DRAFT Work Plan for Statewide 2019-2023 Trip Reduction Strategic Plan

The Commute Trip Reduction (CTR) Board is developing a 2019-2023 strategic plan to support trip reduction and CTR Program. The strategic plan will 1. identify transportation partners’ most promising opportunities to enhance trip reduction and 2. the approaches partners will take to pursue those opportunities. The strategic planning process will engage local transportation demand management (TDM) and CTR implementers, employers, transit agencies, local jurisdictions, transportation management associations, schools, advocacy groups, business associations, WSDOT and others.

The strategic planning process will generate:  our most promising opportunities to expand trip reduction

 clear, mutually-agreeable approaches to pursue those opportunities

 enthused partners who will invest organizational, financial and political resources needed to pursue our most promising opportunities

The Board hopes to adopt the strategic plan by the end of 2017. May Deliverables and milestones:  Finalize work plan that (1) explains the purpose of the strategic plan, (2) the steps in the process to develop it, (3) key deliverables, (4) key roles and responsibilities and (5) timeline and milestones.

 Complete strengths, weaknesses, opportunities and threats (SWOT) summary.

Board members:  Review and comment on strategic plan work plan; commit to process (all).

 Review and comment on SWOT summary (all).

 Provide names of prospective participants for in-person Future of Trip Reduction Workshops in Seattle, Yakima and Olympia in July and/or for small group discussions/conference calls (all).

Approval of Strategic work plan and SWOT by months end by email/phone.

WSDOT staff:  Draft and finalize strategic plan work plan.

 Draft and finalize SWOT summary document.

 Conduct CTR Board, Statewide CTR Technical Advisory Group (TAG) and other key stakeholder interviews.

DRAFT CTR Strategic Plan Development Process May 15, 2017 Contact: Susan Garber-Yonts, [email protected] Deliverables:  Complete logistics, recruitment and agenda for Future of Trip Reduction workshops.

 Publish key stakeholders interviews summary.

 Complete transportation trends and background summary for Future of Trip Reduction workshops.

Board members:  Review, comment and approve key stakeholders interviews summary (all)

 Review, comment and approve transportation trends and background summary (all)

 Discuss and help develop workshop agenda (small group)

WSDOT staff:  Complete Future of Trip Reduction workshops logistics and agenda

 Complete materials for future of trip reduction workshops

o Agenda

o CTR Board’s SWOT

o Transportation trends and background

o Scenarios

 Invite participants to future of trip reduction workshops

o elected officials: (state, county/city)

o members of civic/neighborhood/education/business groups: Association of WA Businesses, Chambers of Commerce, neighborhood associations

o representatives from transportation and advocates/interest groups: Transportation Choices Coalition, Cascade Bike, AARP, HopeLink, engineers

o government representatives (local, regional, state, WSDOT)

o employers (large, medium, small)

o geographic representation: TMZ’s

o citizens at large: senior citizens, millenials

o developers

o service providers: YWCA

o CTR Board and TAG members

DRAFT CTR Strategic Plan Development Process May 15, 2017 Contact: Susan Garber-Yonts, [email protected] Deliverables:  Conduct workshops.

 List of top opportunities and approaches identified in workshops/interviews.

Board members:  Participate in workshops and interviews when possible.

WSDOT staff:  Create list of questions for small group workshop discussions; use questions and workshop materials for additional phone conferences/meetings to be held in August.  Conduct workshops.

 Analyze and summarize workshop results.

Draft workshop agenda: o Transportation trend and background briefing

o Identify best opportunities in small discussion groups. Participants are strategically assigned to four work groups. Each work group is assigned a different scenario that is a unique mix of two opposing variables (for example, urban/rural, growing economy/flat economy, increasing/decreasing government investment in transportation, increasing/decreasing economic equity). Each group is asked to develop and rank lists of our best opportunities to expand trip reduction and mode shift. They present their scenario and top three opportunities to the larger group.

o Identify top approaches in small discussion groups. Each group is asked to take one or more of the top three opportunities they identified and develop approaches we could use to make the opportunity happen. They present their top three approaches to the larger group.

o Identify most promising opportunities and approaches in larger group.

August

Deliverable:  Summary of workshop results.

 Use top opportunities to produce a list of recommendations for plan.

 Determine goals and key performance indicators from workshop results and recommendations.

Board members:  Participate in small group phone discussions.

WSDOT staff:  Conduct 2-3 additional small group phone conferences to capture additional input.  Synthesize results of workshops and develop options that include draft goals, approaches and key performance indicators.  Conduct a Public Transportation Conference session to get feedback on the options. Refine options.

DRAFT CTR Strategic Plan Development Process May 15, 2017 Contact: Susan Garber-Yonts, [email protected]  Conduct small group phone discussions with CTR Board and TAG members to get feedback on refined options.

September

Deliverable:  Preferred goals, approaches and key performance indicators

Board members:  Participate in small group phone discussions and board workshop

WSDOT staff:  Continue to refine strategic options.

 Conduct small group phone discussions with CTR Board and TAG members to get additional input on strategic options.

 Conduct joint CTR Board/TAG workshop to choose preferred goals, approaches and key performance indicators in Seattle.

October

Deliverable:  Draft plan with goals, objectives, strategies, and performance measures.

WSDOT staff:  Develop draft plan.

 Engage CTR Board and key stakeholders.

November/ December

Deliverable:  Refine and adopt 2019-2023 strategic plan.

DRAFT CTR Strategic Plan Development Process May 15, 2017 Contact: Susan Garber-Yonts, [email protected]