, 21,432 passengers were transported. With an expanded program and format, the 1995, 82-day season realized 49,131 passengers.

Current transit planning in connection with community redevelopment and environmental concerns calls for a major overhaul of both public and private services. The plan involves folding both public and private transit into a predominantly demand responsive service utilizing Automatic Vehicle Location (AVL), Demand Response Dispatching (DRD) and Advanced Traveler Information (ATI) technologies to achieve the necessary system coordination and dispatch capabilities. The SS/TMA has been designated as the lead agency to plan, coordinate the design, implement and market the Coordinated Transit System (CTS).

SS/TMA marketing (by nature of the community) is bi-state in focus, visitor/tourist oriented and driven by the specific products which have and will be developed to successfully address community needs. The SS/TMA also fills the expanded and important roles of transportation advocacy and consensus building with respect to transportation issues affecting the entire Tahoe Basin.

Truckee - North Tahoe TMA

The TNT TMA believes that the economic and environmental health and vitality of the Resort Triangle requires business and government to collaborate in reducing traffic congestion, improving transit service and improving air quality. The TMA provides leadership and opportunities to employers, property owners, residents, visitors, and government in developing services and advocating solutions that make it easier to travel to, around, and from the Resort Triangle. Marketing efforts in this area focus on several services, including the Tahoe Area Regional Transit (TART), the Truckee Trolley, and the Truckee Shuttle Network, with a Glenshire and Tahoe-Donner Route, and a Northstar Shuttle.

Marketing strategies include awareness campaigns and promotional strategies. Awareness campaigns focus on system identity (names, logos, colors, vehicle and bus stop signage); passenger information (rider's guide, key distribution locations, telephone information); targeted programs to employers, students, and visitors; news releases, business community and residential community newsletters, advertising in the local newspaper (Sierra Sun) and residential community newsletters.

Additional marketing strategies include promotions (kick-off events, special event shuttles, sponsored free-ride day, trolley tokens); advertising (tags to billboards, benefits/testimonial print advertising, area wide direct mail, messages on cable text channels, cable TV advertising, ads in national RV publications); public relations (speaker's bureau, news releases to special interest publications, celebrity spokesperson), and service enhancements (narrated trolley tours for visitors, park and ride promotions for visitors, and a winter ski shuttle network).

Western Nevada County TMA

The Western Nevada County TMA is a public/private partnership dedicated to solving transportation and air quality problems in Western Nevada County. The goal of the TMA is to reduce single occupant vehicles and the total vehicle miles traveled in Western Nevada County by educating businesses, maximizing voluntary TMA membership, increasing utilization of TMA services by both member and non-member businesses, and marketing alternative transportation modes to area residents through employers and other communications vehicles.

The TMA's marketing efforts focus on several programs, including the Gold Count