North Central Texas Council Of Governments March 31,2000 Mr. Jim Pierce Assistant City Engineer Town of Addison P.O. Box 9010 Addison, Texas 75001-9010 Dear Mr. Pierce: Thank you for
your interest in establishing a Transportation Management Association (TMA) in ·the Addison area. I am enclosing some information about TMAs that should give you guidance on the activities
TMAs can sponsor, establishing a TMA, and how the North Central Texas Council of Governments (NCTCOG) can help. What Are TMAs? Transportation Management ASSOciations, also known as Transportation
Management Organizations (TMOs), are private and public/private organizations that implement congestion mitigation strategies and work together on local transportation issues. Many are
incorporated, non-profit organizations; they tend to be membership organizations, made up of employers, devE:lopers, building owners, and local government representatives. Most TMAs
are located in areas of dense employment and focus on the travel demand management programs of public and private employers. TMAs can be involved in a variety of transportation activities,
as this non-inclusive list indicates: • Advocacy on transit, roadway, bicycle, pedestrian, land use, and air quality issues Transit pass subsidy or"voucher programs • Shuttles or vanpools
for employees, customers, or both • Ridematching services and support for carpools and vanpools • Parking management programs • Guaranteed or emergency ride home programs • . Telecommuting/teleconfer
encing center operation • Employer transportation coordinator (ETC) training • Promotional, edutatiol)al, and incentives programs for alternative travel modes Usually, the principle
role of a TMA is to involve the business community in transportation . planning and to provide a fOR.lm for the private sector to impact strategy development and implementation. In recent
years, TMAs have played increased roles in new areas, including Congestion Management Sys,tem development, Intelligent Transportation Systems initiatives, and in development of residential
and tourism travel markets. 616 Sil( Flags Drive, Centerpoint Two P. O. Box 5888, Arlington, T_ 76005·5888 18171 640·3300 FAX: 817-640-7806 ®._"."... 
Mr. Jim Pierce March 31, 2000 Page Two Policy Guidance A few years ago, NCTCOG staff and the Travel Demand Management Com'mittee drafted a set of policies/guidelines regarding implementation
of TMAs in the region. Mobility 2025: Th'e Metropolitan Transportation Plan adopted these guidelines. A TMA must adhere to the. following service guidelines and implementation criteria
in order to obtain start-up fun'ds, up to two years, through the Regional Transportation Council. The guidelines. describe the following: 1. Transportation Services: The TMA must provide
any number of transportation services that reduce drive-alone 'or peak period travel. Primary transportation services include (a) providing travel demand management service, and (b)
promoting altemative travel modes. Secondary transportation services include information provision and advocacy services. Attachment 1 details these transportation services and guidelines.
2. Business Plan: A written business plan must be submitted to the Metropolitan Planning Planning Organization (MPO), delivered and approved prior to accessing funds. Attachment 2 discusses
'the sponsorship of new associations. Attachment 3 lists the program evaluation criteria, which the TMA should provide as part of the performance reporting. Attachment 4 indicates how
NCTCOG might participate in funding TMAs. All primary and secondary services are eligible for start-up funding in years one and two, According to these guidelines, only the primary services
are eligible for funding in subsequent years, through a competitive Call for Projects. The current NCTCOG committee structure, likely the Travel Demand Management/Congestion Management
System Committee, will be able to assist in the implementation and guidance of TMA development and operation. Direction, advice, and insight, not to mention partnership assistance, can
be provided to the groups interested in pursuing TMAoperation. The Committee should also monitor the progress of the TMA; in order to assess how well transportation programs are are
being implemented. Taking advantage of future rail transit and High Occupancy Vehicle (HOV) system options in our region, while partnering with transit authorities and other transportation
agencies, will strengthen the influence of TMAs in improving mobility and accessibility around employment and activity areas. I am glad to know of your city's interest in a TMA. If I
can be of further assistance, feel free to contact me at 817/608-2338. SinCerely, Lou Dantas Senior Transportation Planner LD:rr Attachments cc: Dan Rocha, NCTCOG 1999-00 UPWP Element
3.03 Project File 
. TRANSPORTATION MANAGEMENT ASSOCIATIONS PRIMARY TRANSPORTATION SERVICES Reduce Drive-Alone or Peak Period Travel by Providing Travel Demand Management Services Operate shuttles and
express transit services Provide ridematching services Operate emergency ride home programs Initiate and/or operate vanpools Subsidize transit passes Provide marketing services for transit
passes Provide transit scheduling assistance Coordinate parking services for high occupancy vehicles Provide bicycle and/or pedestrian services during peak travel times .. .. :. :-.

TRANSPORTATION MANAGEMENT ASSOCIATIONS PRIMARY TRANSPORTATION SERVICES Reduce Drive-Alone or Peak Period Travel by Promoting Alternative Travel Modes Sponsor TDM workshops, transportation
fairs, and training programs Promote local transit improvements Coordinate bulk purchase and distribution of promotional materials on commute alternatives Provide information on transit
services, park-n-ride facilities, and other alternative modes Promote bicycle and pedestrian travel during off-peak travel times Provide wayfinding services/signage for pedestrians 
TRANSPORTATION MANAGEMENT ASSOCIATIONS SECONDARY TRANSPORTATION SERVICES Provide Information and Advocacy Services Provide TDM consultant services to businesses implementing ETR programs
Produce information bulletins on current and future transportation projects and programs Advocate for better traffic flow through signalization and other Transportation Systems Management
Work with local governments to ensure that new transportation services and infrastructure support regional TOM and clean air goals Conduct transportation studies on future TOM projects
and programs Provide Ozone Alert notification services Provide wayfinding services/signage for all vehicle types 
TRANSPORTATION MANAGEMENT ASSOCIATIONS SPONSORSHIP OF NEW ASSOCIATIONS Proposer Must: Follow applicable state and federal requirements associated with receipt of federal funds Regularly
report the status of the program documenting how well the program is meeting stated objectives Target an area that will serve no less than 2,500 potential commuters Accept all responsibility
and liability for the program Written Business Plan Must be Submitted. Which Details: Purpose of the program Expected regional and local bene'fits Expected duration of the program Detailed
operating and funding plans to cover first one to two years of operation General operating and funding plans to cover expected duration of program, if longer than one to two years Project
manager responsible for the program Board of trustees providing oversight to the program Strategy for coordination with other local and/or regional Travel Demand Management interest
groups Description of how reductions in drive-alone travel will be measured Additional Additional program objectives by which success will be measured 
TRANSPORTATION MANAGEMENT ASSOCIATIONS PROGRAM EVALUATION CRITERIA . Reduction in Drive-Alone Travel 1. Change in number of vehicle trips* 2. Change in employee mode of travel* 3. Change
in number of person trips 4. Change in supply of transportation services 5. Change in supply of transportation facilities Reduction in Peak Period Travel 1. Change in employee time of
travel* 2. Change in location of activities * Preferred Evaluation Criteria 
TRANSPORTATION MANAGEMENT ASSOCIATIONS , FUNDING FOR PRIMARY TRANSPORTATION SERVICES1 Reducing Drive-Alone or Peak Period Travel by Providing TOM Services Operate shuttles and express
transit services Provide ridematchina services _ _rate emer enc ride home ro rams Initiate and/or 0 erate van ools Subsidize transit Provide marketing services for transit Provide transit
schedulina assistance Coordinate parking services for high gccupancy vehic_le"-s-:-:-___-:--___--J Provide bicycle and/or pedestrian services durina Deak travel times All strategies
eligible for All strategies eligible regional start-up funds for regional funds. Projects compete in regional calls for projects. 1 Policies stated in Mobility 2025. Public funding targets
one-to two-year TMA start-up costs, and public funding contingent upon demonstration of program effectiveness. 
TRANSPORTATION MANAGEMENT ASSOCIATIONS FUNDING FOR PRIMARY TRANSPORTATION SERVICES1 Reduce 􀁄􀁲􀁩􀁶􀁥􀁾􀁁􀁬􀁯􀁮􀁥􀀠or Peak Period Travel by Promoting Alternative Travel Modes Sponsor
TDM workshops, transportation fairs. and tl"l:lini Promote local transit Coordinate bulk purchase and distribution of promotional materials on commute alternatives Provide information
on transit services, park-and-ride facilities, and other alternative modes Promote bicycle and pedestrian travel travel times Provide wayfinding services/sianaae for All strategies eligible
for regional start-up funds All strategies eligible for regional funds. Projects compete in regional calls for projects. 1 Policies stated in Mobility 2025. Public funding targets one-to
two-year TMA start-up costs, and public funding contingent upon demonstration of program effectiveness. 
TRANSPORTATION MANAGEMENT ASSOCIATIONS FUNDING FOR SECONDARY TRANSPORTATION SERVICES1 Provide Information and Advocacy Services Provide TDM consultant services to businesses imolementina
ETR 􀁮􀁲􀁮􀁮􀁲􀀺􀀺􀁡􀁭􀁾􀀠Produce information bulletins on current, future trans ortation rO'ects & ro rams Advocate for better traffic flow through _. nalization and other TSM Work
with local governments to ensure that new transportation services and infrastructure TDM and clean air Conduct transportation studies on future TOM al'lN 1'11"...."'1""',...,. Provide
Ozone Alert notification services Provide wayfinding services/signage for all vehicle 􀁴􀁜􀁬􀁮􀁾􀁑􀀠All strategies eligible for regional start-up funds Strategies ineligible for regional
funds. TMA should develop private resources to implement these strategies. 1 Policies stated in Mobility 2025. Public funding targets one-to two-year TMA start-up costs. and public funding
contingent upon demonstration of program effectiveness. 
North Central Texas Council Of Governments March 31, 2000 Ms. Kim Farwell Transportation Facilitator City of Richardson 411 West Arapaho Road Richardson, Texas 75083 Dear Ms. Farwell:
Enclosed is some information about Transportation Management Associations (TMAs), which I have sent to Mr. Jim Pierce, the City of Addison. This information should provide guidance on
the activities TMAs can sponsor, establishing a TMA, and how the North Central Texas Council of Govemments (NCTCOG) can help. I thought this information might be of interest to you,
as you plan the development of a TMA in the Richardson area along the North Central Corridor. What Are TMAs? Transportation Management Associations, also known as Transportation Management
Organizations (TMOs), are private and public/private organizations that implement congestion mitigation strategies and work together on local transportation issues. Many are incorporated,
non-profit organizations; they tend to be membership organizations, made up of employers, developers, building owners, and local government representatives. Most TMAs are located in
areas of dense employment and focus on the travel demand management programs of public and private employers, TMAs can be involved in a variety of transportation activities, as this
non-inclusive list Indicates. • Advocacy on transit, roadway, bicycle, pedestrian, land use, and air quality issues Transit pass subsidy or voucher programs • Shuttles or van pools for
em'ployees, customers, or both • Ridematching services and support for carpools and vanpools • Parking management programs • Guaranteed or emergency ride home programs • Telecommuting/teleconferencin
g center operation • Employer transportation coordinator (ETC) training • Promotional, educational, and incentives programs for alternative travel modes Usually, the principle role of
a TMA is to involve the business community in transportation planning and to provide a forum for the private sector to impact strategy development and implementation, In recent years,
TMAs have played increased roles in new areas, including Congestion Management System development, Intelligent Transportation Systems initiatives, and in development of residential and
tourism travel markets, 616 Six Flags Drive, Centerpoint Two P.o. Box 5888, Arlington, Texas 76005·5888 (817) 640·3300 FAX: 817·640·7806 ®re__r 
Ms. Kim Farwell March 31 , 2000 Page Two Policy Guidance A few years ago, NCTCOG staff and the Travel Demand Management Committee drafted a set of policies/guidelines regarding implementation
of TMAs in the region. Mobility 2025: The Metropolitan Transportation Plan adopted these guidelines. A TMA must adhere to the following service guidelines and implementation criteria
in order to obtain start-up funds, up to two years, through the Regional Transportation Council. The guidelines describe the following: 1. Transportation Services: The TMA must provide
any number of transportation services that reduce drive-alone or peak period travel. Primary transportation services include (a) providing travel demand management service, and (b) promoting
alternative travel modes. Secondary transportation services include information provision and advocacy services. Attachment 1 details these transportation services and guidelines. 2.
