United States Air and Radiation EPA420-S-01-011
Environmental Protection Transportation and Air Quality September 200^
Agency
Implementing Commuter
Benefits Under the
Commuter Choice
Leadership Initiative
r^:
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COMMUTER CHOICE LEADERSHIP INITIATIVE
The National Standard of Excellence for Commuter Benefits
Marketing Commuter Benefits
to Employees
Implementing Commuter Benefits under the
Commuter Choice Leadership Initiative
• Although many employees are eager to sign up for commuter benefits, others will be
unaware of their advantages. Employer marketing can spread information about com-
muter benefits and contribute to positive perceptions.
• Employers can choose from a variety of marketing strategies and messages, depending
on the type of work site, communications technology, number of employees, and
employee perceptions. Employers should choose those strategies and messages most
appropriate for their situation.
• An effective marketing campaign includes a program launch, continuous message expo-
sure after the launch, and periodic special promotions.
• Centralized commute information and promotion of commuter benefits are two of the
required components of participation in the Commuter Choice Leadership Initiative
(CCLI).
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COMMUTER CHOICE LEADERSHIP INITIATIVE
The National Standard of Excellence for Commuter Benefits
This document is one in a series of Commuter Choice Leadership Initiative briefing papers designed to help
employers implement commuter benefits.
The U. S. Environmental Protection Agency (EPA) and the U. S. Department of Transportation (DOT)
have established a voluntary National Standard of Excellence for employer-provided commuter benefits.
Commuter benefits help American workers get to and from work in ways that cut air pollution and global
warming pollution, improve public health, improve employee recruiting and retention, improve employee
job satisfaction, and reduce expenses and taxes for employers and employees. Participants in the
Commuter Choice Leadership Initiative (CCLI) agree to meet the National Standard of Excellence, and
qualify as Commuter Choice5" Employers. CCLI participants agree to:
• Centralize commute options information so that it is easy for employees to access and use;
• Promote the availability of commuter benefits to employees;
• Provide access to a guaranteed ride home program;
• Provide one or more of the folio wing primary commuter benefits:
/ Vanpool or transit benefits of at least $32.50 per month
/ Parking cash out of at least $32.50 per month
/ Telecommuting program that averages six percent of daily work force
/ Other option proposed by employer and agreed to by EPA
• Provide three or more of the following additional commuter benefits:
/ Ridesharing/carpool matching
/ Pre-tax transit/vanpool benefits
/ Shuttles from transit station
/ Parking at park-and-ride lots
/ Provision of real-time transit information
/ Preferred parking for ridesharers
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COMMUTER CHOICE LEADERSHIP INITIATIVE
The National Standard of Excellence for Commuter Benefits
Disclaimer
EPA provides this briefing as a service to employers participating in the CCLI. Information about private
service providers is intended for informational purposes and does not imply endorsement by EPA or the
federal government.
The information presented here does not constitute official tax guidance or a ruling by the U.S.
Government. Taxpayers are urged to consult with the Internal Revenue Service of the U.S. Department of
Treasury or a tax professional for specific guidance related to the Federal tax law.
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CCLI: Marketing Commuter Benefits to Employees
'able of Contents
MARKETING COMMUTER BENEFITS TO
EMPLOYEES: A SUMMARY 1
MARKETING STRATEGIES.,
PROGRAM IMPLEMENTATION 1
ONGOING MARKETING 2
ROLE OF THE COMMUTER BENEFITS
ADMINISTRATOR 3
MEASURING EMPLOYEE AWARENESS 4
MARKETING MESSAGES 4
EMPLOYEE PERCEPTIONS AND DEMOGRAPHICS 5
EMPLOYER CASE STUDIES 6
BEAVERTON, OREGON - NIKE , 6
SAN ANTONIO, TEXAS - UNITED STATES AUTOMOBILE
ASSOCIATION 6
MINNEAPOLIS, MINNESOTA - AMERICAN EXPRESS 7
ASSOCIATIONS AND CONTACTS 7
REFERENCES AND PUBLICATIONS 8
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CCLI: Marketing Commuter Benefits to Employees
COMMUTER BENEFITS
: A SUMMARY
Although many employees are eager to sign up
for commuter benefits, marketing commuter ben-
efits to employees is a necessary element of a
successful program. In some cases, employers
will market commuter benefits because the firm
sees benefits to both itself and to employees
when fewer drive alone to work. In other cases,
employers hi areas with mandatory trip reduction
programs need to market commuter benefits to
help achieve trip reduction targets. In the terms of
the CCLI agreement, employers agree to promote
commuter benefits to their employees.
