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Jurisdiction Level CTR Program Performance - Input from Jurisdictions

Hi all.  At the CTR Board meeting on May 31st, we provided the Board with an overview of statewide and jurisdiction level program performance from 2007 through 2012.  As you know, the 2007 – 2012 CTR Program’s goals included reducing the drive alone rate by 10% and reducing VMT/employee by 13% between 2007/8 through 2011/12. 

We let the Board know that we would be asking jurisdictions for their own self-assessments of program performance.  Please reply to this discussion below, and briefly summarize your jurisdiction's program performance by answering the following questions:

  1. What jurisdiction(s) are you representing?
  2. If your jurisdiction met one or both goals, what helped you reach your goal or goals?
  3. If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers?
  4. What other program accomplishments or program challenges would you like to share with the TAG and CTR Board? 
  5. How can WSDOT and the CTR Board support/help you be successful?

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Here's my best explanation of why the DAR is up among Bellingham worksites.

  • Our four largest worksites - WWU, St Joe's Main Campus, the County Courthouse and Heath Tecna all had increases in their DAR.
  • For Heath Tecna it's all explained by a significant drop in carpooling, 13.2% to 9%.  They've done a lot of laying off and hiring in recent years, and that has disrupted long-standing carpools.
  • St Joe's had a pretty big drop in carpooling, 10.6% to 8.6%, but a really big drop in CWW, 5.7% to 0.5%.  The carpool drop may have really occurred, but the CWW did not, for sure.  The hospital had the lowest response rate on that survey of any I've ever seen in Whatcom County.  (They didn't warn me ahead of time, but they had significant survey fatigue because of other mandatory employee surveys they did just prior to the CTR survey.)  Aside from the reality that many hospital workers work CWW but don't recognize as such (there's no way that their real rate is only 5.7%), I think the low response rate skewed all their data, including CWW.
  • Whatcom County Courthouse had a huge drop in bus riding, 6.2% to 2.4% due to a loss in bus pass subsidies - a casualty of the bad economy and required budget cutbacks.  They also had really big drops in walking, 3.7% to 1.8%, and bicycling 6.9% to 2.7%.  I vaguely recall really crappy spring weather that year, which might explain those drops.  Other worksites (but not all) also saw "outdoor transportation modes" drop.
  • WWU had slight decreases (a percentage point) for carpooling, bus, walk and bike, but it's a big worksite, so a percentage point is a lot of trips.  As is true with any large worksite, they have a lot of employee turnover.  That will only increase as baby boomers start to retire en masse.  Turnover means disruption to carpools, but combined with raising housing costs in our area, means that new hires can't afford homes within walking/bicycling distance.  Their ETC also tells me that they are depending more and more on adjunct teaching faculty (in part to save money) and those folks have to have multiple jobs to cobble together their income.  To go from job to job, sometimes in the same day, e.g WWU to Whatcom Community College, they need to drive.

That's the best I can do, but I will also point out that these numbers are just the latest evidence in favor of taking a more community-oriented approach to vehicle trip reduction.  Carpooling is ephemeral.  We've discovered that our time and resources are far better used helping people learn how to use other forms of transportation entirely.  Walking, bicycling and transit require a whole different mindset, or even, way of life.  Once you help someone over the mental hurdles to using these forms of transportation and you've taught them to look at all their short car trips for opportunities to make easy changes, you've really changed them.  Changes in their working hours or their neighbor getting a different job aren't events that will suddenly make them start driving more.

Susan Horst

City of Renton
a. Mass layoffs that resulted from downturn in the economy broke up VanPool and CarPools.
b. Many of our sites don't have convenient transit options, we are hoping that when this is addressed at many of those with implementation of rapid Ride.
c. Lack of parking at Puyallup, Sumner & Auburn Sounder stations. Many of my sites have whole pools of potential participants who say that if they would have to get to to the garage or parking lot alt least an hour earlier than they currently do in order to find parking. People can argue that there are remote lots and make other suggestions that demand that participants add ~ 3/4 hour to their commute. While ther are a few people who will utilize these remote lots, there are many times more who simply will not or cannot.
d. Management support is always a big factor in a company's participation rate. I always have a couple in which I have to work with an ETC who has no support from management. It is a tricky situation and you just try to make the best of the situation you are faced with and promote what little you have to work with and use promotions that come from outside the companies to entice people to try different options. You cannot just come fright out and start riding the management at a jurisdiction's major employers without having hell, fire and brimstone rain down from above.
Having the South County RSO project was a big help this last year.
Promote colaborative efforts between agencies, jurisdictions etc.