Business Plan: A written business plan must be submitted to the Metropolitan Planning Organization (MPO), delivered and approved prior to accessing funds. Attachment 2 discusses the
sponsorship of new associations. Attachment 3 lists the program evaluation criteria, which the TMA should provide as part of the performance reporting. Attachment 4 indicates how NCTCOG
might participate in funding TMAs. All primary and secondary services are eligible for start-up funding in years one and two. According to these guidelines, only the primary services
are eligible for funding in subsequent years, through a competitive Call for Projects. The current NCTCOG committee structure, likely the Travel Demand Management/Congestion Management
System Committee, will be able to assist in the implementation and guidance of TMA development and operation. Direction, advice, and insight, not to mention partnership assistance, can
be provided to the groups interested in pursuing TMA operation. The Committee should also monitor the progress of the TMA, in order to assess how well transportation programs are being
implemented. Taking advantage of future rail transit and High Occupancy Vehicle (HOV) system options in our region, while partnering with transit authorities and other transportation
agencies, will strengthen the influence of TMAs in improving mobility and accessibility around employment and activity areas. I am glad to know of your city's interest in a TMA. If I
can be of further aSSistance, feel free to contact me at 817/608-2338. Sincerely, Lou Dantas Senior Transportation Planner LD:rr Attachments cc: Dan Rocha, NCTCOG 1999-00 UPWP Element
3.03 Project File 
TRANSPORTATION MANAGEMENT ASSOCIATIONS PRIMARY TRANSPORTATION SERVICES Reduce Drive-Alone or Peak Period Travel by Providing Travel Demand Management Services Operate shuttles and express
transit services Provide ride matching services Operate emergency ride home programs Initiate and/or operate vanpools Subsidize transit passes Provide marketing services for transit
passes Provide transit scheduling assistance Coordinate parking services for high occupancy vehicles Provide bicycle and/or pedestrian services during peak travel times : ": 
TRANSPORTATION MANAGEMENT ASSOCIATIONS PRIMARY TRANSPORTATION SERVICES Reduce Drive-Alone or Peak Period Travel by Promoting Alternative Travel Modes Sponsor TOM workshops, transportation
fairs, and training programs Promote local transit improvements Coordinate bulk purchase and distribution of promotional materials on commute alternatives Provide information on transit
services, park-n-ride facilities, and other alternative modes Promote bicycle and pedestrian travel during off-peak travel times Provide wayfinding services/signage for pedestrians ;,
-, L 
TRANSPORTATION MANAGEMENT ASSOCIATIONS SECONDARY TRANSPORTATION SERVICES Provide Information and Advocacy Services Provide TDM consultant services to businesses implementing ETR programs
Produce information bulletins on current and future transportation projects and programs Advocate for better traffic flow through signalization and other Transportation Systems Management
Work with local governments to ensure that new transportation services and infrastructure support regional TDM and clean air goals Conduct transportation studies on future TDM projects
and programs Provide Ozone Alert notification services Provide wayfinding services/signage for all vehicle types 
TRANSPORTATION MANAGEMENT ASSOCIATIONS SPONSORSHIP OF NEW ASSOCIATIONS Proposer Must: Follow applicable state and federal requirements associated with receipt of federal funds Regularly
report the status of the program documenting how well the program is meeting stated objectives Target an area that will serve no less than 2,500 potential commuters Accept all responsibility
and liability for the program Written Business Plan Must be Submitted, Which Details: Purpose of the program Expected regional and local benefits Expected duration of the program Detailed
operating and funding plans to cover first one to two years of operation General operating and funding plans to cover expected duration of program, if longer than one to two years Project
manager responsible for the program Board of trustees providing oversight to the program Strategy for coordination with other local and/or regional Travel Demand Management interest
groups Description of how reductions in drive-alone travel will be measured Additional program objectives by which success will be measured 
TRANSPORTATION MANAGEMENT ASSOCIATIONS PROGRAM EVALUATION CRITERIA Reduction in Drive-Alone Travel 1. Change in number of vehicle trips* 2. Change in employee mode of travel* 3. Change
in number of person trips 4. Change in supply of transportation services 5. Change in supply of transportation facilities Reduction in Peak Period Travel 1. Change in employee time of
travel* 2. Change in location of activities * Preferred Evaluation Criteria 
TRANSPORTATION MANAGEMENT ASSOCIATIONS < FUNDING FOR PRIMARY TRANSPORTATION SERVICES1 Reducing Drive-Alone or Peak Period Travel by Providing 􀁔􀁄􀁾􀀠Services Operate shuttles and express
transit services Provide ridematch services 􀀺􀀺􀀮􀀮􀀮􀁴􀀺􀀺􀀭􀀻􀀺􀀺􀀢􀀺􀀧􀀺􀀽􀀭􀀺􀀭􀀽􀀭􀀺􀀺􀀢􀀺􀀧􀀻􀀧􀀺􀀭􀀽􀀮􀀮􀀺􀀺􀀮􀀮􀀮􀁯􀀡􀀽􀁾􀀺􀀭􀀺􀀮􀀮􀀮􀀺􀀺􀀮􀀺􀀽􀀭􀀮􀀺􀀮􀀮􀁣􀀺􀀺􀀺􀀮􀀺􀀮􀀮􀀺􀀮􀀮􀀮􀀺􀀭􀀽􀀭􀀭􀀮�
�􀀺􀁾􀀬􀀬􀀭􀀬􀀭􀁲􀀽􀁡􀁭􀀺􀀮􀀮􀀺􀀮􀀽􀁳􀀭􀁬􀀠All strateg i es e I igi b Ie for 􀁉􀀭􀀧􀀺􀀺􀀺􀀭􀀧􀀧􀀧􀀺􀀧􀀺􀀺􀀽􀀺􀀧􀀺􀀺􀀧􀀽􀀺􀀭􀀺􀁾􀀽􀀭􀀽􀀭􀀺􀀭􀀮􀀺􀀺􀀮􀁊􀀺􀀮􀀮􀀽􀀮􀀮􀀺􀀮􀀭􀀽􀀧􀀭􀀭􀀭􀀮􀀺􀀮􀀮􀀺􀀻􀀺􀀺􀀮􀀮􀀺
􀀮􀀮􀀺􀀮􀁣􀀮􀀽􀀺􀀧􀀽􀀭􀀭__----i region a I sta rt-up fu nds ProvidE:! transit scheduling assistance Coordinate parking services for high Qcc:upancy vehicles Provide bicycle and/or pedestrian
services during peak travel times All strategies eligible for regional funds. Projects compete in regional calls for projects. 1 Policies stated in Mobility 2025. Public funding targets
one-to two-year TMA start-up costs, and public funding contingent upon demonstration of program effectiveness. 
TRANSPORTATION MANAGEMENT ASSOCIATIONS FUNDING FOR PRIMARY TRANSPORTATION SERVICES1 Reduce Drive-Alone or Peak Period Travel by Promoting Alternative Travel Modes Funding in Funding
in Strategy Years One & Two Subsequent Years DOSponsor TOM workshops, transportation and traini Promote local Tr!!2nc.IT Irnnr....\lc Coordinate bulk purchase and distribution of promotional
materials on commute alternatives Provide information on transit services, park-and-ride facilities, and other alternative modes Promote bicycle and pedestrian travel durinq off-oeak
travel times Provide wayfinding services/signage for ns All strategies eligible for All strategies eligible regional start-up funds for regional funds. Projects compete in regional calls
for projects. 1 Policies stated in Mobility 2025. Public funding targets one-to two-year TMA start-up costs, and public funding contingent upon demonstration of program effectiveness.

TRANSPORTATION MANAGEMENT ASSOCIATIONS FUNDING FOR SECONDARY TRANSPORTATION SERVICES1 Provide Information and Advocacy Services Provide TOM consultant services to businesses implementing
ETR programs Produce information bulletins on current, future trans ortation rO'ects & ro rams All strategies Advocate for better traffic flow through eligible for regional _. nalization
and other TSM start-up funds Work with local governments to ensure that new transportation services and infrastructure rt reaional TOM and clean air Conduct transportation studies on
future TOM and nrnnr:::lm<Q. Provide Ozone Alert notification services Provide wayfinding services/signage for all vehicle tvnt:l<Q. Strategies ineligible for regional funds. TMA should
develop private resources to implement these strategies. 1 Policies stated in Mobility 2025. Public funding targets one-to two-year TMA start-up costs, and public funding contingent
upon demonstration of program effectiveness. 
Transportation Management Associations FACTSHEET Overview Over the past ten years, the characteristics of transportation services providers in the U.S. have changed in many ways. One
of the most pronounced changes has been the increasing role ofthe private sector in the form of transportation management associations (TMAs). The need for TMAs stems from a realization
that the business community has a great influence on Transportation Demand Management (TDM) solutions. Employers have a great influence on how employees get to and from work. The public
sector has the greatest influence on supply solutions and the passing of regulations which require the business community to change employee commute habits. Private sector involvement
in transportation management can be more efficiently and effectively implemented through cooperative mechanisms like TMAs. When fucused on a major activity center experiencing or expecting
to experience chronic traffic congestion, TMAs can create the institutional framework for implementing effective TDM solutions. In fact, the concept of a TMA is founded in the desire
to be proactive and implement private sector programs rather than have the business community react to public plans and actions. TMAs are often created to give businesses a voice in
setting local transportation planning and funding priorities, to advocate enhanced mobility through a variety of new transportation services and/or to reduce employer's cost to implement
individual worksite transportation programs through economies ofscale. Currently, there are approximately 100 TMAs throughout the U.S., each organized to meet the unique geographic and
demographic transportation needs of their respective areas. Dallas has one operating TMA, the Central Dallas TMA (CDIIMA) sponsored by the Central Dallas Association, TxDOT, the City
of Dallas and DART. The CDffMA has implemented such programs as the Central Dallas Transportation Systems Management study, Pegasus Parking program and a LED transportation information
system for downtown commuters. TMAQ&A What is a TMA? TMAs are membership organizations formed to provide a forum for employers, developers, building owners, local government representatives
and others to work together to collectively establish policies, programs and services to address local transportation and air quality issues. The funding mechanism, geographic area,
membership, mission, and services are tailored to meet specific area needs. TMA.SAM -Page I 
The mission ofa local TMA depends on a number offactors: • Location: rural, suburban, urban, corridor or business park • Predominant industry type: office, retail, industrial, residential,
recreational, university, medical, or mixed use. What services does the TMA offer? The following is a partial list ofsome ofthe services TMAs provide: • Telecommuting rreleconferencing
Centers • Shuttles for either employees, customers or both • Transportation Systems Management (TSM) studies • Advocacy on transit, roadway, bicycle, land use, and air quality issues.
• Parking management programs • Emergency ride home programs • Transit pass subsidy or voucher programs • Employee Transportation Coordinator (ETC) training • Promotional programs and
incentives for alternative modes oftransportation • Carpool and vanpool matching and program development • Childcare programs • Member newsletters and educational forums What are the
keys to the success ofa TMA? There are a number offilctors that can determine the success or fililure of a TMA. The following are among the important factors for success: • Clearly Defmed
Geographic Area -This can be as small as a development/office complex or as large as a bi-county or corridor TMA. While some TMAs with large geographic coverage have been successful,
the potential risk is in being too diverse an area to meet everyone's needs or to feel a common identity. • Common Identity -The community or area must have some common identity in terms
ofthe transportation/air quality problems they are facing and the potential solutions. This will allow the TMA to stay focused and ultimately to be successful. • Clear Mission Statement
-The mission and goals and objectives of a TMA must be clearly defined and have the support of the Board of Directors, members, and staff. One way to accomplish this is to develop the
mission statement and goals and objectives as part of a strategic planning process at an annual Board retreat. • TMA "Champion" -A business leader, community leader, or public official
who spearheads the cause ofestablishing a TMA in the area. • Board of Directors -A Board ofDirectors should be established with officers and committee chairs. Diversity on the Board
in terms of industry type, size and location will provide balanced leadership and one that reflects the interest ofthe members. TMA.SAM -Page 2 
• Realistic Expectations -This relates to the goals and objectives of a TMA. A TMA should focus on no more than one to three primary objectives, especially in the early start-up years.
This will prevent the TMA resources, fmancial and personnel, from being spread too thin. • Financial Stability -A multi-faceted funding program is the most secure approach. Being solely
dependent on one source of funds puts the TMA at risk should the source dry up nnexpectedly. • Membership Development -Part of fmancial stability is a targeted membership development
program. Truly successful TMAs which are committed to staying in existence for the long term, have balanced the needs to provide member services and programs with the need to do on-going
membership development. Active participation by the Board of Directors in membership development is critical. • Monitoring and Evaluation -TMAs must establish baseline data and then
monitor and evaluate their success on a regular, periodic basis such as annually or biennial. This measurement of success is important in evaluating performance against objectives, providing
tangible benefit fur membership development, and in helping other TMAs or Employee Transportation Coordinators (ETCs) determine whether or not a particular program maybe of value to
them. • Cooperation with Other TMAs and RideShare Organizations -It is imperative that those who work in the field, including TMAs, willingly share infurmation, and support each others
efforts. Funding Sources for TMA Start-up • Federal Funding -Under the Transportation Equity Act for the 21st Century funds have been appropriated under the Congestion Mitigation and
Air Quality (CMAQ) Program and the Surface Transportation ProgramlMetropolitan Mobility(STPIMM) fur various transportation programs, including start-up grants for TMAs. Eligible applicants include local governments and local transit authorities. Private sector proposers
must secure public sector sponsorship in order for projects to be considered under these federal grant programs. • Local Assistance Program (LAP) -DART returns some of the sales tax
funds through the Local Assistance Program (LAP) to member cities that do not have rail service. The DART Board ofDirectors have approved the funding ofTMAs under LAP. Criteria for DARTSponsorship
ofTMAs 1. The proposed TMA program must have a written plan which indicates the purpose of the program; objectives for the program by which success can be measured; expected regional
benefits; expected duration ofthe program; marketing plan; funding plan; project manager responsible for the program; strategy for coordination with other TOM-interest groups, analysis
of how vehicle miles traveled (VMf's) will be reduced and/or average passenger occupancy (APO) increased; and an indication of what happens to the proposed users of the program after
the program has ended. The Proposer must have a demonstrated record ofcommunity support for transit. 2. Because these funds will flow through DART as the grant recipient, the Proposer
must enter into an an agreement with DART that it will follow applicable DART, state and federal TMA.SAM -Page 3 
requirements associated with receipt of federal funds. The Proposer must agree to report the status of the program documenting how well the program is meeting the stated objectives.
