Smart Business Strategy

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• Smart Business Strategy
• 2009 State of Minnesota
• Managers Conference
• October 28, 2009
• Kenneth R. Buckeye, AICP
• Value Pricing Program Manager
• Minnesota Department of Transportation

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Minnesotas Urban Partnership Agreement Innovativ
e Choices for Congestion Relief PART 1
Overview
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Driving Forces

• We dont have to accept congestion
• Learn from other projects
• Try new strategies or combinations or strategies
• Measure results (congestion reduction)

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Urban Partnership Agreement (UPA)

• US DOT initiative to fight congestion
• Seeks partners willing to reduce congestion
• Tolling (Congestion pricing)
• Technology
• Transit
• Telecommuting
• Minnesota was one of 5 cities awarded funds
• Combines 133 M in Federal funds with 50 M in
  State Funds
• Funds 24 different projects and initiatives
• Most projects are started and completed this year
• Major focus is on I-35W, Hwy 77 and Downtown
  Minneapolis

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UPA Program Development Outreach

• Program developed as partnership
• Workshops and working groups
• Partnership continues
• Agency coordination
• Stakeholder Involvement
• Winter 2007 and Summer 2008 Workshops
• Outreach and Communication
• 2009 is the main construction year of UPA
• Outreach, briefings and communications to get
  word out on construction and new transportation
  choices created by UPA

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Minnesota UPA Partners

• US DOT
• Mn/DOT
• Metropolitan Council
• Metro Transit
• City of Minneapolis
• MVTA
• U of M

• Anoka County
• Dakota County
• Hennepin County
• Ramsey County
• Downtown Mpls TMO
• 494 Commuter Services
• Anoka County TMO

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More Choices, Reduced Congestion

• 4 Ts Tolling, Transit, Telecommuting
  Technology
• 72 M for Roadway Projects
• 107 M for Transit Projects
• 3.2 M for Telecommuting Program
• 1.3 M for Outreach Evaluation

Estimated to Create Up to 5100 Jobs
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I-35W South A 21ST Century Corridor

• I-35W/Crosstown Project
• complete 2010
• I-35W projects under new Congestion Relief
  Program called UPA
• Addition of I-35W MnPASS System
• Addition of Managed Lane System
• Addition of I-35W and Cedar Ave Bus Rapid Transit
• Addition of 6 miles of new spot capacity at three
  key bottleneck locations
• UPA projects start and complete in 2009

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I-35W MnPASS Express Lane

• Stage 1 Opens Sept 30th, 2009
• Conversion of existing HOV to MnPASS lane (10
  miles)
• Conversion of shoulder toMnPASS lane (2 miles)
• Stage 2 Opens Fall 2010
• Construction of new MnPASS lane (4 miles)
• Stage 3 Opens by Summer 2012
• Construction of MnPASS lane
• (2 miles)

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Managed Lanes Driver Views
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MnPASS Express Lane on Shoulderwww.dot.state.mn.u
s/upa/
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I-35W MnPASS

• Easy to Get. Easy to Use
• Four simple steps
• Complete transponder lease agreement
• Provide credit card
• Receive transponder and instructions
• Get in and go
• One MnPASS account and one transponder
• Transponder works on I-35W and I-394
• Operational parameters similar to I-394
• Hours, Prices, Enforcement
• Drivers have choices
• MnPASS, Carpool, Transit, General Lanes
• Drivers can choose an express trip when they need
  it

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Transit Elements

• 5 Park and Ride location enhancements
• Marquette and 2nd Avenue (MARQ 2)
• Transit turn lane
• Express Buses
• Nine 40 foot standard buses
• Five 40 foot hybrid buses
• Thirteen coach buses

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Transit Technology Elements

• Transit signal priority
• Real time information signs at transit stations
• Transit travel time information signs
• Driver assist

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Minnesotas Urban Partnership Agreement

• PART 2 Telework

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Telework Partners

• HHH Institute, University of Minnesota
• SRF Consulting Group
• Results Only LLC, (ROWE)
• Transportation Management Organizations
• U.S. DOT UPA Evaluation Team

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Telework Goals and Strategies

• Goal 2700 employees telecommute one day per
  week, 500 in I-35W Corridor
• Must be measured
• Employs two major strategies
• Results Only Work Environment (ROWE)
• Target is 1500
• 960 signed up (3 major employers)
• 1000 more possible
• eWorkPlace
• Target is 1200
• Sign-up underway

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ROWE

• Deep impact on the business culture, operation
  and mindset of the management and personnel
• No schedules. People make choices about where
  and when work is done.