Marketing matters. Before an employee can use a
benefit, s/he must be aware of it, and awareness
requires marketing. The importance of marketing
is highlighted by survey results from Los Angeles
showing that, "Awareness of most employer
transportation programs continued to decline
from 1998 to 1999 after a significant drop from
1996 to 1998. The decline in program awareness
is likely to be the result of weakened regional
marketing efforts...." (Southern California
Association of Governments (SCAG), 2000)
Marketing commuter benefits "is not a matter of
preaching to the converted." People will change
behavior in response to information and market-
ing. "[T]he single strongest predictor of switching
behavior [away from SOV commuting] is extent
of exposure to" an employer-based commuter
benefits program. (Weber, Nice, and Lovrich,
2000)
Marketing is a continuous part of a successful
commuter benefits program. A marketing pro-
gram should have regular visibility, because
employees' commutes change during the course
of their employment.
This briefing discusses both marketing strategies -
the means used to communicate information with
employees - and marketing messages - the sub-
stance and associations that form the content.
Employers can select from a variety of strategies
to publicize commuter benefits to employees.
Marketing techniques should be tailored to the
individual employer - what messages its employees
are likely to respond to, what communications
technology employees use, the size of the
employer, and whether there are one or more
work sites.
As with any new benefit, employers will want to
raise awareness, and increase use, of commuter
benefits among employees. Most employers will
undertake two related marketing efforts: a kick-
off campaign when an employer begins imple-
menting a commuter benefits program, and ongo-
ing marketing efforts to ensure that both new and
continuing employees are aware of the program.
Program Implementation and Launch
One guide (UK Department of the Environment,
Transport, and the Regions, 2000) recommends a
three-step marketing plan for implementing com-
muter benefits:
• Introduce the plan with flyers and posters
for visibility. Even before the plan is imple-
mented, employees should be aware that a
new benefit will be introduced.
• Disseminate results from employee travel
survey. Generally employers survey employ-
ees about their current travel patterns before
implementing a commuter benefits program.
These results should be publicized.
• Launch the commuter benefits plan,
preferably in conjunction with an event
such as bike to work week. A major event
gives the new benefit a higher profile. Events
could be entirely employer-sponsored, or
linked with region-wide events.
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CCLI: Marketing Commuter Benefits to Employees
schedules, so that an interested employee can
obtain everything necessary to begin using tran-
sit. The same is true for vanpool schedules, park-
and-rides, and bicycle parking information.
Providing information through a centralized
office is one of the required provisions of the
CCLI agreement,
Measuring Employee Awareness
Many employers use surveys to help determine
commuter benefit effectiveness. Questions about
awareness of the program could be added to sur-
veys to find out how many employees are aware
of the program, and to what extent (for example,
they may have a vague idea that such a program
exists but not understand the details). A survey
could also be used to solicit ideas for how to bet-
ter market the program.
J
The messages that the employer uses to promote
the program are important. Some of the
below, selected from various programs, may be
useful in persuading employees to try switching
from solo driving:
» "We encourage you," not "You have to."
Employees can be skeptical of efforts to
reduce solo driving if they see the program as
mandatory. Marketing should emphasize that
employees have the option of trying other
commute modes. One guide (UK Department
of the Environment, Transport, and the
Regions, 2000) recommends paying particular
attention to language, noting that employers
should say, "We encourage people to try alter-
native modes" instead of "We would like peo-
ple to use alternative modes."
• "Try another mode at least once."
Employees may be more easily convinced to
switch from solo driving once they have suc-
cessfully tried other modes. The goal is a
"conversion experience"-a personal experi-
ence more powerful than any factual informa-
tion or testimonials from other people. For
example, Penny Baxter, Vanpool Coordinator
at University of California at San Diego, has
a program in which potential riders can ride
for three days free on a trial basis. While Ms.