3. The proposed program must be consistent with the North Central Texas Council of Governments regional plan for roM activities. 4. The proposed lMA must be in an area that will serve
or otherwise be available to no less that 2,500 potential commuters. 5. The Proposer must first attempt to get the lMA funded 100% by federal funds as specified under Section 120(c)
of Title 23 of the Intermodal Surface Transportation Efficiency Act of 1991. If a 20% local match is required, DART will consider participating in the local match up to 10%, if this
amount can come from the on-going Transportation Demand Management (roM) and Marketing budgets. 6. The Proposer must accept all responsibility and liability for the program. DART will
sponsor a lMA for a two (2) year demonstration program as allowed under CMAQ guidelines. lMA.SAM -Page 4 
Establishing Effective Employee Transportation Partnerships Through Transportation Management Associations (I'MAs) 􀀧􀁷􀁩􀁩􀁙􀂷􀀭􀁊􀀱􀀬􀀧􀀺􀀭􀁯􀀭􀁲􀁭􀀭􀁡􀀭􀀺􀁔􀀮􀀽􀀧􀁍􀁁􀀽􀀺􀀺􀀺􀀿􀀭􀀭􀀭􀀭􀀭􀀭􀀧􀀱􀁃􀁔
􀀺􀀻􀀻􀀺􀁨􀁾􀁥􀀭􀁮􀀭􀁥􀁥􀀭􀁤􀁾􀁦􀁯􀀭􀁲􀀭􀀺􀁔􀀽􀁲􀀭􀁡􀁮􀁳􀁰􀁯􀁲􀁴􀁡􀁴􀁩􀁯􀁮􀀠Management Associations (TMAs) stems: from a realization that the business community has a great influence
on i Transportation Demand Management (roM) solutions in dealing with' congestion and air qUality. Employers have a great influence on how' employees get to and from work. The public
sector has the greatest influence on supply solutions and the passing of regulations which require the business community to change employee commute habits. Private sector involvement
in transportation demand management can be more' efficiently and effectively implemented through cooperative mechanisms i like TMAs. When focused on a major activity center experiencing
or: expecting tn experience chronic traffic congestion, TMAs can create the institutional framework for implementing effective roM solutions. In fact, the concept of a TMA is founded
in the desire to be proactive and implement private sectnr programs rather than have the business: community react tn public plans and actions. What is a TMA? TMAs are membership organizations
fonned to provide a forum for employers, developers, building owners, local government representatives and others to work together to collectively establish policies, programs and services
to address local transportation and air quality issues. The funding mechanism, geogrephic area, membership, mission, and services are tailored to meet specific area needs. The mission
ofa local TMA depends on a number offactors: • Location: rural, suburban, urban, corridor or business park • Predominant industry type: office, retail, industrial, residential, recreational,
university, medical, or mixed use. ! TMA Services The following is a parti.llist of some of the services TMAs provide: • Telecommuting rreleconferencing Centers • Shuttles for either
employees, customers or both • Transportation Systems Management (TSM) studies • Advocacy on transit, roadway, bicycle, land use, and air quality issues. , • Parking management programs
I • Emergency ride home programs • Transit pass subsidy or voucher programs • Employee Transportation Coordinator (ETC) training • Promotional programs and incentives for alternative
modes of transportation• C!l!pool and vanpool matching and program development i• Childcare programs • Member newsletters and educational forums I 
Keys to the Success ofa TMA There are a number of factors that can determine the success or failure of a TMA. The following are among the important factors for success: • Clearly Defined
Geographic Area -This can be as small as a development/offiee complex or as large as a bi-county or corridor TMA. While some TMAs with large geographic coverage have been successful,
the potential risk is in being too diverse an area to meet everyone's needs or to feel a common identity. • Common Identity -The community or area must have some common identity in terms
ofthe transportation/air quality problems theyare faCing and the potential solutions. This will allow the TMA to stay focused and ultimately to be successful. • Clear Mission Statement
-The mission and goals and objectives of a TMA must be clearly defined and have the support of the Board of Directors, members, and staff. One way to accomplish this is to develop the
mission statement and goals and objectives as part of a strategic planning process at an annual Board retreat. • TMA "Champion" -A business leader, community leader, or public official
who spearheads the cause ofestablishing a TMA in the area. ;. Board ofDlreetors -A Board ofDirectors should be established with officers and committee chairs. Diversity on the Board
in terms of industry type, size and location will provide balaneed leadership and one that reflects the interest of the members. • Realistic Expectations -This relates to the goals and
objectives ofa TMA. A TMA should focus on no more than one to three primary objectives, especially in the early start-up years. This will prevent the TMA resources, financial and personnel,
from being spread too thin. • Financial Stability -A multi-faceted funding program is the most secure approach. Being solely dependent on one source of funds puts the TMA at risk should
the source dry up unexpectedly. • Membership Development -Part offinancial stability is a targeted membership development program. Truly successful TMAs which are committed to staying
in existence for the long term, have balanced the needs to provide member services and programs with the need to do on-going membership development. Active participation by the Board
ofDirectors in membership development is critical. • Monitoring and Evaluation -TMAs must establish baseline data and then monitor and evaluate their success on a regular, periodic basis
such as annually or biennial. This measurement ofsuccess is important in evaluating performance against objectives, providing tangible benefit for membership development, and in helping
other TMAs or Employee Transportation Coordinators (ETCs) determine whether or not a partiCUlar program maybe of value to them. • Cooperation with Otber TMAs and RideShare Organizations
-It is imperative that those who work in the field, inclUding TMAs, willingly share infonnation, and support each others effurts. 
'; /v 􀁾􀁣􀁤􀀠(;J r;;;J( Y IJ;>'O 􀁾􀀠'i'-'; H 1) S Ir.e/llltJm 􀁾􀀠􀁗􀁳􀀭􀁡􀀻􀀯􀁾􀀠Y 12 rnr -=-􀁾􀁴􀁦􀁣􀁦􀁯􀀠I q !l Ii 't 􀁢􀀸􀀧􀁩􀁾􀀯􀁾,I Ii "d :i Ii 'I, :1 il ;1 i " "" :1 " 
Jim Pierce To: Ron Whitehead Cc: Chris TeflY; Michael Murphy Subject: Next Year's Budget/Employee Transporation I would like to propose that money be put in the budget for employee transportation
purposes. The employee survey that we did last fall showed that 15 employees would be able to commute to work on public transportation. My proposal would be to subsidize most, if not
all of the cost for a monthly transit pass for those employees that would use public transportation instead of driving their car to work. The cost of a local pass is $28 per month, and
a premium pass (express service from downtown) is $58 per month. Assuming 10 local and 5 premium users, the cost would be $6.840 per year. Also, even though we could not get a vanpool
going, there seemed to be some potential based upon the grouping of where people lived. The total cost to vanpool riders is $400 per month, split between the riders. If the Town would
fully subsidize the cost of the van, and the riders could ride free, this could possibly provide the impetus needed for a group to form. This cost would be $4,800 per year. Both of these
initiatives would require some administrative effort, but I believe it would be small. Both of these initiatives would help our "score" on the Pallas Regional Mobility Coalition scorecard,
which assesses our Travel Demand Management efforts. In April, 1999, we scored 80 out of 140 possible paints. With the above programs, we would score 125 out of 140 possible points.
Please let me know if I can provide any additional information. Jim Pierce, P.E. Assistant City Engineer PO Box 9010 Addison, 1)( 75001-9010 972-450-2879 1 
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HP LaserJet 3100 SEND CONFIRMATION REPORT for Printer/Fax/CopierlScanner Town of Addison 9724502634 Mar-26-00 1:53PM Job Start Time Usage Phone Number or ID Type Pages Mode Status 211
3/26 1:53PM 0'21" 92147441986 .................. Send .............. 1/1 EC 96 Completed ..................... ...... --.......... Total Pages Sent: 1 Pages 􀁐􀁲􀁾􀁮􀁴􀁥􀁤􀀺􀀠0 JAMES
C. PIERCE, JR., P.E. IAssistant City Engl•••r I16801 W..tgr... Drive P.o. Box 9010 IAddison, T ....75001-9010 (97%) 450-28'19 FAX (97%) 450-2834 Ulan, Jpler<,e@d.addlson.tx.us 
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NORTH CENTRAL CORRIDOR Lessons Learned During Construction Dallas Chapter TexlTE, March 9, 2000 Cliff Franklin, Research Engineer, Texas Transportation Institute and Mobility Coordinator,
North Central Mobility Task Force Several lessons were learned during the implementation of multimodal solutions -freeway reconstruction, DART rail system and arterial street improvements
-in the North Central Corridor. 1. An urban region can solve complex transportation problems by working together as a team. tJ tJ.;t¥l.---􀁾􀀠2. Major projects need someone to champion
the cause and keep it on track. 􀁾􀀠3. Open lines of communication between governmental agencies and the public are essential. Wl.1-Sdr.-􀀯􀁰􀁾􀀠4. During construction, the top priority
should be safety for the travelling public and the contractor's personnel. 5. Projects should be designed to minimize the need during construction to close traffic lanes and reduce capacity.
6. Access to adjacent properties must be maintained during business hours throughout throughout construction. 7. Portable changeable message signs should be used to communicate roadway
conditions to the public. 8. A motorist assistance/incident management program should be provided to keep freeway traffic moving by assisting stalled motorists and by assisting the police
at traffic crashes and incident scenes. 9. Milestones should be established for particular elements critical. to the completion of overall construction project. 10.Everyone should have
fun. 
TexlTE GreaterOalias Chapter John Black. Chapter SecretaryfTreasurer City Traffic Engineer. City of Lewisville TexITE Greater Dallas Chapter Meeting Minutes January 13, 2000 The January
13, 2000 meeting of the Greater Dallas Chapter was called to order by President Cissy Cylo at the Campbell Road Community Center in Richardson, Texas. Eighty four members and guests
were present at the meeting. James McCarley, Executive Director of the Dallas Regional Mobility Coalition gave an overview oflobbying efforts currently being made in the legislature
to improve transportation funding for the Dallas area. Federal funding is currently threatened by EPA decisions to designate the four county area as a non-attainment region under the
revised ozone standards in July 2000. Any project not commenced after July 2000 could be considered non-conforming and halted. The Dallas Regional Mobility Coalition has been working
with legislators on S.1053 and H.R 1876 to provide a one year grace period to allow projects to move forward. Mr. McCarley encouraged the group to participate in this lobby effort which
is so critical to transportation projects in our region. Other Business: President Cissy Sylo encouraged members of the group to attend the the Wmter TexITE Meeting in Arlington January
28. Registration information was provided at the end of the meeting. An announcement was made that there would be no Febmary meeting becanse the bylaws prohibit holding a Chapter meeting
within 2 weeks of the State TexITE meeting. The next meeting of the Dallas Area Chapter will be on March 9 at the Campbell Road Community Center in Richardson. The meeting was adjourned
at 1:30 pm. .-",' 
,Transportation Planning Page I of9 7:rIllISjhJrII1/itln Commute Planning Template Plmlllillp It is our job to be your experts in tile field oftransportation planning. This Commute Program
Template gives us a chance to provide our best technical guidance in one comprellensive document tlIat can provide an overall blueprint for our Commute Program. AJJ. you work through
tlIis plan, you'll see tb.at you IIave a wide range ofTransportation Demand Management tools available to IIelp you meet your organizational goals COMMUTE PLAN For: (your company name)
Prepared by: (your name and title) (date) INTRODUCTION The Santa Cruz Area TMA is pleased to introduce the new Commute Pian Template. TlIis latest product from the TMA is designed to
IIelp you put together a written commute plan for your site quickly, simply 􀁾􀀠-...and without a lot of IIassle. Ofcourse, we at the TMA IIave given considerable thought to w1Iat goes
in to creating a successful Commute Program, and what TOM approaches are available to employers and businesses to help meet your own business and organizational goals. The Commute Plan
Template is our attempt to distill our years of http://www.cru.z-n-tma.org/trans-plan.html 03103/2000 
work in the IDM field (over two decades combined experience), our work with local TMA employers over the last four years, and the pages and pages on IDM programs in the TMAOs library
into one briet; succinct and easy-to-read document to guide your planning efforts. CUSTOMIZING YOUR PLAN The Commute Plan Template is a planning tool that is intended to be used with
just a pencil and some good thinking, producing as a final product a written Commute Plan for your company. It is also available via email, or on disk, in Mac, DOS or text-only formats,
for those members who want to modifY the template and publish their own individual Commute Plan. This approach will make it possible for you to add more detail about your own company's
program using the template as a ready-made outline to guide you through the process. BASIC MEASURES Because each work site is unique, various TDM measures will apply to some work sites
and not others. However, we wanted to identifY for you those basic measures that all employers should provide. These measures are simple, require minimal staffing, are inexpensive, and
provide at least basic access for employees who want to use alternative transportation. BASIC MEASURES are shown with ***.lNDEX OF MEASURES IN THIS DOCUMENT OUTREACH AND EDUCATION ***\
Designate a centralized place for commute information ***( Offer new employees information on commute options during ) orientation . ***() Participate in annual countywide promotional
events \ Conduct ongoing marketiog of commute options to employees RIDE MATCHING ***() Offer ride matching through regional system <) Facilitate in-house ride matching \ Help form employee
vanpools http://www.cruz-n-tma.orgftrans-plan.html 03/03/2000 
·􀁔􀁾􀁡􀁮􀁳􀁰􀁯􀁲􀁴􀁡􀁴􀁩􀁯􀁮􀀠Planning Page 3 of9 ***\ Offer Emergency Ride Home program ***() Appoint a dedicated person or team to implement your program ( Help employees plan their
commute through persona1ized ) assistance \ Offer bicycle support programs \ Make transit passes available on-site INCENTIVES AND DISINCENTIVES \ Offer discounted products or cafeteria
meals \ Sponsor in-house prize drawings or promotions \ Provide in-kind incentives and subsidies \ Provide cash incentives \ Reward use of alternatives by offering time offwith pay \
Implement parking charges FACILITIES ***\Offer and designate preferred parking spaces for carpoolers **i) Provide secure parking for bicycles \ Allow fleet vehicles to be used for business
and personal reasons \ Advocate for or install bus shelters and/or benches near site ( Provide a fleet ofbicycles for employees to use during the ) workday \ Provide persona1lockers
& showers \ Develop and market on-site amenities and services ALTERNATIVE WORK SCHEDULES \ Offer compressed work week schedules \ Develop telecommuting program \ Schedule staggered arrival
times OTHER ***\ Work with other employers by becoming a member ofthe TMA http://www.cruz-n-tma.org!trans-plan.html03/03/2000 
. Transportation Planning Page40f9 \ Have management actively participate in the program () Establish program goals and a tracking system () Participate in survey efforts *** = BASIC
MEASURES RECOMMENDED FOR ALL SITES OUTREACH AND EDUCATION ***() Designate a centralized place for commute information Making it easy for your employees to get access to information on
commute alternatives is the first step. Many employees just don't know how to get a carpool partner or which bus to take. IdentifY one centralized place where employees can get a current
METRO Headways bus schedule, bicycle maps, and carpool match request forms. A bulletin board or kiosk dedicated to this purpose is an excellent focal point. .• ***( ) Offer new employees
commute options information during orientation New employees, not yet established in a commuting routine, are often open to trying travel options. This is an excellent time to make them
aware ofthe alternatives to driving alone to work. Include commute information in orientation packets to new and prospective employees. ***() Participate in larger promotional events
Participating in annual rideshare events in Santa Cruz County, such as Rideshare Week, Bike to Work Day, Try Transit Day, Clean Air Week, Healthy Heart Month, and others can save you
time and money. With these events, promotional materials are provided free to you, making these easy and inexpensive ways to promote alternative transportation to employees. () Conduct
ongoing marketing ofcommute options to employees Use all avenues to promote your program --newsletters, voice mail messages, e-mail, paycheck-stuffers. It takes multiple impressions
before people act on an idea. Vary your methods and remember, always keep the message positive. Return to the list ofsections RIDE MATCHING ***() Offer ride matching through regional
system Commute Solutions is the public agency that provides free carpool matching services throughout the county. Employees can call or mail in a signup form and receive a list oftheir
others who live and work near them who are also interested in carpooling. With Commute Solutions new FAX-A-MATCH service, employees can fax in their sign-up by noon http://www.cruz-n-tma.orgltrans-pl
an.html 03/03/2000 
· Transportation Planning Page 5 of9 ( ) Facilitate in-house ride matching Facilitating in-house carpool matching may be most comfortable for your employees and the most direct way to
form carpools. Organize zip-code gatherings to help employees identifY co-workers who live near them and are therefore potential carpool partners. () Help form employee vanpools Vanpools
are an excellent option for employees with very long commutes. In general these employees are grateful to join a vanpool, and tend to enjoy the interaction with others in addition to
the respite from driving. Commute Solutions can help you organize a vanpool to your site with very little direct cost to you. Ifyou are situated near other large employers, working together
to identifY potential vanpoolers from common neighborhoods could be very helpful. Return to the list of sections COMMUTER SUPPORT SERVICES ***( ) Offer Emergency Ride Home program The
Emergency Ride Home program is already available to all members ofthe Santa Cruz Area lMA. It provides a free taxi ride home to pre-registered employees who use commute alternatives
and who need a ride home due to an emergency. This safety net is very important to help an employee feel comfortable leaving their car at home. ***() Appoint a dedicated person or team
to implement your program IdentifYing the right person or team to be responsible for the program will be a key to its success. For overall responsibility, the person should have some
decision-making ability. The team should include people who believe in the program's goals as well as those who work well with other employees. For larger organizations, departmental
liaisons can make an excellent team. ( ) Help employees plan their commute through persona1ized assistance For many employees, it takes a little one-on-one interaction to help them find
the right bus route or to feel comfortable setting up a carpool. Be that link by familiarizing yourself with the transit and bike routes to your site, and with Commute Solution's carpool
matching system. ( ) Offer bicycle support programs Many employees would like to bicycle to work -perhaps on a part-time basis -but they aren't experienced cyclists. Providing support
programs, such as bicycle safety training, bicycle maintenance and repair instruction, bike tools and air pumps on-site, members ofthe Santa Cruz Area lMA can offer the TMA's Bicycle
Loan Program to support more bicycling to their site. http://www.cruz-n-tma.orgltrans-plan.html 03/03/2000 
· Transportation Planning Page 6 of9 ( ) Make transit passes available on-site Particularly for those sites well-served by transit, it makes sense to negotiate with Santa Cruz MEJRO
to provide discount transit passes for your employees. Again,ifan employee can easily attain a bus pass at work, they will be more likely to regularly use transit to get to work. To kickoff the program, you may want to provide a free bus pass,
to make it easy to try the bus. Return to the list of sections INCENTIVES AND DISINCENTIVES ( ) Offer discounted products or cafeteria meals Ifyou have a cafeteria or restaurant on-site,
you have an excellent opportunity to provide a simple incentive or reward to employees for using alternative transportation: discounted or free cafeteria meals. Consider additional discounts
on products or services you produce. • ( ) Sponsor in-house prize drawings or promotions In addition to the countywide promotions, it is often quite effective for an employer to sponsor
their own promotions. For example, one employer offers a prize to every employee who uses a commute alternative for 21 days in a five-month period. Or you could enter the employee in
a raffle each day they use alternative transportation during a month. Another approach is to profile a "Commuter ofthe Month" in your employee newsletter. Many employers piggyback commute
program efforts onto other company health and wellness activities. ( ) Provide in-kind incentives and subsidies Instead ofcash, some employers provide direct support for alternative
transportation in other ways. You could provide transit passes to employees free or at a discounted rate, or provide free gasoline or tune-ups to carpoolers and vanpoolers, or walking
shoes for walkers, or free bicycle accessories and tune-ups to bicyclists. ( ) Provide cash incentives Many employers offer their employees direct cash incentives to use alternative
transportation, for example, $1 to $3 per day. Participating employees fill out a monthly reporting sheet to track their commute modes. modes. These programs are extremely popular with
employees and tend to have a dramatic and sustained effect on reducing solo driving trips. ( ) Reward use ofalternatives by offering time off with pay Giving employees moderate amounts
oftime offwith pay --perhaps permission to leave 112 hour early on some Fridays --is another incentive or reward for using alternative transportation which is popular with employees.