The Spokane County CTR Office represents all 7 jurisdictions - City of Airway Heights, City of Cheney, City of Liberty Lake, City of Medical Lake, City of Spokane, City of Spokane Valley and Unincorporated Spokane County.

Unfortunately, none of the jurisdictions made either goal but a couple made good progress.  We are still seeing the underlining effects of the recession and it has made a huge impact on the number of jobs and layoffs at our CTR affected worksites.  Our VMT rates are affected by the number of employees driving longer distances to job opportunities, where available.

One notable achievement is the stregthening of our partnerships and common goals for the region.  As a regional program, we are seeing a more comprehensive, supportive approach of the CTR program.

WSDOT and the CTR Board could help by being proactive and approaching issues far in advance so the TAG, implementers and interested parties can take part in the important decisions that need to be made for the future CTR program. 

  1. What jurisdiction(s) are you representing? Pierce County and the Cities of DuPont, Fife, Gig Harbor, Lakewood, Puyallup, Sumner, Tacoma and University Place.
  2. If your jurisdiction met one or both goals, what helped you reach your goal or goals?
  • Overall, the County showed improvement between 2007 and 2009.
  • I believe that the impact of the recession does not show until our 2011-12 survey cycle.
  1. If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers? 
  • Economic downturn
    • Employees are commuting farther to jobs.
    • Our carpool share shifted to vanpools and telework, which supports the longer commutes.
    • Use of CWW schedules dropped in half. 
    • State worksites lost their subsidies.
  • ETC Burnout in 2 ways: 1) tired of promoting the same message (except for new hires, the low-hanging fruit has been picked) and 2) went from doing their job plus ETC duties; to doing to their job, plus absorbed other duties as the result of layoffs, plus ETC duties.  
  • Decrease in Pierce Transit bus service.
  1. What other program accomplishments or program challenges would you like to share with the TAG and CTR Board? 
  • The specific challenge of working with large hospitals with many sites.

Update on behalf of Maggi Lubov, City of Tukwila (having difficulty with IT for posting here):


City of Tukwila

The economic downturn along with sales tax revenue loss, contributed to a stagnant employment sector. Overall, we tried to maintain programs for affected worksites, which was effective in keeping the status quo. 

            Link light rail, Sounder and Rapid Ride connections  helped keep some employees from driving alone but many of our sites do not have convenient transit. Layoffs and reassignments caused some vanshares and van and carpools to be disbanded as well. 

Participation in a grant funded trip reduction project helped considerably to get the message out there. This helped strengthen partnerships and leverage outreach creatively.  Continued partnerships and information exchanges and assistance is key to success.


  1. City of Redmond
  2. We did not meet either of our goals, we made good progress and had a slight regression from 2009-10 to 2011-12, but we were very close to goal overall.
  3. The barriers we faced in Redmond are similar to other jurisdictions; economic downturn, gas prices went down for a time, some of our businesses did not actively engage and did not see the program aligning with their business goals, several businesses that had CTR as a core value and were actively engaged in the program moved out of Redmond.
  4. Positive program elements; many of the businesses have strong corporate values in sustainability, are actively engaged in the CTR program, and find the program aligns with their business goals;  jobs were being created by some of our largest employers, there has been a strong corporate push in sustainability.
  5. WSDOT and the CTR Board could help by continuing to recognize and promote the value of CTR and economic development, and including partners in the design and decisions shaping the future program.

The following jurisdictional self-assessment of program performance has been coordinated with, and is on-behalf of, the jurisdictions shown in question 1 below.  Our response is based on the performance shown for 2007-2012 with NO-FILL.  And if there was less than a 1% +/- percentage change either way we are viewing it as a "stay".