Baxter did not have figures available on the
number of people who had tried this option,
she said that everyone who has tried it has
become a regular rider. Employers may wish
to give incentives for trying non-solo driving
modes at least once, in order to promote such
conversion experiences.
"Switching can be incremental or occasional."
Because the prospect of stopping solo driving
altogether may be daunting, employees may
be more responsive to a message that encour-
ages them to use other modes occasionally.
The Regional Public Transportation Authority
(Phoenix, Arizona) sponsored a "Don't Drive
One in Five" campaign aimed at encouraging
people to change modes once per week.
"Reduce stress by not driving alone."
According to research cited in the Washington
State Employee Transportation Coordinator
(ETC) Handbook, "reducing stress" is the pri-
mary motivating benefit in encouraging
employees to switch modes from solo driv-
ing. Marketing materials on this topic can
include images of frustrated commuters stuck
in traffic, breathing smog, and risking acci-
dents.
"Save money." This is the second motivating
benefit cited in the Washington State ETC
Handbook. Although messages will differ
depending on whether the employer provides
benefits or the employee pays for them with
pre-tax dollars, either arrangement saves the
employee money. If an employer has parking
cash out benefits, marketing messages can
emphasize that the employee takes home
more money by giving up a parking space.
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CCLI: Marketing Commuter Benefits to Employees
* "Help the environment." Although this tends
to influence commuting decisions far less than
personal considerations, for some employees
reducing pollution may be a motivating factor.
It may also be a factor in areas where poor air
quality is widely perceived as a problem; for
example, a survey for the Regional Public
Transportation Authority (Phoenix, Arizona)
found that over half of respondents has a
household member who experienced health
problems when pollution levels were high.
Employers can emphasize these messages in
conjunction with regional clean air campaigns,
such as "Ozone Action Days,"
Some employers write tag lines for their marketing
campaigns that emphasize their message, and use
the slogan throughout their marketing materials.
Employee Perceptions and Demographics
The Washington State Employee Transportation
Coordinator Handbook emphasizes the impor-
tance of identifying employee attitudes and tar-
geting marketing messages accordingly. They
divide employees into five rough groups:
• Dedicated non-single occupant vehicle (SOV)
commuters. This group can provide excellent
examples and testimonials, as well as direct
implementation assistance. The program should
be sure to reward people in this category.
• Borderline non-SOV commuters. They have a
strong interest in ridesharing, but need
encouragement to make the change from solo
driving. Personal attention to this group is
recommended.
• Passive solo drivers. This group is unaware of
or has only a mild interest in ridesharing. It is
important to convince this group that poten-
tial benefits outweigh perceived drawbacks.
• Borderline anti-HOV commuters. This group
will require strong incentives to switch from
solo driving. They may try ridesharing only
after it becomes the workplace norm.
• Dedicated solo drivers. This group enjoys
driving alone and is very unlikely to change.
A program should not waste time on this
group.
The same handbook also cites research from the
Washington State Department of Transportation
that found the most receptive employees for non-
SOV commuting are 25-44 years old; work at
professional, skilled labor, or administrative jobs;
have at least some college education; and are
middle class or upper middle class.
A more in depth analysis of Washington data
developed a useful portrait of the switcher: the
employee who switched from driving alone to
some other mode. (Weber, Nice, and Lovrich,
2000) They found that switchers:
1. Are more aware of a Commute Trip
Reduction program,
2. Come from organizations where the
Commute Trip Reduction (CTR) program is
strongly supported,
3. Engage in other environment-protective activ-
ities,
4. Are less concerned with the "convenience and
flexibility" costs and benefits of SOV com-
muting than non-switchers, and
5. Perceive the presence of reasonably conven-
ient alternatives to SOV travel.
Marketing can help on four of these five points:
L increase program awareness;
2. demonstrate organizational support for the
program;
3. highlight the environmental benefits of
switching; and
5. provide information on reasonably convenient
alternatives to an SOV commute.