More than anything, most employees value their time. This approach can be implemented with a minimal budget http://www.cruz-n-tma.org!trans-plan.html 03/03/2000 
· Transportation Planning Page 7 of9 commitment. ( ) Implement parking charges For some employment sites this will be the most effective part ofthe commute program. Parking charges address
the imbalance --that employees have to pay out-of-pocket to take the bus or to ride in a vanpool, but the costs associated with driving alone tend to be hidden. Moderate parking charges
have been shown to be very successful. Parking charges often are used to fund the Commute Program, are therefore returned to employees in the form ofdirect incentives to use alternatives.
Return to the list of sections FACILITIES ***( ) Offer and designate preferred parking for carpoolers A simple and inexpensive way to reward carpoolers is to provide them with the best
parking spaces. Many employers have;choice parking spots located near elevators, walkways and entrances which can be reserved for carpools. ***( ) Provide secure parking for bicycles
Employees who want to bicycle to work require a place to store their bike during their work work shift that is safe from theft and protected from the elements. Compared to automobile
parking, bicycle parking is very inexpensive. Covered bicycle racks, bicycle lockers, bicycle cages or indoor bicycle parking are all ways to make sure that bikes are secure at your
site. ( ) Advocate for or install bus shelters and/or benches near site Large employers can work with the Santa Cruz METRO to construct new bus shelters or benches near the worksite
to enhance the appeal and convenience ofbus travel to work. ( ) Allow use offleet vehicles for business and personal reasons A fleet ofvehicles for employees to use for needed trips
during the day is extremely important in terms ofan employee's ability to carpool or bicycle to work and still be able to accomplish their jobs. Ifyour . company has a fleet ofvehicles
available to employees, this should be marketed as a part ofyour commute program. ( ) Provide a fleet ofbicycles for employees to use during the workday Many employers keep a small fleet
ofbicycles on-on-site for employees to use during the day for business and personal trips. This inexpensive strategy makes it possible for carpoolers, vanpoolers and those who walked
to work to make short-and medium-distance trips without needing their own car at work. ( ) Provide personal lockers & showers Lockers and showers on-site are a key to providing support
for your employees to bicycle to work. http://www.cruz-n-tma.orgltrans-plan.html 03103/2000 
· Transportation Planning Page80f9 These also make it possible for an employee to jog or perform other exercise during work breaks, and eliminate the need for their car to go to the
gym before or after work. ( ) Develop and market on-site amenities and services The facilities for employees at your site can contribute to your Commute Program, making it easier to
be at work without a car. These include employee lunch rooms, outdoor eating areas, cafeteria, on-site child care, ATM on-site, direct deposit ofpaychecks, exercise facilities, postal
services, etc. !fyour site has strong on-site amenities, you can use these in your commute program marketing. Return to the Jist of sections ALTERNATIVE WORK SCHEDULES () Offilr compressed
work week schedules Compressed Work Weeks (CWW) is an approach in which full-time employees work their schedule in less than 5 days every week. Common CWW schedules are 4/40 (40 hours
in 4 days, lO-hour shifts), 9/80 (80 hours in 9 days, 9hour shifts with one day off every other week), and 3/36 (36 hours in 3 days, 12-hour shifts). CWW programs are very popular with
employees and employers like them because they can lengthen service hours or production activity. ( ) Develop a telecommuting program Telecommuting makes it possible for employees to
work at home one or more days a week. Employers use this approach to address work space shortages, reduce commute trips to the worksite, and as an employee benefit. Not only is telecommuting
well received by employees, but studies consistently show that telecommuting increases employee productivity by 15 to 20%. ( ) Schedule staggered arrival times Many employers stagger
employee arrival times. This is an effective strategy to manage local congestion at or near your site during the peak arrival time. Although this approach does not reduce trips to the
site, it does address peak hour traffic problems, particularly ifyour site is located in a congested local area. Return to the list of sections OTHER ***() Work with other employers
by becoming a member ofthe TMA Membership in the TMA is the best way to ensure that you have the latest information on transportation issues affecting employers, up-todate planning tools
for your commute program, an extensive roM library at your disposal, a team ofprofessionals available to provide http://www.cruz-n-trna.org/trans-plan.html03/0312000 
. Transportation Planning Page90f9 assistance and innovative programs to support your own efforts. It's also an excellent way to show your organization's community involvement and leadership
on local transportation issues. ( ) Have management actively participate in the program The clear commitment oftop management is a key component ofa Commute Program. Have your organization's
primary leaders be a part ofgetting the message to employeesD through memoranda and other written media, at departmental and other employee meetings, through newsletters, and through
well-publicized participation in promotional events. ( ) Establish program goals and a tracking system As with any program, it will be important"to establish clear and achievable internal
goals, so that you and your management know where you're headed. Some general system to track your efforts and progress will be important. •( ) Participate in survey efforts Participating
in countywide survey efforts is very important, not only to provide you with good good data on your employee's current commute modes and their preferred alternatives, but to help track
the success oflocal countywide efforts. Internal surveys to track your program performance can also be done, and the TMA can conduct commute surveys for its members if countywide survey
efforts are discontinued. Return to the list of sections TMA Programs ISolve My Transportation Problems IWho We Are ICommuter Calculator Transportation Links INewsletter IBike Loan IEmergency
Ride Home ICommuter Club Transportation Planning IRoad Construction UPdate Site Designed and produced by Imagesmith. Santa Cruz Couuty's Premier Internet Publisher C 1991 Santa Cruz
Area Transportation Management Association http://www.cruz-n-tma.orgftrans-plan.htmI 03/03/2000 
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Stemmons Business Corridor Transportation , I • Management " :I "' Association(TMA) Feasibility Study1 I Preparedfor North Texas Clean Air Coalition Prepared by Rita Brohman, TDM Texas,
Inc. J 4903 Oak. Shadows Houston, Texas 77091 Ph (713) 688-9141*"1 I rONIj " 􀁾􀁯􀁣􀁩􀁡􀁴􀁥􀁳􀀠J 
: l * J J g n o fI􀁾􀁊􀀠J :1 J ....• [] '; '.'U;>: 􀁾􀀬􀀠.','J " . i:: : J ' 􀁾􀀠J ... :J 
Stemmons Business Corridor Transportation Management Assn. (rMA)Feasibility Study Prepared/or North Texas Clean Air Coalition by Rita Brohman, TDM Texas 4903 Oak Shadows, Houston, Texas
77091 (713) 688·9141 January 1997 
Table 01 Contents Executive Summary ••.•.••••••••••••.•.••••.••.••••••.•.•••.•••.••••••.••.. " 3 PurposeoftheStudy-WbatisaTMA? "'"'''''''''''''''''''''''''''''''''' 3 Study Area , ..
, .... ' .... , .. " ... " ..... ", .... , .. " ...... ,', ... ,' .... ' 4 Map ofthe Study Area, . , .. ' ... , . , ...... ' ...... ' .. ' , ...... ' .... , . , .. ' 5 Study Participants
" .. , ... , .. "" .. , .. ".,.".",."., .... ".,., .... ".". 6 Sources and Data Collected """"""""""""""""""""""" 6 TMA Feasibility, .. , .. , .... , , , .... , . , , , . , , .. , ,
, .. , .. , , , ... , , ,. " .. "., 6 Transportation Management Initiative (TMI) """""""""""", 7 EmployeeJErnpJoyer Information , .. ,., ... ,.".,"" .. "".,.""""."." 9 Employee/Commuter
Survey .. ,", ..... , ... " .. ,' ... ,"," ... ".,',.,.,' 10 Executive Summary-ofFindings ., ..... ,.,' , ' , , ..... , .. , . , . ' ... , , . , . ' . , . , , .. , 12 Closing Executive
Smnmaty Comments """""""""" , , , .. , , , .. , , . , " J7 Stemmons Business Corridor Areawide Evaluation. • • • • • •• • • • • • •• •• • • • • • • • • • • • • • •• 19 SBC Employers
and Employees ., , ... ' , ... , . , , . , , . , ... , . , , . , . ' , , , , , , , , , ,. J9 Employment by Industry-. ' . , ... ' , , ' , .... , , , , , , , , , , . , .. , , ' , . '
.. , , . ' , , ' , ., 20 Trips Generated by Employees , ' .. ' . , . , , ' .. ' , . ' , , , , , . , , . , , . , , . , , , , , , , , . " 22 Growth Patterns """"""""""""""""""""""""""'"
23 Congestion Levels, ' , . , ' , . ' . ' , . ' , , . ' , , , , , ' , ' , , , , , , , ' , , . , , ' , , ' , , ' , , , , , ' , , ' 24 Parking .. ,,' .. , .......... , ' .. ',',', 26 Existing
Commute Alternatives ................................................ 28 Dallas Area Rapid Transit (DART) . , .......... , ..... ' ...... , , , .. " , . , .... , .. , 28 Transit Services
..... ,.,., .. ".,., .. ,.,., .. ,.".,',., .. " ... " .. , .. , .. 29 Preliminary Recommendations ................................................ 30 TMA -to be or notto be? .........
' ...... , . , .... " .... , , ' .... , .. , ........ , . 31 TMIFormation .. ".".,., .. ",.".,., ... ,.,."".,.,.".,., ... , 34 􀁾􀀮􀀠, 􀁾􀀧􀀺': APPENDIXES: "A" -.oF" , ' . , , . , ..
, , ' . , .. , , , , .. , , , ' , . ' , . , .. ' . , , ' .. , , , , 36 
----1 Executive Summary The executive summary contains a brief overview of purpose, goals and findings of the Stemmons Business Corridor Transportation Management Association (TMA) Study.
The entire Study is intended to be concise and was sponsored by the North Texas Clean Air Coalition in response to a request by members of the Transportation Demand Management (TDM)
Committee of the North Texas Clean Air Coalition. The Clean Air Coalition is dedicated to working with public and private agencies to improve air quality in the Dallas/Fort Worth region,
which according to National Ambient Air Quality Standards (NAAQS), is currently in non-attainment for ozone pollutant. Purpose of the study,. What is a TMA? A TMA is a formal organization
ofbusinesses and local government dedicated to solving local transportation concerns that impact the immediate area and population it serves. Those trips best suited to address through
a TMA are repetitive trips or, those generated from the business community on a daily basis. basis. Each TMA is different because each area, each employer, each city is unique. TMAs
are often created to give businesses a voice in setting local transportation planning and funding priorities, to advocate enhanced mobility through a variety of new transportation services
and/or to reduce employers' costs to implement individual worksite transportation programs through economies ofscale. The purpose of this study is to examine the Stemmons Business Corridor
(SBC) area, north ofdowntown Dallas, and determine whether it is feasible to initiate a TMA within its boundaries. Stemmons Business Corridor TMA FeasibiliJy SlJJdy Page 3 
TDM Teras. Inc .. 4903 Oak Shadows. HOl/slDn. Teras 77091 (713) 688-9141 The area is massive in both size and employment. The purpose ofthis feasibility study is not to identify the
perfect solution, but rather, through working with both public and private agencies, identify transportation issues. Once issues have been identified, the Preliminary Recommendations
section of the Study will provide clear direction as to whether a TMA can be a part ofthe solution. One ofa TMA's main functions is to mitigate trips generated by large employment, in
a specifically defined area, on already congested thoroughfares. Extensive TMA feasibility studies measure if there is enough private sector concern about local transportation issues,
to spend money on a non-profit organization, like a TMA, to help identify resolutions for the issues identified in the feasibility study. There was not enough information available for
this corridor to accurately provide detailed information about employers, employees and parking; three key factors in determining TMA feasibility. As such, this report will not be detailed
enough to serve as the final authority on whether a TMA should be formed. However, the preliminary recommendations in the final chapter are intended to provide assistance to the local
business community and public agencies toward progress in mitigating the areas traffic concerns and ultimately determining ifa TMA is feasible in the feature. studyArea The study area
focused on the Stemmons Corridor Business Association boundaries. The area, just north ofDowntown, is one ofDallas' most established business districts. It is situated on either side
ofIH 35E Stemmons Freeway, bounded by Elm Fork Trinity River to the north, Harry Hines Blvd. to the east, the Trinity River to the South and Southwest and, Continental Avenue to the
South. A map of the study area is provided on the next page. Slemmons Business Corridor TMA Feasibility Study Page 4 
Map Df the study Area Stemmons Business Co"idor 1MiI Feasibility Study PageS 
TDM Teras. Inc.. 4903 Oak Shadows. Houston. Texas 77091 (113) 688-9'.fI Study Participants The consulting finn, TDM Texas, Inc., was retained by the Fort Worth Transportation Authority
(the T) on behalf of the North Texas Clean Air Coalition (NTCAC), TDM subcommittee. Regional planning infonnation was provided by the North Central Texas Council of Goverrunents (NCTCOG).