 1.  What jurisdiction(s) are you representing?  Auburn, Bellevue, Burien, Des Moines, Federal Way, Issaquah, Kirkland, Mercer Island, SeaTac, Shoreline, Woodinville and Unincorporated King County

 2.  If your jurisdiction met one or both goals, what helped you reach your goal or goals?   

Two jurisdictions made goal and measurable progress was achieved for all others except one through the availability of transit products and services; parking availability or parking management, alternative work schedules; and, a strong emphasis on outreach and education promoting the environmental and health benefits of reduced car trips and the connection of CTR to carbon reduction.

  • Transit service improvements implemented since 2007 such as: the Rapid Ride A (Federal Way, SeaTac), Rapid Ride B (Bellevue, Redmond, Link Light Rail (Seattle to SeaTac) and ST Commuter Rail (Seattle to Everett or Tacoma)
  • Employer products that include ORCA Passport (an all inclusive 100% transit and vanpool/vanshare pass for employers with 20 - 499 employees), custom pass programs for employers over 500 (100% transit and rail, with option to include emergency ride home, vanpool/vanshare and Guaranteed Ride Home) and Choice products for employers to provide a loaded amount on e-purse, or monthly transit passes for all or some of their employees.  The flexibility of these products gives an employer a choice to pick the product that is best for their program
  • Employees find the additional ticket vending machines (TVM) and sales outlets that offer ORCA cards and product reloads, now located at many transit centers, at all train and light rail stations and the growing list of retail locations and customer service centers throughout the region of King, Pierce, Snohomish and Kitsap counties instrumental in allowing them more options to load cash unto their ORCA cards in order to have access to their regional mobility options
  • Parking management impacts achievement positively when there is either a lack of parking supply or a high parking cost to the employee - not paid for by the employer.   These conditions result in employers providing incentives for employees to not drive alone and for employees to find alternatives to driving alone.   Many of our work sites with either little or no transit service or limited or high cost parking have made progress or goal by offering subsidies for vanpool fares and carpools or using alternative schedules like teleworking, 9/80's and 4/10's to make progress or goal by embracing and promoting these strategies
  • Promoting and educating employers and employees about the environments and health benefits of walking and bicycling, and the connections of Commute Trip Reduction to carbon reduction is another important strategy to achieving sustainability goals and it helps motivate our employers when they can link their transportation program to other sustainability plans and goals

3.   If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers?   

We attribute the barriers that impacted one jurisdiction is a lack of transit service to most of their sites, abundant free parking and the distance between affected sites a hinderance for carpool or vanpool groups.  The majority of the jurisdictions worksites are State agencies with limited ability and funding to provide benefits to their employees for transit passes, vanpool fare or incentives to carpool, bike or walk.

4.  What other program accomplishments or program challenges would you like to share with the TAG and CTR Board? 

a.  Accomplishments include employer involvement in developing their CTR program and survey process as a result of network group meetings and meetings with the jurisdiction, ETR, ETC and their management to share information and develop a team approach with the employers in resolving the issues of low response rates and not making progress towards goal.

b.  Program challenges include the fact that many ETCs lack the time to work on the implementation of their CTR program, upper management is not buying into the program or is reducing their buy-in.  More companies are looking at their bottom line and many do not feel they can fund full blown subsidized programs or take away subsidized parking (a real benefit for many employees).  Also, the reduced amount of state CTR-funding for jurisdictions has tied our hands and has reduced our ability to do new things or create new tools for ETCs to make their job easier and more turn-key. In addition some CTR companies have round the clock shifts and a lot of ETC turnover.

5.  How can WSDOT and the CTR Board support/help you to be successful?

Peer-to-peer sharing helps us learn from each other about tips and tools to make long term goals.  Continue to support ETC network groups, successful survey tips, provide new incentives to offer successful worksites or employer/ETCs.

It would help us – and create efficiencies in our work - if we were to have more WSDOT support to help us implement the base program.  If WSDOT staff were ahead of survey cycles/deadlines to ensure that local implementers have the tools needed to meet the requirements of the law, rules and our ordinances, it would help us be more thoughtful and give us the ability to gain the support we need from employers and our councils.  Also by planning and discussing requirements further in advance, it would help us prepare for things like program submittal and the survey process, and also updating of our CTR Plans, ordinances and interlocal agreements.  Continue to improve and support online tools for jurisdictions and employers by keeping the WSDOT CTR website up to date.