Free to work where ever you want, when ever you
want, as long as the work gets done.
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Employer Benefits

• Improve productivity
• Employees have fewer distractions and less water
  cooler time
• Work can take place any time, anywhere
• Reports indicate productivity increases an
  average 20 - 30
• Increase customer service coverage and
  effectiveness via ability to work during bad
  weather or emergencies

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Employer Benefits

• Increase employee motivation, morale, and work
  quality
• Empowered employeessignals trust and confidence
• Teleworkers work smarter with more commitment
• Improve recruitment and retention of talent

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Employer Benefits

• Reduce costs
• Cut office and parking space needs
• Reduce facility costsheating and cooling
• Reduce the cost of recruiting and training
• Save as much as 10,000 per teleworker in reduced
  absenteeism and job retention (ATT survey)

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Employer Benefits

• Enhance resilience and flexibility
• Allow continuity of operations in the face of
  external disruptions (severe weather, natural
  disasters, pandemics or terrorism)
• Build employer social responsibility

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Employee Benefits

• Save time and money
• Eliminate or reduce rush hour commute time
• Conserve gas, save on car maintenance and parking
  

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Employee Benefits

• Flexible Hours
• Helps employees work when they work best
• Enhance Life Balance and Quality
• Better manage work and home responsibilitieslife
  is easier
• More time for health, wellness and community
  activities

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Community Benefits

• Improve air quality
• Reduce congestion
• A study by George Mason University found for
  every 1 of the D.C. population who telecommutes
  theres a 3 reduction in traffic delays.
• Conserve energy
• - Sun Microsystems found commuting was
  responsible for 98 of each employees carbon
  footprint. Working from home 2-1/2 days per week
  saved 2-1/2 weeks of commuting time per year.
•   

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eWorkPlace Brand

• Wealth of telework information via the eWorkPlace
  website, toolkits, and blog
• Managers guide
• Selection guide and checklist
• Solutions to issues/barriers
• Case studies (employer teleworker)
• Business reports
• White papers
• Ask the Expert corner

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Market Research

• To ensure that telework initiative is based on
  scientific knowledge
• Better understand the barriers and opportunities
• Provide input in the development of Marketing and
  Communication Plan
• Provide input into branding, advertising, and
  marketing/education materials

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• Smart Business Strategy
• www.eworkplace-mn.com

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Expert Service Support

• Free Expert Services for Early Enrollers!
• Limited on first come, first serve basis to
  qualified employers
• eWorkPlace offers highly specialized telework
  services from industry experts, including
• On-site training and consultation
• E-learning
• IT advice
• Troubleshooting

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Program Services

• Customizable telework tools
• Policy templates -Quick start options
• Success metrics -Telework discussion guide
• Join and learn from a network of professionals
  implementing teleworkbest practices
• Free telework and IT consultant services to
  qualified employerstap over 40 years of national
  expertise based in the Twin Cities

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Expert Service Support

• Refine the business case communications
• Simplify implementation steps
• Lower manager resistance
• Raise the level of management skills
• Benchmark for specific industries
• Customize teleworker, manager and joint training
• Communicate key performance measures

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Major Tasks Update

• Media Buy (May 09)
• eWorkPlace Launch (June 09)
• Performance Measurement and Evaluation (June 09)
• Telecom Consulting (July 09)
• ROWE Rollout (Underway)

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Findings

• Top Advantages
• For Employees
• Saving (time/money)
• Flexibility
• Work/life balance
• For Human Resources
• Recruitment/retention/morale
• Increased productivity
• Cost saving
• For Senior Executives
• Solve a business problem/issue (i.e. last year
  cost of gas was absenteeism problem)
• Now Cost saving

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eWorkPlace Program reaches people with

• Advertising
• Online
• Outdoor
• Maybe radio to create awareness and a sense of
  legitimacy among managers
• Brochures
• To be posted
• Have information available at a glance
• Potentially live meetings
• Get-togethers (annual/quarterly)
• Awards programs
• Training

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Conclusions

• Old ways of doing business are changing rapidly,
  we must keep up
• Technologies and speed will only improve
• Telecommuting can play an important role in
  effective business/government strategy
• Trust
• Bottom line is efficiency, productivity, profit
• eWorkPlace is not making state telecommuting
  policy
• Creating incentives to enable greater efficiency
  by telecommuting
• Congestion does not have to be accepted condition

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NEXT STEPS / OPPORTUNITIES

• Measure
• Expand the reach
• Evaluate
• Incentives and policies must mature along with
  our telecommuting capabilities
• Sustainability
• More to come

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• www.eworkplace-mn.com
• Kenneth R. Buckeye, AICP
• Value Pricing Program Manager
• Minnesota Department of Transportation
• Ph. 651-366-3737
• kenneth.buckeye_at_dot.state.mn.us