Texas Department ofTransportation (TxDOT) provided vehicle volume and roadway capacity counts. TxDOT also played a significant part in this study by providing information already gathered
for a Major Transportation Investment Study (MIS), currently being worked on with NCTCOG and other regional partners. Final results ofthe Trinity Parkway MIS is scheduled for release
in the summer of 1991. Employer and employee information was gathered from the Greater Dallas Chamber of Commerce, Dallas Area Rapid Transit (DART) and the Stemmons Corridor Business
Association, representing more than 200 public and private companies in the corridor. Sources and Dat. Collected There were numerous data sources used and, where appropriate, they are
quoted throughout the Study. NCTCOG provided area wide density and population numbers. Employee and employer infonnation was gathered from the Greater Dallas Chamber of Commerce and
the Stemmons Corridor Business Association. Sample maps located in the Appendixes are courtesy ofMAPS CO, NCTCOG, Sternmons Corridor Business Association, DART and TxDOT. TMA Feasibility
There are many ways to detennine feasibility of a Transportation Management Stemmons Business Corridor TMA Feasibility Study Page 6 
1'DMTerQs.lnc.. 4903 Oak Shadows. Houston. Teras 77091 (713) 688-9/4/Association (TMA). Ultimately, a TMA is a small business and must have defined goals. Like any other small business,
it must identifY products and/or services that are of value to consumers who, in this case, is the local business community. The purpose of this feasibility study is not to identifY
the perfect solution, but rather identifY transportation issues that could be mitigated through the effective, administration ofa TMA. Or, as the case may be, to eliminate the potential
for transportation issues to be solved or assisted by the implementation ofa TMA in the Study area. An extensive TMA feasibility study would, through surveys and analysis of the business
community and commuters, differentiate between factual transportation concerns and "perception". This Study did not have the funding available to fully explore and identifY "perception"
of transportation issues through extensive surveys and meetings with members of the business community. However, it contains information about the SBC, some valuable findings from past
survey data and, preliminary recommendations for proceeding toward development of aTMA. While the chances are very high that the area could qualifY for grants that would support a portion
ofthe cost for "seed funding" to start a TMA; SBC representatives will ultimately have to decide if there is enough private sector concern, to spend money on a non-profit transportation
organization to help identifY how to solve these issues. Transportation Management Initiative {TIIIII) A Transportation Management Initiative (TMI) essentially serves as phase I of a
TMA. It consists ofboth public and private entities and seeks to mitigate transportation issues for a specific area. A TMI has a specific scope of service and time line. At the end of
the time line, the TMI either becomes a 1MA, determines that the "scope ofservices" identified for the TMI found that a TMA would not address the transportation concerns or, finds that
the TMI TMI addressed whatever concerns were present. Example: a TMI may be introduced to an area while a large construction project is taking place. The TMI mayproduce marketing Stemmons
Business Co"idOT 7:MA Feasibility Study Page 7 
TDMTexas. Inc.. 4903 Oak Shadows. Houston. Texas 77091 f7J3) 688·9141 materials thai identify alternative routes, broadcasts closure times, etc... Once the project is over, the need
for a TMI in the area may be concluded. For the past decade or so, forming a full blown 1MA was the only known option that could be recognized for funding (identified in the regional
TIP). As is the case with any small business, 1MAs usually spend the first few years getting organized, gaining support and membership, acquiring office space, etc... This sometimes
does not leave time for accomplishing specific transportation initiatives which may resolve issues, issues that are imperative to address before beginning the actual work product ofa
1MA. In response to this concern, the Florida Department ofTmnsportation, "coined the phmse -TMI" as a term for TMAs (in phase I), that have specific initiatives that need to be accomplished
either before forming a 1MA, to determine absolute need ofa 1MA or, instead of a full blown 1MA. Since TMIs are limited to accomplishing specific transportation initiatives or tasks,
the Florida Department ofTransportation (FDOT) determined that unlike a 1MA, TMIs can be fully funded. FDOT is currently fully funding two TMIs. While this study provides a plethora
of information on SBC transportation and commuting challenges and benefits, much of what is found in this study reflects a need for a deeper understanding of commute habits. The information
contained in this report demonstrates serious congestion in that corridor which probably had a negative impact on the business community at large. A 1MA primarily helps manage trips
created by the business community employers/employees. Without knowing whether the trips are being genemted from employees, people doing business in the area or, people just passing
through tbe corridor; there is no way to clearly state that a 1MA would mitigate the trips. However, it is obvious from the Study findings that additional surveys, studies and effective
coalition building among public and private agencies is necessary. Additional commute behavior information also needs to be gathered. Frequently, initiation ofa TMI can serve as a driving
source for coalition building, to move to the forefront, transportation initiatives. Because building transportation infrastructure and addressing congestion utilizes funding ofgrants,
both public and private; Slemmons Business Corridor 1MA Feasibility Study PageS 
TDMTex:as.lnc.. 4903 Oak Shadows. Houston. Texas 77091 (713) 688·91-41 all issues surrounding them can all too often become political issues. Suburban areas have voters who live in a
given area, that drive important community initiatives forward. However, in an area like the Stemmons Business Corridor (SBC), the residents (less (han 200) and the business community,
do not have the same interests or concerns. While the voters can make sure that their concerns are addressed through their elected official, the business community does not usually represent
voters and therefore cannot impact political elections. Toward this end, the business community needs representation to assure that transportation issues important to them are addressed.
A TMI and ultimately a TMA working with or as a part of, the Stemmons Corridor Business Association (SCBA), can serve both the private entity and public agency concerns. Employee/Employer
Information The most recent survey information available was taken from commuters in the the Hospital District of the SBC by Dallas Area Rapid Transit (DART), in 1992. In order for employee
commuter survey numbers to have an impact, they would have to be factored into the total number ofcommute trips for the SBC Study area. These numbers would then be factored into vehicle
trips that they represent. This would adequately paint the picture of congestion that commuter vehicle trips have on SBC traffic. First, we need to determine the maximum number of trips
in the corridor that are attributable to employers as employee commuter trips. Recent estimations from the MIS employer/employee numbers (>200/40,553 respectively) do not coincide with
numbers provided by the Greater Dallas Chamber of Commerce (3,958/150,000 respectively). Both sets of numbers are believed to be correct for the specific boundaries they each represent.
After researching the issue extensively for this study, it appears that the Chamber numbers represent a larger business area identified by four entire zip codes making the Chamber numbers
inflated. While, the MIS focused very specificly on large businesses (more than JOO employees) located on roadway and arterials within the defined area. The MIS numbers would be deflated
because they do not Stemmons Business Corridor TMA Feosibility Stu4J< Page 9 
TDMTexas. Inc.. .1903 Oak Shadows. Houston. Texas 77091 (713) 688-91,/1 include small businesses and, do not include sales people that work in the corridor everyday selling their products
in the wholesale/retail outlet area and the Hospital District. Only when necessary and for purposes ofthis study's evaluation of the impact employee trips have on the SBC area, a number
half-way between the Chamber's and the MIS Study will be used. Once surveys have been conducted and agencies have agreed, how many employers/employees actually are located within these
boundaries, the numbers in this report can be amended. Until then, note that the following numbers are used for calculating congestion impact in the SBC: Employers: 1,879 Employees:
95,265 Important Note: Since this number has a Significant impact on the results ofthis study. and ultimately. whether a TMA could service the area, it is recommended that the question
of employer/employees for the specific boundaries be agreed upon as the first regional initiative. E",ployee/Com",uter Survey The most recent commuter survey information available for
this Study was a survey of the Hospital District (located within the SBC boundaries). The survey was taken by Dallas Area Rapid Transit (DART) in 1992. Surveys were collected from 2,278
commuters, or 4.8% of commuters expected to be Hospital Employees in the area, allowing for an error factor, in the results, of <1 %. A sample ofthis survey is included in this Study
as Appendix 􀀺􀀭􀀮􀀭􀁾􀀭􀀧) > ..f -.-. 58% ofthose who responded to the survey arrived at work betwecn 7:00 a.m. and 9:00 a.m. while 59% reported leaving between 3:00 p.m. and 5:00 p.m.
Additionally, 30% arrived between 3:00 a.m. and 7:00 a.m. This work schedule demonstrates a probable 12 Stemmons Business Corridor TMA Feosibilil;y Stud), Page 10 
TDM Texas. Inc.. 4903 Oak Shadows. HoyslOn. Texas 77091 (713) 688-9W hour shift change in the hospital district of the SBC Study area. It also explains study information provided later
regarding congestion peak hours. Most participant respondents worked Monday through Friday with less than 10% of employees reportedly working weekends. Assuming that half ofthe employee
base for the area, work in the medical district, it represents a total of47,325 employees. Applying this factor to the work vehicle trips, the commuter survey taken indicates that fifty-eight
percent or, 27,448 employee trips, are generated in and out of the area between 7:00 and 9:00 a.m. (See congestion to further evaluate employee commuter trip impact). Other findings
from this survey that indicate direct impact on congestion in the SBC area are: low fees for employee parking. Years ofparking studies, both nationally and in Texas, have repeatedly
connected low parking costs as an encourager for employees to drive alone. At the same time, they reward single occupancy vehicles by subsidizing parking expense. variable and set work
schedules. Work schedules determine the alternative commute options that are available and convenient for commuters. Example: Ifsomeone works irregular work hours, it is difficult to
carpool or vanpool. attitudes about travel mode analysis, travel alternatives most considered and TDM Service A1ternath:es. Commuter attitudes playa large part in whether someone will
use particular modes ofcommuting if it is available. Rather than list the findings ofthese survey indicators here; results will be referred to throughout this Study, where appropriate.
Stemmons Business Corridor nM Feasibility Study Pagel! 
TDM Texas, Inc.. 4903 Oak Shadows, Houslon, Texas 7709I (7!3J 688-914/Executive Summary of Findings The following is a brief list of findings from this Study, Specific supporting data
and maps are located in noted places throughout this report, Recommendations resulting from these findings can be found in the conclusions and recommendations section of this report,
" There is a discrepancy in actual number ofemployers and employees for the defined area, Greater Dallas Chamber ofCommerceand the Stemmons Corridor Business Association reports approximately 3,948 employers and 150,000 employees for the area, These numbers are taken from Standard Industrial Code reported
employees for a company which frequently include all employees that work for a large company, not just those that work at that work site, Recent MIS numbers report less than 40,553 employees
that work for employers ofmore than 100 and, less than 200 employers. A map providing employee density by location is provided as Appendix US", " The area, although only 5 or so minutes
north ofdowntown, is not close enough to downtown to utilize specific downtown services and, represents a very separate Central Business District (CBD) from Dallas, II> Standard Industry
Codes for employment in the zip codes for the SBC area (source: Texas Comptroller ofPublic Accounts) indicate approximately; 36% of the industry in the area is Services, (including medical
services). 16.5% manufacturing and wholesale trade. All ofthese areas typically have erratic working schedules. Retail, which represents 20,6% ofthe area employer's vehicle trip hours
are typically 9:00 am. to 9:00 p.m, Construction, representing only 2.1% of the trips hours are usually 7:00 am.-5:00 p,m. 24.4% ofthe trips are represented as small business that are
not leading sectors by SIC Code and could represent any combination ofwork schedules. These numbers otTer us some insight into what kind ofTDM measures that would Stemmons Business Co"idor
TMA Feasibility Study Page 12 
TDMTexas. Inc .. 4903 Oak Shadows. Houston. Texas 77091 (113) 688-9/.11 work in the SBC area. Example: Since 36% ofthe area is service driven, it stands to reason that this group cannot
telecommute and provide services to the public. However, compressed work week schedules could allow for longer days which would assist retail and service industries. 􀁾􀀠 The 24 hour
road count (.murce: TxDOT -1995) for the Stemrnons Freeway indicates approximately 250,000 cars per day. The area has intense congestion approximately 6 hours ofeach day. From the hours
of6:00 a.m. to 8:30 a.m. and, 2:30 p.m. to 6:00 p.m., the Stemmons Freeway operates at what is referred to in technical terms as an F +6 Level ofService (LOS), without any incidents
or additional construction and traffic delays. Basically, the area has significant congestion for 6 hours a day. .􀁾􀀠 All major arterial traffic counts for this area (source: TxDOT.
1995 -provided as Appendix: "C") demonstrate that congestion levels for the surrounding arterials are equally as congested, making it clear that if there were additional freeway lanes,
they would be full the first day they opened, accommodating those who would like to be on the highway already, but are being forced to take arterials (source: Area MIS Study results).