  1. What jurisdiction(s) are you representing? City of Bremerton, City of Port Orchard, City of Bainbridge Island and Unincorporated Kitsap County
  2. If your jurisdiction met one or both goals, what helped you reach your goal or goals?

  3. If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers?  We made some good progress but none of the jurisdictions made either goal.  Like many others, we are still seeing the effects of the economic downturn.  Companies have down-sized. ETCs have to do more with less and their CTR program is impacted.  Management support is lacking.  ETC turnover has increased. Many of our sites have an abundance of parking and no incentive to find alternatives.  We also had a major reduction in transit service at the beginning of 2009.

  4. What other program accomplishments or program challenges would you like to share with the TAG and CTR Board?

  5. How can WSDOT and the CTR Board support/help you be successful?  They can help us by continuing their support of networking groups – information sharing is extremely important to us in Kitsap.

Thurston Regional Planning Council

  1. 1.       What jurisdictions are you representing?

Lacey, Olympia, Tumwater and Thurston County


  1. 2.       If your jurisdiction met one or both goal, what helped your reach your goal or goals?



  1. 3.       If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers?
  • State Government Leadership:  The majority of worksites in the Region are state government agencies.  A lack of leadership and consistency across state government chills efforts to achieve goals.  Agencies (and the Legislature) slashed incentive and subsidy programs. 
  • Physical Change:  The region experienced a great number of moves, reshufflings, consolidations, splitting up and reorganizations of worksites.  Many mature programs underwent some of these changes.  This resulted in many new programs, new audiences, new locations, new land uses and transit options (or lack thereof).  This may also support opportunities and progress, but not within the timeframe of these surveys.
  • Economy:  Cuts to the workforce may have led to some reductions in drive alone and VMT rates in the short term, but in the longer term, workers may travel further to find new employment.  These workforce reductions also resulted in less worksite flexibility, such as telework and flexible schedules as management tried to cover the necessary work with fewer employees.   Changes in the workforce also made ridesharing more difficult, with less opportunities for carpool or vanpool matches.  In some sectors, members of the workforce also added second jobs or training/education to their daily schedules to offset shorter work hours in their primary job or an uncertainty about job longevity that led them to improve their skill set. 
  • Transit Services:  Pierce Transit cut all express service to Thurston County.  While Intercity Transit picked up some of the slack, there were less time-of-day options and the “last mile” options in Pierce County to allow people to get to express service disappeared. 
  1. 4.       What other program accomplishments or program challenges would you like to share with the TAG and CTR Board?



  • Improved Worksite Communication:  During this period, we concentrated our communications with ETCs into an electronic newsletter published approximately every two months (sometimes monthly).  This responded to some worksites’ desire for less frequent emails from individual CTR Partners and enhanced our coordination of messages and collaboration.
  • We have maintained a consistently high Employee Survey response rate by providing guidance and strong technical support – tools and templates. 
  • TRPC has improved its internal CTR database system to allow us to better track worksite programs and changes and to facilitate data analysis.
  • We have streamlined worksite reporting in a way that eases that burden for worksites and allows us to better collect and manage data. 
  • Through a US Department of Energy Grant, we have been able to explore a GTEC in the Tumwater area, reaching out to small businesses and neighborhoods with surveys and CTR information. 


The same grant allowed us to focus on telework, analyzing telework centers in the rural community; identifying telework policy and best practices; conducting and analyzing surveys of other states, businesses, worksite management and ETCS to ascertain barriers and opportunities; supporting worksite pilots at Thurston County, WSDOT, and other worksites; communicating with local, regional, state and federal policymakers about telework, and promoting Telework Week.


The Energy Grant also funded creation of – an online resource for transportation in the Thurston Region, providing information based on mode and audience.  To drive people to the site, we instituted the Here to There Travel Challenge – a contest that rewarded people for alternative mode use. 


The Walk & Roll program, in partnership with Intercity Transit allowed us to encourage “a new generation of walkers and bike and bus walkers” at various area elementary schools.  This reached out to school administrators, teachers, students and parents.  The program looked to meet site-specific challenges, such as funding a crossing guard at a rural school with the state highway as their main street.  


We also marketed different modes (transit, biking, and telework) and the website through using bus, newspaper print and online ads, as well as social media.