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CCLI: Marketing Commuter Benefits to Employees
The fact that those most likely to switch are less
concerned about convenience and flexibility (#4)
does not mean that marketing this point should
ignore this point. Those most ready to switch
may need less persuasion on this point, but others
do need information of convenience, and many
will respond to it
These case studies describe approaches taken by
three employers to market commuter benefits to
their employees. Although these do not span the
entire range of possibilities, they show how dif-
ferent strategies can fit different situations.
Beaverton, Oregon - Nike
Nike, a footwear manufacturer headquartered in
suburban Portland, has an extensive commuting
program whose main incentives are monthly and
quarterly prize drawings. According to Linda
Odekirk, Nike's Employee Transportation
Coordinator, employees using non-SOV commute
modes previously received "Nike Bucks," vouch-
ers that could be used to purchase food, merchan-
dise, or other on-site services, every time they
arrived in a carpool at the main campus.
However, this program proved to be too expen-
sive, so three years ago it was replaced with the
prize drawings. Under the Nike Bucks program,
Nike spent approximately $250,000 on commuter
incentives; currently, they spend $41,000. (Of
that $41,000, $23,000 is spent in the Portland
area; the rest is used for commute incentives in
other locations.) Prizes range from gift certifi-
cates in increments of $25, $50, of $100 for com-
pany store or local retailers to $400 for mountain
bike purchase or "get-away" weekends.
Because there is no registration for employees
who do not drive alone, Ms. Odekirk tracks par-
ticipation through entries for prize drawings.
Anyone who uses a non-SOV commute mode
during a given week is eligible to register for that
week's drawing. When they register online for the
drawing, commuters list the number of times they
used a particular mode during the week. These
figures then form the basis for reporting use of
various modes under Oregon's trip reduction
mandate.
Ms. Odekirk thought there was more potential for
fraud under the Nike Bucks program. Under that
program, commuters received Nike Bucks vouch-
ers from the security guard when they arrived at
work. However, off-campus employees did not
have to pass a security guard, so they requested
vouchers from a receptionist, who could not veri-
fy if they had carpooled. Although there may be
some fraud under the current program, because
commuting behavior is self-reported and not veri-
fied, she thinks the fact that participants only reg-
ister for a chance to win, rather than a guaranteed
benefit, mitigates against fraud,
San Antonio, Texas - United States Automobile
Association
The United State Automobile Association
(USAA) has an extensive vanpool program at its
San Antonio headquarters. The program is publi-
cized throughout the year, but especially during
the ozone season between May and October.
Publicity events include a vanpool fair, media
events, commercials on the in-house television
system, online information on the company's
intranet system, and articles in company newspa-
pers. In addition, there are quarterly meetings for
vanpool riders that routinely attract over 100 par-
ticipants; vanpoolers are asked in advance if there
are particular topics they would like to see cov-
ered. The vanpool program also publicizes poten-
tial cost savings for vanpool participants, estimat-
ed at $5,200 to $7,100 per year.
According to Chris Treutler, Director of Vehicle
Operations and Maintenance, continued publicity
is essential to the program; without reminders of
Metropolitan the program, the pool of interested
vanpoolers would probably dry up.
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CCLI: Marketing Commuter Benefits to Employees
Minneapolis, Minnesota -American Express
American Express was the first employer to enter
into a partnership with area transit provider Metro
Transit to purchase deeply discounted bus passes
for resale to its 6,000 employees. Metro provided
schedules and route information to American
Express for distribution to employees, American
Express also promoted the program through pub-
lic announcements, a press conference, bus logo
cards, and mass e-mails. As the launch date
approached, American Express also set up a
booth at a local bookstore and sponsored an essay
contest for the best bus story. The publicity cam-
paign was integral to ensuring the success of the
program.
CONTACTS
Employers who would like assistance in promot-
ing commuter benefits or would like access to
marketing materials are encouraged to contact the
Transportation Management Association (TMA),
rideshare organization, or transit agency in their
area. These organizations often sponsor regional
events such a Bike to Work week or Ozone
Action Days, and may be able to provide promo-
tional materials to employers. Some of these
agencies even have branches that focus on work-
ing with employers on promotion and implemen-
tation of commuter benefits. Detailed lists of
TMAs, rideshare organizations, and transit agen-
cies are found in the briefing papers on
Guaranteed Ride Home and Carpooling Incentive
Programs.