􀁾􀀠 Specific costs of congestion in that Corridor is not readily available. However, annual costs ofcongestion for the MIS Study area is $62 Million and, in the overall Dallas-Fort
Worth region the costs have increased from $1.8 billion to $4 billion between 1980 and 1996. Congestion costs only include the cost oflost productivity due to congestion anddo not include
air quality costs, infrastructure or maintenance costs attributable to congestion. 􀁾􀀠 It may be possible to apply for seed funding to begin a TMA or TMI through Congestion Mitigation
Air Quality monies from NCTCOG (through a fall -1997 call for projects) for at least the first year. (Source: Regional 2020 Mobility Plan Stemmons BlIsi"as Corridor TMA Feasibility SI1I4Y
Page 13 
TDM Teras. Inc .. 4903 Oak Shadows. Houston. Teras 77091 (713) 688-9141 which plans for fonding ofapproximately 14 TMAs). This funding would require local matching money, probably from
the business community. In order for a TMA to be feasible in the SBC, the business community, both public and private, will ultimately have to answer the financially feasible question
after all ofthe findings from this study and the MIS have been taken into consideration. .. The area is currently undergoing a Major Transportation Investment Study (MIS), scheduled
for completion in the summer/fall of 1997. The year 2000 Existing-Plus.. Committed traffic forecasts developed for the Mobility 2000: The Regional Transportation Plan (or North Central
Texas showed 60 percent ofall the roadway fucilities in the Stenunons Corridor would experience severe congestion by the year 2000. These findings brought the need for the Stemmons Subarea
Study into focus. At the time the study actually began, several key issues related to the corridor needed evaluation: I) Feasibility of tbe Stemmons Double-Deck. The cost per vehicle
mile was determined to be too high too high for the project to be feasible Stemmons Subarea Studv Final Report, October 1989 .. 2) Role oftbe Elm Fork Section of the Trinity Tollroad
System. An option still being considered during the MIS process. 3) Possibility of HOV or Rail in the Corridor. Still a viable option for the Stemmons Corridor area and being considered
in the MIS. Note: It should be noted here that if it is decided to include HOV and Rail into the area, it would increase the value of a TMA, since TMAs provide significant marketing
avenues to employers. 4) Weaving Movements Near tbe Dallas CRD. This issue impacted the MIS but had little to no impact on our study area. Ste.mmons Business Co"idor 1'MA Feasibility
Study Page 14 
TDMTexas.lnc.. 4903 Oak Shadows. Houston. Texas 77091 (7/3) 688·9141 􀁾􀀠 The Stemrnons Corridor does not operate as a traditional radial corridor feeding the Dallas Central Business
District. It is one ofthe highest employment corridors in the Dallas-Fort Worth region. The 2010 employment forecasts show that the Corridor is expected to contain 31% ofthe forecasted
regional employment with only 5% of that being in the Dallas CBD. Results from the 2010 Study show that there is a relatively low population to employment ratio, indicating that the
majority of the employment in the study area will be satisfied by persons living in other areas of the region. This points to a longer average trip length for the Corridor and introduce
the TDM factor that vanpooling and carpooling are viable options for the area. 􀁾􀀠 There are currently two separate transportation subcommittees (from the business community) already
working to address the area's concern; one from the Hospital District and one from the Stemmons Corridor Business Association. These two committees example the very real differences
in employer needs, commuter schedules and transportation initiatives that would prove effective in the different environments. 􀁾􀀠 Results ofa commuter survey indicate that 55% ofemployees
currently pay .00 to .99 for parking. There is currently, not enough parking information available in the area to determine "need vs. demand" impact of parking. However, where there
is substantial free parking for employees. Parking studies indicate that it has a tendency to encourage employees to drive alone. (Commuter Choice Initiatives Study. FHWA 1995). 􀁾􀀠
Commuter survey results taken by DART in 1992 demonstrate a willingness of employees to utilize other travel alternatives, if they were available 􀀨􀀮􀁾􀁥􀁥􀀠other alternatives section
ofthis report). Stemmons Business CorrillOF TMII Feasibility Study Page 15 
TDM Texas. Inc.. 4903 Oak Shadows. Houston. Texas 77091 .. 53% ofthose responding to the commuter survey provided for the medical district, indicated a "set" working schedule, making
transit, carpooling and vanpooling viable options for alleviating some ofthe trips generated by employees. Additionally, the remaining 47% who work variable work schedules, did not seem
to have a negative attitude toward alternative commute options, as long as they are convenient. .. There is an extremely low population/employment ratio in the Stemmons Business Corridor
area. This means that people will travel to get to the location, thereby increasing the vehicle miles traveled to the area. However, it also indicates that since votes are what typically
speak to elected officials, the business community that provide so many jobs in the area, may not have the voice and advocacy they would like to, or need to have, to effective provide
input to the transportation planning process. Since many lMAs serve as a liaison between public public and private industry, this becomes an issue to consider in the lMA feasibility
factor. .. During the second stage of analysis ofalternatives (June through November 1996) for the Trinity Parkway Corridor MIS, several strategies were identified that showed promise
in solving the transportation problems in the 1-30 Canyon, 1-35EfI-30 Mixmaster, and lower 1-35E Stemmons Freeway. The elements that were recommended for further development in the third
stage of the study include: * enhancement of employer trip reduction programs, * improving facilities for walking and bicycling, '" improving the operation ofthe freeway system, * extending
Spur 366 (Woodall Rodgers) to Beckley/Singleton, ;, upgrading the DART Carrollton rail transit line, ;, improving the existing Canyon and Mixmaster, and ;, constructing a reliever route.
Stemmons Business Corridor 1MA Feasihility SIMa, Page 16 
TDM Texas. Inc.. 4903 Oak Shadows. Houston. Texas 77091 (713) 688-9141 The third stage is intended to further screen these alternatives down to a locallypreferred plan of action to solve
the corridor's congestion problems. The study is scheduled for completion in the Summer of 1997. OIDSing Executive SUnJnJlilry OOnJnJents In closing, there appears to be several major
transportation initiatives happening concurrently in the SBC. Each of them ultimately impact the business community. Each are managed by different entities with varying goals and objectives.
The business community itself, currently has two separate committees to address transportation issues. Congestion and transportation concerns are already identified by both public and
private industry alike. No one needs to be convinced that there is a problem however, working together, as many are doing on the ongoing MIS study, would have a more effective impact
on the area. A TMA could provide this opportunity. During the information gathering phase of this Study, several transportation initiatives were identified. While there are probably
many more projects underway than these, at the time of the preparation of this Study, the projects that we identified as having potential impact on the SBC's transportation, congestion
and overall mobility are: 1. Major Transportation Investment Study (MIS). This study is extremely comprehensive but, extends well beyond the boundaries for the TMA feasibility study.
However, the results of the MIS will have a significant impact on transportation spending and mobility in the Stemmons Corridor. The results of the study will probably be made available
in the summer/fall of 1997. While some of the preliminary findings from this study can be , found in this report.. it is recommended that because of their familiarity with ) this Corridor's
transportation patterns and issues, many of the same participants, in addition to the business community, serve as leaders in the TMA feasibility discussions and decision. Stemmons Business
CDrritlor TMA Feasibility Study Page 17 i 
TDMTeras. {nc.. 4903 Oak Sharlows. Houston. Teras 77091 (713) 688-9141 2. Parking and the need for a Study. There does not appear to be a recent parking study for this area. It is not
presently known how many parking spaces there are available, what the exact demand on parking is, what times ofthe day the parking demaod peaks or, how the costs ofparking vary within
the corridor. It is suspected that the Hospital District has significantly higher parking fees than the business corridor area. This is an assumption based on the fact that the SIC codes
show a very high population of "Retail" and "Medical Service" businesses in the area. Carrying commute behavior knowledge a bit further, people don't usually pay to park when they are
already spending money shopping. However, people are accustomed to paying for parking at a hospital or medical facility. 3. Construction & HOV Lanes. The area identified as the SBC is
not currently under construction. But, there are considerations for the future that include HOV lanes and a new transportation facility to alleviate stress that the area's infrastructure
already experience on a daily basis. The congestion numbers in this report do not take incidents or construction into consideration. A TMA could assist in the efforts to mitigate additional
trips on the already overburdened infrastructure. 4. Rail. Recently, DART opened a commuter rail line from downtown to the SBC Hospital District. Stemnwn. Business Corridor 1MA FeasibiliJy
Study Page 18 
2 StelJJlJJons Business Corridor Areawide Evaluation This section will take a look at all existing mobility conditions for the area defined as the Stemmons Business Conidor. Residential
population, travel patterns of employees (commuters), patrons oftbe hospitals, shoppers, those who accomplish business in the area, and current congestion levels of access freeways and
major arterials are discussed in this section. While no one can predict the future, some writing time is also given in this section to upcoming potential transportation issues like results
from the Trinity Parkway Conidor Major Transportation Investment Study (MIS) for the SBC. sse: Employers and Employees In order to take all issues involved in managing transportation
into consideration, this Study will have to consider origination and destination of commuter trips (considered repetitive employee trips). Additionally, any time transportation initiatives
are looked at for an area, trips generated by shoppers, residents and non-employee trips, must also play a factor in the calculation. Since the area defined includes a densely populated
medical service industry, (i.e., hospitals and medical assistance), hotels and retail/wholesale trade businesses, this is especially true. While evaluating the trip generation concern,
transportation management initiatives already being utilized to fucilitate trip reduction, should be examined in light of future needs Stemmons Business Corridor 1MA Feosibiliq StNtiy
Page 19 
TDMTeras.lnc.. 4903 Oak Shadows. Houston. Teras 77091 (713) 688·9 Nl and where improvements can be implemented. From this information, a determination as to potential "gaps in servicing"
can be made with both short and long term implementation goals in mind through the year 2010. There are approximately 1,879 employers and 95,265 employees in the SBC (.,·ee: Employee
Employer section ofthe Executive Summary). A map providing employee density by location is provided as Appendix "8". By looking at the employee density and considering that the area
is essentially a 6-8 lane highway, combined with the Home Base Work Trips, Table 2 below, it provides a general idea ofemployee/commuter traffic demand on particular roads during peak
arrival and departure work hours. If all information gathered was equal, this picture would be clearer. The Standard Industry Classification Codes (SIC) provides a look at the type of
industry or employment in a specified area. From these codes, we get some idea as to geneml work hours hours or, as in the case ofhospitals, the fluidness ofset work schedules. This
information also provides significant guidance during the regional transportation planning process. Table 1 helow shows employers by SIC Code representation (l'exas Comptroller ofPublic
Accounts, 1996). Note: II is important to note here that the SIC numbers are 􀁢􀁡􀁾􀁥􀁤on the Texas Comptroller ofPublic Accounts. 1996 numbers which reflect the flndings within a four
::ip code area as defined by the Greater Dallas Chamber of Commerce. This number reflects 3.948 employers with SIC codes representing more than 150,000 employees. The number of employees
listed with each SIC code represents a lotal number qf employees, not site specific. EmploynJent by Industry The Standard Industry Codes (SIC) for zip codes defining portions of the
Stemmons Business Corridor area indicate the following mix ofemployment by classification codes: Slemmons Busin ..s Corridor lMA Feosibili(v Study Page 20 
TDMTex:as.lnc.. 4903 Oak Shadows. Hous/on. Tex:as 77091 (113) 688-9141 Table 1 , SIC Code Identifier Percent of Total SBe Employment Services 36.0% Retail 20.6% FinancellnsuranceIReal
Estate >1.0% Construction 2.0% Manufacturing and Wholesale Trade 16.5 % Mise. Non-Leading Business Seeton by SIC Codes (thought to be s11lll11 business sectors thIlt 11IIlke up a combination
ofhealth services, . firmncial, utilities, transportation and II public administratiolL 24.4% Source: Texas Comptroller ofPubhe Accounts, 1996 A combination of SIC codes, Dun & Bradstreet
Marketplace, May 1996 report, the MIS for Stemmons Business Corridor and the Greater Dallas Chamber ofCommerce, the largest employers within the four zip codes that make up the SBC area
are: Children's Medical Center of Dallas, Automatic Data Processing (ADP), Dallas County -Lew SterrettlFrank Crowley, Dallas Market Center, EMSI, Mobil Oil Corporation, Mestek Inc.,
Merchants Fast Motor Lines, Infomart, Parkland Memorial Hospital, Plaza at Riverben!!, St. Paul Medical Center, Stemmons Place, Aetna Insurance, Stemmons Towers, Trinity Industries,
Texas Scottish Rite Hospital, Texas State -Adult/Child Reg. Agency, UT Southwest Medical School, Wyndham Anatole Hotel, Yellow Freight System, Inc. and Zale-Lipshy -University Medical
Center. Stemnwns Business Corridnr 1MA. F easlhi/fly Study Pagel1 
TDMTeras. Inc .. 4903 Oak Shadows. Houston. Teras 77091 (713) 688-9J.11 Trips Generated by Employees The regional NCTCOG shows home base work trips to the general vicinity of the SBC
identified as "Region 2" is approximately 191,000. While these numbers do not directly coincide with the numbers of employees identified in the SBC, we believe that these people either
pass through or, conduct sales business, therefore considering the corridor as their primary place ofbusiness, on a daily basis. This number represents approximately 100,000 commuter
trips that probably do not work directly in the boundaries as defined by this Study. In order to visualize where traffic from employees are commuting from, Appendix uD" provides a map
with Home Base Work Trips to the SBC. Table 2 below provides numeric support to Appendix UD". Table 2 ! Trips J Distrid Oty DallaslWhiterock 25,958 East Dallas 9,167 5 4 11,585South
Dallas I6 DallasiOak Cliff 19,160 I7 SOUlh West Dallas 6,179 9 South Irving 18,523 ! :1& North West Dallas 10,976 ! North East Dallas 9,95211} :12 North Irving 6,074 i 13 Carrollton
7,648 . 15 Far North Dallas 8,470 17 GarlandIRowlett 7,503 18 MequiteiSunnyvale 7,276 21 Cedar HilllDeSotolDuncanville 8,330 Stemmons Business Corridw TMA Feasibility Stud}' Page 12

TDM Texas. Inc.. 4903 Ook Shadows. Houston. Texas 7709/(lI3) 688-9/4/District City Trips 30 Grapevine/Southlake 5,946 j 32 HurstIEulessIBedford 7,439 i 1 33 North Arlington 6,510, 34
South Arlington 5,853 <IS CoppeIlIFlower MoundlLouisville 7,743 ·SOlUCe: NCTCOG The Districts that represent more than 9,000 each, home base work trips, to Stemmons Corridor are: District
3,4,5,6,9, 10 and 11. Located within these District boundaries are: DallaslWhiterock, East Dallas, South Dallas, Dallas/Oak Cliff, South Irving, North West Dallas and North East Dallas.