  • Developed and implemented a streamlined ETC basic training curriculum to facilitate training the large number of state worksites added under the SB 6088 legislation.  We moved to fast-paced half-day class with follow-up.
  • The Sustainable Thurston Project (Federal HUD, DOT, EPA) brought a discussion to the region about transportation and land use, as well as other areas of sustainability.  Demand management of transportation and other resources is a vital key in these efforts.   
  • In kicking off our Regional Transportation Plan Update – “What Moves You,” one of the primary elements is the “one day a week” campaign to encourage alternate transportation 20 percent of the time. 
  • We have also increased our direct communication with worksite management – providing survey results and a “report card” showing their worksite progress in the larger context of worksites their size or geography. 
  • We have worked to ramp up our quarterly networking sessions to include more fun skill building exercises.  In one instance, we wrote and performed a play/skit showing how to set up a Here to There Fair (transit fair) and then broke into small groups to actually plan an event.  Last month, we focused on skills and strategies for working with management, providing scenarios and roleplaying opportunities. 



  • Social Media:  Government entities regulate/limit the use of social media and other communication tools.  Most state and local government employees cannot access social media (Facebook) during work hours, eliminating a communications strategy that would allow us to broaden the CTR audience, including focus on a younger commuters.
  • Email:  Many ETCs are not allowed to send “all employee” emails concerning CTR, therefore limiting an avenue of communication – especially for time-sensitive information about promotions and requirements.
  • ETC Capabilities and Longevity:  Many worksites change ETCs often, resulting in a lack of program and knowledge continuity.  We also have cases of ETCs who might have stayed a bit too long.  This is a difficult conversation to have with management. 
  1. 5.       How can WSDOT and the CTR Board support/help you be successful?
  • Resolve funding issues for small state worksites affected under SB 6088
  • Fund GTECS
  • Continue to focus on local flexibility
  • Require schools (K-12) to participate in CTR program
  • Explore best practices for employers with worksites around that state – is it better to provide the same incentives/subsidies/programs for all employees under the auspices of fair and equal employee benefits or to base such programs on the situations on the ground (land use, availability of parking and commute alternatives, whether or not the area is affected under the law)
  • Strong push for CTR – and Telework – with State Legislature and Governor
  • Promote practices that lesson administrative burdens but still result in the data needed to show program viability
  • Encourage cross-county/region transportation options and collaboration



Posted on behalf of Cathy Mooney - City of Kent:


  • What jurisdiction(s) are you representing? The City of Kent
  • If your jurisdiction met one or both goals, what helped you reach your goal or goals?
    Kent did not meet either of our goals.
  • If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers?
    We had three huge problems. 
    #1 was the economic downturn.  The economic condition resulted in most companies reducing their efforts on commute reduction.  Many of them eliminated the ETC position altogether and added those responsibilities to another employee who had neither the time nor the training in order to accomplish these tasks.  Massive layoffs throughout the system also disrupted vanpools and carpools. 
    #2 was the loss of our Jurisdiction Rep.  Just as in the private sector, this job was reassigned to other staff who were already overburdened.  With less time to devote to helping employers and without a dedicated resource, it was not possible to do as much for individual employers.
    #3 was the extraordinarily large increase in the price of ORCA Passport which resulted in many of our CTR employers dropping this benefit.  It was just priced beyond their means.
  • What other program accomplishments or program challenges would you like to share with the TAG and CTR Board? 
    Accomplishments were just being able to get everyone to complete their Program Reports last year and their Surveys this year.  When so many companies have ETCs who have never done these things before, it took an extra effort to teach them and help them through the process.
    Another accomplishment was the good participation in regional promotions.  I can't emphasize enough how important these promotions are to keeping things fresh and interesting for the ETCs.  They help generate interest and excitement that trickles down to the individual employees.
    I can't take any credit for this one but I find that no matter how difficult it gets, most people still have the desire to improve the environment and improve the planet.  This core value is a huge motivator.
  • How can WSDOT and the CTR Board support/help you be successful?
    I find WSDOT staff to be very helpful and generous with ideas, suggestions, and basic how-to info.  I appreciate the patience they show when I continually forget how to do something or totally forget a deadline.  I also appreciate their willingness to listen to all ideas and represent our positions at Board meetings on our behalf. 