Information Clearinghouses
The following organizations may also offer assis-
tance for employers in promoting commuter
benefits:
Fax: 202-546-2196
Act@act-hq.com
www. ACTweb .org
The Association for Commuter Transportation
(ACT) is a membership organization that pro-
motes commuter choice and transportation
demand management. They sponsor annual con-
ferences on commuting, and publish educational
materials for employers.
National Transportation Demand Management
(TDM) and Telework Clearinghouse
National Center for Transit Research
University of South Florida
4202 E. Fowler Avenue
CUT100
Tampa, FL 33620-5375
Tel: 813-974-3120
www.nctr.usf.edu/clearinghouse
The National TDM and Telework Clearinghouse
is a compendium of research and information on
TDM and telecommuting. TDM refers to
Transportation Demand management-a set of pro-
grams and policies that are designed to make the
best use of existing transportation resources with-
out additional infrastructure investment. Much of
the Clearinghouse information is available elec-
tronically. The web site contains information for
employers interested in establishing trip reduction
programs and commuter benefits.
Commuter Choice Leadership Initiative
For more information on the Commuter Choice
Leadership Initiative, contact the Commuter
Choice Hotline at 888-856-3131, or visit
www.commuterchoice.gov
Association for Commuter Transportation
P.O. Box 15542
Washington, DC 20003
Tel: 202-393-3497
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CCLI: Marketing Commuter Benefits to Employees
EFJERENCES AND PUBLICATIONS j
Baxter, Penny. 2001. Personal communication.
Telephone conversation between Penny Baxter,
Vanpool Coordinator, University of California at
San Diego, and Liisa Ecola, ICF Consulting, on
March 19, 2001.
Odekirk, L. 2001. Personal communication.
Telephone conversations between Linda Odekirk,
Employee Transportation Coordinator, Nike, and
Liisa Ecola, ICF Consulting, April 6, 2001.
Southern California Association of
Governments/Southern California Rideshare.
2000. "State of the Commute 1999: State of the
Commute Report." Available at
www.scag.ca.gov/major/major.htm
United Kingdom Department of the Environment,
Transport and the Regions. 2000. A Travel Plan
Resource Pack for Employers: An Essential
Guide to Developing, Implementing and
Monitoring a Travel Management Strategy for
your Organization. Updated October 2000.
Available at www.local-transport.detr.gov.uk/
travelplans/resource/index.htm
U.S. Environmental Protection Agency. No Date.
Commuter Choice Case Studies.
U.S. Environmental Protection Agency, Office of
Transportation and Air Quality. 2001.
"Employees Choose Employers Who Help Them
Get to Work: Set Your Company Apart and Save
Money."
Washington State. 1999. Employee
Transportation Coordinator Handbook. February.
Weber, Edward, David Nice, and Nicholas
Lovrich. 2000. "Understanding Urban
Commuters: How are Non-SOV Commuters
Different from SOV Commuters." Transportation
Quarterly, Vol. 54, No. 2 (Spring 2000), 105-116.
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ORDERING
This publication may be ordered from the National Service Center for Environmental Publications (NSCEP) at: |
U.S. Environmental Protection Agency
NSCEP
P.O. Box 42419
Cincinnati, OH 45242-2419
Phone: (800)490-9198, Fax: (513)489-8695
FOR MORE INFORMATION
This guidance document and other information about the Commuter Choice Leadership Initiative are available)
at www.commuterchoice.gov or by calling the Commuter Choice voicemail request line at (888) 856-3131.
ACKNOWLEDGEMENTS
This document was prepared for EPA's Office of Transportation and Air Quality under contract 68-W6-0029, by|
Michael Grant and Liisa Ecola of ICF Consulting, 9300 Lee Highway, Fairfax, VA 22031, (703) 934-3000.
We would like to thank the various reviewers who provided comments and feedback on the document.
Recycled/Recyclable. Printed with Vegetable 08 Based Inks on Recycled Paper (Minimum 50% Postconsumer) Process Chlorine Free
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