All fairly close proximity. Growth Patterns The Year 2000 Existing-Plus-Committed traffic forecasts that were developed for Mobility 2000: The Regional Transportation Plan for North
Central Texas showed 60 percent of all the roadway facilities in the Stemmons Corridor would experience severe congestion. Even the freeway improvements recommended in that Plan would
not alleviate the congestion problems on Interstate Highway (IH) 35E, the focal point of this Study. These results from the Mobility 2000 brought the need for the Stemmons Subarea (the
MIS) into focus. The Stemmons Corridor does not operate as a traditional radial corridor feeding the Dallas Central Business District. It is in fact, one of the highest employment corridors
in the Dallas-Fort Worth region. The year 2010 employment forecasts show that the Corridor is expected to contain 31 % ofthe forecast 2010 employment with only 5 percent being in the
Dallas CBD. Stemmans Business Corridor TMA Feasibility Study Page 23 
TDMTeXf)s. Inc.. 491J3 Oak Shadows, Houston, Tems 77091 (713) 688-9J.11 The study area is a rapidly growing and changing area just north of the Dallas CBD, All major arterial traffic
counts for the area (TxDOT. 1995 -provided as Appendix He") demonstrate severe congestion, The lH 35E is classified as a 8-10 lane Urban Freeway with a 24 hour capacity flow of 88,000
to maintain Level of Service (LOS) A-B, which is considered as good traffic flow. A tolerable traffic flow or LOS C-D is 105,600. Anything beyond 128,800 is considered LOS E-F, poor.
lH 35E has a LOS F plus 6. Six hours of the day, the corridor operates at a LOS F. Congestion Levels In light ofthe information provided earlier in this report, it is understandable
that traffic congestion is a growing concern in the Corridor. Congestion occurs when traffic demand exceeds available roadway capacity. When congestion occurs, it is a source of frustration
and lost productivity for commuters and businesses. Lost productivity in the Dallas-Fort Worth region has increased from $1.8 billion in 1980 to $4 billion in 1996 (source: NCTCOG),
The implementation of advanced transportation management strategies can reduce the delay, thereby increasing mobility and deceasing regional congestion costs, The positive side ofcongestion
is that it is caused by progressive growth in population, employment, and travel. Specific costs ofcongestion in the SBC portion ofthis study is not readily available. During this study,
we looked at both the freeway corridor counts and the major Arterials that navigate commuters and other travelers through the corridor. Traffic counts for the freeways surrounding the
SBC and all major Arterials in the area can he found in Appendix "C", In order to understand the congestion levels you have to look at several items at the same time: the highway capacity,
actual road counts (Appendix "C") and LOS which is based on Capacity vs, Demand. LOS is explained in the paragraph proceeding this subsection. Every t " }:", f Stemmons Business Corridor
lMA Feasibility Study Page 24 
TDM Texas. Inc.. 4903 Oak Shadows. Houston. Texas 77091 (713) 688·9f.JJ major corridor and its surrounding arterials, has a LOS rating. In the SBC area, the MIS has been studying the
impact that building another transportation facility would have on IH 35E and surrounding roadways. Congestion is so heavy on the arterials and major thoroughfares surrounding the IH
35E already; that the transportation modeling demonstrates that if no improvements are made in this area, it is predicted that LOS F could rise to over 9 hours a day by the year 2020.
For the Trinity Parkway Corridor MIS, project team members have set a goal ofsolving traffic congestion for the 4th highest hour ofthe day in the year 2020. Team members of the MIS believe,
given the current levels of congestion, it is unrealistic to think the region can have and afford transportation facilities that maintain a LOS C-D for peak hour congestion. Further,
statistics demonstrate that some congestion is needed to help commuters consider other options to driving alone such as transit, car/vanpooling or HOV lanes. Table 3 below provides a
look at three segments of the IH 35E Corridor, 1996 traffic volumes north and southbound and directional distribution. Table 3 Corridor Location 1996 Traffie Volumes Trafl"u: Distribution
Segment AM PM Daily AM PM NBIH35E1 a 10,037 7,677 105,714 58% 44% SBIH35EIb 7.296 9.957 llJ,184 42% 56% 2a NBIH35E 11,421 10,095 126,487 55% 48% SBIHJ5E2b 9,J52 10,786 126,223 45% 52%
NBIH35E3a 8,500 7,458 97,443 54% 46% SBIH35E3b 7,238 8,618 100,998 46% 54% Table 3 demonstrates the extreme to which daily occupancy rates exceed LOS capacity for this corridor. Note
that Northbound (NB) traffic directional distribution for AM peak hours throughout segments 1 a -3a prove the point that traffic is predominately moving toward the Stemmons Business
Corridor, not Southbound (SB) toward downtown. This is true for the afternoon traffic count as well. Slemmons Business Corridor 1MA Feasibility Study Page2S 
TDMTextIS.lnc.. 4903 Oak Shadows. Houston. Texas 77091 (713) 688·9141 Peak AM hours that the corridor reaches LOS Fare 6:00 a.m. through 8:30 a.m. Commuter surveys taken by DART demonstrate
that 58% of those responding to the survey were scheduled to report to work between 7:00 a.m. and 9:00 a.m. These numbers coincide with each other. Validating that employees contribute
to the congestion in the a.m. commute. The same is true for P.M. peak traffic. The survey results show that 59% of survey respondents get offbetween 3:00 p.m. and 5:00 p.m. Congestion
in the area reaches LOS F from 2:30 p.m. through 6:00 p.m. Ultimately, congestion creates air quality concerns and has a negative impact on economic viability for a region. It is early
enough in the development ofthe regions transportation planning to develop a plan ofaction that can avoid the likelihood ofa serious congestion problem. parking The area has not had
a parking study done. Parking and parking availability is closely connected to commuters willingness to participate in alternative commute options, if and when they are available. There
are no numbers readily available regarding the number of parking spaces in this corridor. There is also no information, except vehicle road count numbers, as to what the exact demand
on parking is. Supply and demand of parking is essential to determining potential effectiveness ofTDM strategies. This is most important as it pertains to peak usage ofparking based
on times ofday. There may be adequate supply ofparking except during certain peak times. This lack ofparking could cause tremendous delays, ultimately congestion. Logic tells us that
ifsomeone is diving in the area, they will need a place to park, unless they are 'Just passing through". Which begs the question, "how many ofthe people in the corridor are "passing
through and how many need to park". An extensive parking study would also show those studying the region, how the costs ofparking vary within the corridor. Generally speaking, it is
suspected that the Hospital District has significantly higher parking fees than the business corridor area. However, those parking fees may not extend Stemmons Business Corridor 1MA
Feasibility Study Page 26 
TDM Texas, Inc.. 4903 Oak 51,adows, Heuston Texas 77091 (713) 688-9141 to the employees, Knowing how many of those parking are employees and how many are visitors, makes a difference,
The DART commuter survey ofthe Hospital District showed that about half of the employees pay for parking, This is an assumption based on the fact that the SIC codes show a very high
population of 􀁾􀁒􀁥􀁴􀁡􀁩􀁬􀀢􀀠and '<Medical Service" businesses in the area, Carrying commute behavior knowledge a bit further, people don't usually pay to park when they are already
spending money shopping. However, people are accustomed to paying for parking at a hospital, service or medical facility. There are many transportation initiatives a TMA can implement
to help ease a parking crunch and, parking issues do sometimes serve as a driving force and key purpose to form an organized TMA. Without a parking study, there is no way to consider
if this is an issue. Slemmons Business Corridor 1ll£4 Feasibi/i!JI Stud), Page 27 
3 Existing COnJnJute Alternatives The Stemmons Business Corridor and all of downtown Dallas, has its transportation needs primarily serviced by the local public transit agency, Dallas
Area Rapid Transit (DART) Because ofthe regional NAAQS non-attainment status, many of the employers in DART's service area have been contacted and encouraged to begin ridesharing programs,
Several of the businesses in the Hospital District of the SBC have developed employee programs with DART. Some specific services are listed below for use in evaluation ofTMA need and
feasibility of implementation, Dallas Area Rapid Transit (DART) DART offers training at no cost to employers about Employee Trip Reduction programs and providing Transportation Demand
Management strategies, The ridesharing staff or "accoWlt representatives" at the DART, provide detailed information to employers on IRS regulations andsubsidies that can save the business commWlity money for offering transit, rail and vanpool subsidies, Additionally, DART representatives are trained in the impact that the Clean Air
Act can have on the business community, Stemmons Business Corridor TM.4 Feasibility Study PageZ8 
TDMTexas. Inc.. 4903 Oak Sltadows. Houston. Texas 7709J (7J3)688-!JJ.JJ DART provides NO COST assistance to the employer, with: .. Transportation fairs & company-wide employee surveying
to detennine what employees are already doing. .. Setting up a Guaranteed Ride Home (GRH) program for those who are participating in ridesharing programs. This program assures a participant
that they are never stuck at work. .. Subsidized bus passes. DART provides assistance with setting up a bus/rail pass program. The subsidy actually represents a discount from DART and
any employer subsidy. Most frequently, this is provided in the fonn ofTransit Check Vouchers (vouchers are easier for employers to handle and do not require the employer to give actual
money to the employee but, instead allows the employer to provide a transit voucher, tax free up to $65.00 per month). .. Cost commute analysis to assist the employee in knowing how
much their commute costs them. .. Carpool and vanpool matching and program set up. .. Training in-house employees as Employee Transportation Coordinators. .. Preparing transportation
plans for each site. Stemnwns Business Corridor TMA Feasihility Study Page 29 
, rDMreX(lS. Inc.. 4903 Oak Shadows. Houston. rexas 77091 (7[3) 688·9141 Transit Services DART operates approximately 21 local service routes into the Stemmons Business Corridor area
(including the huspital) everyday. Services begin at 5:00 a.m. and typically do not end until sometime around midnight. Frequency varies but, on the average, is every 20 • 30 minutes.
Additionally, the new Trinity Railway Express, links South Irving, the Medical Center! Market Center complexes and downtown Dallas. A map of both rail and transit service is provided
as Appendixes "E ". The commuter survey taken by DART in 1992 indicated that 16% ofthose driving alone would consider carpooling, 13% would consider vanpooling. However, it also showed
that 18% ofall commuters would prefer rail and 14% would prefer bus. Commuters were also asked about TDM Service Alternatives. 31 % of employees said they preferred fixed route transit
service, 16.8% said they would like a corporate pass program. While DART has an extensive Park and Ride system throughout the region, there is currently no direct bus service from Park
and Ride facilities into the SBC area. In light of the survey findings that commuters have a tendency towards transit and rail and, with information from the Home to Work Base trips
(Appendix "C''), this could be a consideration for future DART service in the area. Stemmons .Business Corridor TMA FeosibiliJy Study Page 30 
4 Pre/illJinary RecoIIJIIJendalions A TMA is ultimately a small business, predicated on defmed need and funded by public and private entitles to service a specific area, with specific
transportation services. Preliminary recommendations as to feasibility for a TMA can be a political issue. This firm has nothing to gain whether the area starts a TMA or not. Toward
that end, the following recommendations are made witbout biases for or against any public or private entity. They are however, made on the bases of information provided, meetings held
with the business community and conversations with both public and private entities from October, 1996 through January of 1997. In order to seriously consider a TMA, it might be helpful
to note that the average TMA in the United States has an annual budget ofabout $90,000, (Source: Associationfor Commuter Transportation National TMA Survey Results, 1995) which consists
primarily of an executive director's full or part -time salary and clerical support. Additional "in-kind" services are usually provided by the business community. Example: A developer
may provide office space in exchange for annual dues. In-kind services are frequently provided to accommodate printing, graphic artists work, copying, secretarial, office furniture and
office space. Annual dues are usually charged to employers and others who "benefit" from the services that a TMA offers. These dues are used to help offset the $90,000 operating budget.