    I think the Board could be cautious about making changes to the core program.  Many of us believe that there should be more emphasis placed on the basic program and less on trying to reinvent the wheel.  If you want to do something that would be really helpful, put some money into Public Relations.  A little marketing would go a long way toward improving the understanding of the program and help spread the cultural acceptance of our goals.

1. The Yakima Valley Conference of Governments represents the CTR affected Jurisdictions of City of Yakima, City of Selah, City of Union Gap and City of Moxee.

2. As a region we met/exceeded the VMT goal with a 19.6% reduction. The region made progress towards meeting its DAR with an 8.1% reduction in 2010 which then slipped a bit to 5.3% in the 2012 survey cycle. The Cities of Selah, Union Gap and Yakima all met DAR goals in 2010 but then slipped a bit in the 2012 survey with only City of Union Gap meeting their DAR Goal. The Cities of Selah and City of Yakima both met their VMT goals. We were able to secure CMAQ funding to enhance our program outreach. We offered incentives for vanpool participation and sponsored additional campaigns that raised the awareness of the program. We have consistently maintained a very high survey response rate as well.

3. Two major challenges that we have always faced are limited public transportation options and an abundance of parking.

4. We have been afforded the opportunity to closely examine the effects of the agriculture industry on our local transportation system. Thanks to the approval of our pilot program by the CTR Board, we will be able to appraise the impact that this sector has on the commute.

5. The WSDOT CTR staff and the CTR Board have been very helpful and in my opinion proactive. I think we are all aware that the staff has been tasked with doing "more with less" for quite some time. It may be pie in the sky thinking but at some point I believe the overall budget for CTR should be increased since the $$ numbers have remained essentially stagnant since the inception of the program and the demands have increased. Good luck with that one. 

What jurisdictions are you representing?

Arlington, Bothell, Edmonds, Lynnwood, Marysville, Mountlake Terrace, Monroe, Mukilteo, Unincorporated Snohomish County.

If your jurisdiction met one or both goals, what helped you reach your goal or goals?

Overall, the jurisdictions we represent made significant contributions to the reduction of commute trips in the region with eight of the nine jurisdictions making progress towards either their DAR or VMT goals.  Two jurisdictions in particular, Bothell and Edmonds, stand out for their overall accomplishments in DAR and VMT respectively.

Both of these jurisdictions have engaged employers that actively pursue opportunities that help further their individual trip reduction efforts.  In order to capitalize on this interest we explored the flexibility offered in the Efficiency Act and set up a grant program that provided additional funding for specific employer based projects that had performance measures closely tied to their DAR and VMT goals. As a result, the employers in Edmonds and Bothell that participated were able to make significant progress towards their individual goals, which in turn helped their jurisdictions make progress on their overall goals. 

In addition these two jurisdictions are located in more densely populated areas that have significant transportation resources that include transit, multiple Park and Rides, a commuter train station and better than average pedestrian and bicycle facilities. As a result programming and CTR efforts were more successful than in other jurisdictions in Snohomish County that lack the infrastructure and services that would be able to support trip reduction efforts.

If your jurisdiction did not meet one or both of the 10% drive alone and 13% VMT/employee reduction goals, what were some of the barriers?

Many of the barriers that hindered our efforts have already been mentioned by other posters; however we do feel that the economic downturn caused a ripple effect in the program that affected both us and our employers.  CTR efforts took a back seat to employers doing everything they could to stay in business.  As a result carpool and vanpools folded due to layoffs.  ETCs took on additional responsibilities that limited their time to promote their programs.  Transportation services that were once available to the public were removed.  The reality is that whenever businesses hurt, so will CTR.

What other program accomplishments or program challenges would you like to share with the TAG and CTR Board?

Over the past four years we have enhanced our program and increased employer participation by offering additional services that include; advanced ETC training and workshops, a dedicated closed website that allows ETCs to network with each other and receive relevant information related to their programs, performance based grant opportunities and a rewards program that encourages CTR affected employees to choose commute alternatives while at the same time provide a turn key style transportation program for ETCs.

The biggest challenge for us is the allocation of resources to places that will yield the highest trip reductions in the jurisdictions that we work with.

How can WSDOT and the CTR Board support/help you be successful?

We are encouraged by the willingness of WSDOT and the CTR Board to explore potential options to the administration of the current program while at the same time maintaining base program elements.



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