Additionally, once the TMA has identified issues that they want to address, they frequently research grant availability to provide funding for specific initiatives. As new services come
on line (.Yervices or product.\) an additional and specific "fee for service" is sometimes Stenmwns Business Corridor 1MA FeQsibility Stud)' Page 31 
TDM Texas. Inc.. 4903 Oak Shadows. Houston. Texas 77091 (713) 688-9NI charged to members. This allows the TMA to target their service to specific employers and not charge others for
services that they may not want. Example: DART or NCTCOG may havefonding sources available for shuttle services ifshuttle services fit into their regional planning. It would be up to
the TMA Executive Director to make sure that the plans ofIhe TMA lined up with the regional direction oftransportation planning and vis-versa. On the other hand, a TMI has specific defined
projects which are either substantially or fully eligible for funding, depending on the area State and Federal funding practices. The purpose of this Study was to identify any infonnation
that might be pertinent in the initiation ofa TMA in the SBC area. And, ultimately, to provide a professional opinion as to whether the Stemmons Business Corridor, based on infonnation
provided, could sustain a viable TMA. TMA -to be or not to be? After careful consideration of the infonnation contained within this Study, it is the opinion recommendation ofthis consulting
finn, that a first phase TMA, a.k.a. a TMI be initiated in the Stemmons Business Corridor area. During the TMI phase ofthis project (recommended to be no longer lhan I year), it is recommended
that the following goals be accomplished. 1. Parking Study. Refer to Ihe parking section ofthis report for details ofimportance regardingporking studies. Without a parking study, it
is difficult to detennine the effectiveness of TDM strategies, even those recommended in the MIS would be fortified or even altered by parking study results. 2. Commuter Survey and Employer
Survey. Refer to employer/employee information. Without a detailed survey and analysis ofthe commuters/employees and employers in the area, it is pretty impossible to determine exactly
how many Stemmons Business Corridor TMA Feasibility Study Page 32 
1TJM Texas. Inc.. 4903 Oak Shadows. HoustOn. Teras 77091 (713) 688·91.J1 employers there are, how many employees there are, trip generation times, work schedules, attitudes ofcommuters
about varied commute options available and TDM measures in general. Again, once this information is gathered, it will either confirm effectiveness of the TDM strategy recommendations
from the MIS (see executive summary section) or, it will provide new options to replace some of those recommended. In any event, without knowing the attitudes ofcommuters, exactly how
many trips are repeat trips that can be addressed through carpools, transit and rail, and, without knowing which trips are passing through, it is impossible to fully and accurately "guess"
what strategies will definitely work for the area. Note: It is imperative that the survey be designed to gather very distinct and pertinent information to answer all questions. Survey
design is a very specific talent. It is suggested that this process be undertaken by a TDM expert expert skilled in survey design. 3. Strengthen Public Private Coalition. Perhaps the
public/private coalition strength can begin through the already developed MIS steering group. This group incl udes both public and private industry who already possess certain expertise
and knowledge about the corridor Working within an already defined group ofpeop\e speeds up the process for accomplishing tasks. 4. Identify a "Champion" for the TMA. A "Champion" may
already exist within the business community, that is committed to the transportation concerns of the area. The "Champion" need not also be the Executive Director. They may simply be
a respected member ofthe business community that benefits from less congestion and is willing to invest energy into the cause. 5. Develop a TMA Business Plan. The latter part of this
initiative, developing a TMA business plan, should only take place ifit is determined after the parking study and after the commuter studies, that an ongoing TMA would mitigate substantial
trips in the area. The business plan should encompass at least 3 years, a budget and should also include some fiscal commitment from the business community for Stemmons Business Corridor
TMA Feasibility Study Page 33 
TDMTexas.1nc.. 4903 Oak Shadows. HOllston. Teras 77091 (713) 688-9/41 ongoing support ofa TMA. Without this plan and ongoing support, a TMA is not usually feasible. In light ofthe areas
congestion and the DaUas CBD being so close (and also in need of transportation dollars) it would be very useful to the business community in the future development of the Stemmons Business
Corridor, to have representation with regard to transportation planning and funding availability. After at least a one year TMI, ifa TMA is eminent, the minimal services that should
be included in tbe three year business plan and provided by a TMA in the SBC should include, but not be limited to: 􀁾􀀠IdentifYing a Board that has equal representation ofthe Businesses
community and the Hospital District. This Board should have representation from both transportation subcommittees currently representing these areas. Note: It is also possible that there
may be a needfor two distinct TMAs in the SBC because both the Hospital District and Business District represent separate and distinct needs and issues. Results of the Commuter surveys
from the TMI could supply the information necessary to make this recommendations. 􀁾􀀠Hiring an innovative, highly qualified executive director with marketing and meeting facilitation
experience. Setting up office and administrative goals. 􀁾􀀠Conducting or overseeing an extensive Parking Study for the area. And, as a followup, developing and implementing a parking
management plan if necessary. 􀁾􀀠Marketing services that improve the DART's ridership (i.e., better promotion of services to the SBC employers) Stemmons Business Corridor ThM Feasibilit)'
Study Page 34 
TDMTeras.lnc.. 4903 Oak Shadows. Houston. Texas 77091 (713) 688-9 J./l 􀁾􀀠 Put together SBC informational pieces on "how to get around" the corridor. The brochure should educate commuters
on when traffic flow is the worst, where parking spaces are and recommendations on when the best time is to travel, to avoid contributing to congestion. 􀁾􀀠 Identification ofadditional
public sector investment in transportation infrastructure. 􀁾􀀠 Serving as a communications liaison between public and private industry for all the different transportation projects
and studies that are currently underway in the SBC. 􀁾􀀠 Providing updated information on air quality issues and its impact on the business community and future economic viability. TMI
Format/on It is further the recommendation ofthis Study that should a TMI be approved for this area, the initial stages begin with representatives from the MIS already underway and additional
members representing interests of both the public and private sectors and both business communities (Hospital District and SCBA) within its Board or, in the case ofa TMl, it may be less
formal than a board, perhaps a steering committee. TMAs are typically involved in representing private industry concerns about street widening, bus shelter additions, transit center
locations, transit services and making sure that they are adequate to meet the needs identified by the private sector. However, in the TMI phase of this project, commuter surveys should
adequately gather information to find out what are issues to commuters. But, actual advocacy will probably not take place until the TMA phase, when a formal Board of private industry
representatives and an Executive Di rector is appointed. Stemmons Business Corridor TMA Feosibilily Study PageJS 
TDM Texas. Inc.. 4903 Oak Shadows. Houston. Texas 77091 (J/3J688-9J.11 TMAs also provide a balance or advocacy in the development process; serving as a liaison between public agency
planning and the "will" of private industIy to sustain and maintain the infrastructures built by those plans. With TMA representation, a regional planning agency and TxDOT, would know
ifa specific infrastructure currently in the plans for building, is supported by the private industIy. Since taxes from private industry pays for maintenance of infrastructure, TMAs
can be very useful for private and public sector involvement. It also allows for private sector education by public agencies and, for private sector investment where needed. The DallasIFort
Worth area is fortunate to have an innovative Council ofGovernments that welcomes private industIy input and encourages participation in the planning process. This type ofenvironment
provides a positive arena a TMA to be effective, creating a "Win Win" situation for both public and private sectors. In General: While a relatively high percentage ofTMAs are developer
initiated, an equal number of formal TMAs originated within a chamber of commerce as a service to the business community, not already available to their membership. In any event, TMAs
are always a "separate entity" ofwhatever organization actually serves as the parent facility and is a non-profit corporation. The separate non-profit corporation allows for autonomy
from the parent company for funding and addressing transportation issues that may not be an issue to all members of the chamber or developer. After reviewing the needs in this Study
area, it is not possible, at this time, to make a recommendation as to where the TMA should be housed. If and when the time comes to form a formal TMA it will be important to note: the
executive director for the TMA will either make or break the TMA by the agenda set. The TMA will need someone with a powerful presence who has the ability to deal with high level officials
to serve as the ""champion". Stemmons Business Corridor TMA F eosibility Study Page 36 
TDMTexas, fnc .. 4903 Oak Shadows, Houston, Texas n09f (7f3) 688-9f41 APPENDIXES: ""A" IIF" Appendix "A" DART Commuter Survey Appendix "B" Employer Density by Location Appendix "c" Freeway
and Major Arterial Traffic Counts Appendix "D" Home Base Work Trips to Region 2 -Stemmons Appendix "E" Transit and other DART services Stemmon. Business COffidoT 1MA Feasibilil)· Study
Page 37 
What I. your inlenlst In RideSharing? J R) Regular [J 0) Occasional [J S) Survey only (Not interested) Type ofcar drlwn: JA) large [J B) In\elmeciate [J C) 􀁾[J 0) 􀁓􀁾􀀠. Round trip
mileage:. mil• . Parking r-eadI WOIkday (Do1III"I1 O. Toll r-eadI workday (Dollars) 1. How many mln_ d_1ttake you to get to work?,___ 2. Do you tme/to otI1er company locations? J NJ
No [J 0) 0ccaaI0naIIy [J M) Mcnlhanonoea-'t [J A) At leastonoe a day BUS RIDERS ONLY 13. Which bus routo do you ride? 11,___ 14. Additional bul route: 11·___ 15. How do you pay the ,
..? [J 0) Cash Daily [J MJ Monthly Pass [J C) CommuIlif caret [J 0) Other 16. If you purchase a monthly pa$, which type? [J l) Looa1 [J PJ Premium 11. If you purchase .. commuter card,
which type? [J L) Looa1 [J PJ Planium 18. If you purchase a monthly pass or commuter card, where do you buy It? [J 0) Dart &nice Center [J R) Reran OuUet [J 0) Other 19. If your employer
offered to discount pIIt ofthe cost of amonthly pass, would you use the bus to commute? i [J YJ Yes [J J N) No 􂀢􀀠If yes, which type of monthly bus pass would you purchase?􀁾[J l) Local
[J PJ Planium ••..._____. •• __􀀮􀁾_________________._..J Alternate "Clean Air" Travel Considerations RldaShara is a transpa1ation al!emative il'MlMng two or mora 􀁾􀁥willl similar'Mllk
sclJEdIIes, who liw and VII:)!\( in IIle same areas and share IIle ride 10 and from 'MlIk. The IIlree most common ways to ridashare ara commuting by bus. carpooling and 􀁾􀁩􀁮􀁧. 21.
Would you consider ridesharing to WIIIk on a full time or _1onaI basil? (Chedl ona) o FJ Full time basis o 0) Occasional basis o N} NoIlnterested 22. What ani your two main reasonl for
not rid.lllllng? (Chedl up to 2 cIIo'-only) o A) Need my car for 􀁾􀁮􀁹businesa o B) Need my car for cx:m.:ting personal businesa <bing lInCh or on my way home from VII:)!\( o C) liwdosa
to'Mllk o 0) Don' have anyone 10 ride willl o E) Don' like to depend on others o FJ Irregular VII:)!\( hours o G) Takes too much time o H) Naed a specially equipped veNda o II No bus
service near my home o J) No bus service nearwl1ere I'MlIk o K) Nocar o l) Not willing to share my space with others 23. At what lew! of III1IInlll would you consider an alternative
to driving atone? o A) $5per-'t ($250peryear) o B) $10 per -'t ($500 per year) o CI $15perweek ($750peryear) o 0) $20perweek ($1000 per year) 24. If you would consider ridesharing, which
would you consider? o C) Carpooling o V) VarlJOOling o PJ PLbIio Bus DART Commuter Survey Appendix aaA" 
·._""; 5. What would convince you to start riding. bus to worI!? (Check up to two choices) o N Shorter time Sl*ll traveling o B) More fTeqJent seMoe o C) Bus seMoe l'llIiltlility in
getting me to my destination at the right time o 0) 0ir9Ct ser.iC8 to my destination without atransfer o E) Shellers at 􀁰􀁩􀁣􀁫􀁾and <iop-o!f sites o F) Assurance of aatety and security
while rklng or waiting for the bus o G) Bus stt.1lS located close to my hom!l o H) Sale of dscounled bus passes at'tYOlk o I) Guaranteed ride hom!l in the event of an emergency or lJIlIIanned
OII8rtime o J) Availltiility of better or I!lO!U understandable bus route and scheciJIe info. o K) Child care facilities at or ....the 'tYOIk place o l) Higher gasoline prices o M) IwooId
not ride the bus under8nf cln:urnsIanCeS o N) Bus stt.1lS Ioc.aled next to my wort site •. What other amenities would convince you to start rldlngllle bus to wol1l? 􀁾􀁨􀁥􀁣􀁫􀀠one)
o N HlI'Iing a seal on the bus o BJ Easy enby and exil o C) iIqustable air. light and sound sound o OJ Bus seMoe that wooId allow me to III'Iiw at 'tYOIk eIII1y enough o EJ Bus seMoe
that WIlUId allow me to 1_'tYOIk later o F) Prizeskkawingsfcontesls for bus riders o G) 'How to Use the DART Bus' Seminar 7. Whit would convtnce you to start sharing I ride to wol1lln
a carpool or vanpool? 􀁾􀁨􀁥􀁣􀁫􀀠two choices) o N ExciuslYe lanes for carpools and VlIf1lIlOIs o BJ Lower or free parking for carpools and varpxils o CJ Higherparklng rates for1hosewhtHiiw
o DJ R98eMld parking close to the bulking for carpools and VlIf1lIlOIs o E) 􀁾SlbsIdy for en1lIoyees that oommute to'tYOlk by carpool or vaf1XlOl o F) Help findng people who want to
commute by carpool or vaf1XlOl o G) Guaranteed ride hom!l in the event of an amel1l811cy or lJIlIIanned OII8rtime o HJ Prizeslaawings/contesls for pooIers o I) Child care facilities
at or ....the wort place o J) Higher gasoline prices o K) IwooId not vaf1XlOI under arr, circumstances o L) I wooId not carpool under8nf cilt:tmstances· ........ Thank you for eompIetIng
this SIITWY. . 71Ie lnforrruIt/on will IISSlst /IS In bet1»r planning for your franspottldJon needs. For 0Ifice Use Only (Compa!Tf Logo) CIienl t& Name Instructions: The purpose of lhis
suNe)' is to deteltnine 00fl'4l8I1Y specific trlMlI demand and commute patterns. By completing !his survey and IlICEliving information on comt11JIe alternaliws. yoo can examine and analyze
yoor 􀁾and then decide on .tis best for yoo. The decision to RideShanH:ie it to S8!/8 wear and tear on yoor automOOile or S8!/8 money on high gII$ pricesis yours. RideSharing may or
may not be for YOU. but yoo owe it to yomeIf to ex.anine the options. If you have any questions, pl_ call DART Commulllr SeMCIIS It 7.Q-RlDE {214-747·7433j. Generallnfonnation Orlqln
and Desllnatlon InfolTlllJtion First Name Last Name'_______ Horne Adctess or Nearest InIeI!IecIion ArXJI. __ City TX. ZipCoda,_____ 􀁾􀁁􀁤􀁣􀁴􀁥􀁳􀁳____________􀁾􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀁾City
Ccn'4l8f1Y Zip'--___ Cornparrf Mail RoutelCoda En1l/oyee 1.0....,-__ Work Phone ( I Home Phone ...( .......1___--= Which Phone WIlUId yoo prefer us to U1l8 to contact you? [J HJ Horne
[J WI Work CUI!!!f!t TllMIlnfolTlllJtion 1. What lime does your wol1lday begin? ---.:.__arWpm 2. What lime d_ your wol1lday end? __:__arWpm 3. What III your typical wol1lldledule? (Check
One) o R) My'tYOlk schedJle is pretty much the same eY9IY 'tYOIkday. o F) My scheciJfe could V8I'f wilhln 112 hotr each day. o V) My scheciJfe varies greally eY9IY WOI'kday. 4. What
day, do you travel to and from wolil? [J Monday through Friday; or check all the fdlawing that 􀁾􀀠 [J M) Monday [J T) TU8$day [J WI Wed1esday [J R) TlllI'sday [J F) Friday [J S) Saturday
[J U) Sunday 5. How do you usually travel to wolil? (Check One) [J C) Carpool [J WI Walk [J V) Vaf1XlOI [J I) Bicycle [J 1) Taxi [J M) Motorcycle [J PJ l'ItlIic Bus [J 0) Drive Alone
C 
, a. III :I • f II & + I) gl .. o-a. 􀁾􀀠􀁾􀀠􀁾􀀠...14 􀁾.􀁾􀀠a II II .S.5 E!:: + + .. 8 \:l8 e 􀁾1ft .. 
STEMMONS CORRIDOR z CD-::r I 􀁾􀀠!tA".•f::I ,A!M,.. ,.. 01. : .. 􀁾􀀠! o 􀁾􀀠! II 􀁉􀁾􀀠􀁾􀀠􀁾􀀠.. Z N,-I .. 􀁾􀀧􀀢􀀢􀀭􀀧􀀪􀁾􀀭-F HcIrtl c.mtT_ 00u'ICII d ao..;. iNd& Tlaw;ollllb • .,.,..,..
TRINITY RIVER Traffic counts are 1995 Texas Department of Transportation 24 hour Counts 
HOME BASE WORK TRIPS TO STEMMONS CORRIDOR 􀁲􀀭􀁾􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀀭􀂷􀂷􀀭􀀭􀀭􀀭􀀭􀀮􀁟􀀮􀁟􀀮􀀠------.--_..-. -..... -.. I z ,. r a I a :I c!Dell 􀁾􀀠-., CIao:.'i::l .. N::!. II"a fit ..
I .. ".0 a I i DIST66 EVAL DISTRICTS Symbol Hew Trips 5,001/10,000 10,000/1 5,000 􀁾􀀢􀁎􀁉􀀠15,001/20,000 {. .:J 20,000 + Routee: NCTCOG 43 I'------f. 64 59 44 46 7 􀁾􀁴􀁩􀁊􀀡􀀠< 18
19 I~ ') 􀁾􀀮􀀬􀀠66 j 􀁾50 I .. J 51 52 >-I 􀁾􀀠C'l i m z -I N 61 62 􀀭􀀢􀀭􀁾􀀭􀀭􀀭􀀭63 {--I􀁉􀀠􀁾􀀠