Managers may resist GRH because, at first glance, it seems to require an unlimited budget. One way over this hurdle is to ask management to set aside a small, fixed amount of money to test a six month program. If increased ridesharing and low use of the emergency services are the results, management may then support a broadened program. Because GRH is a relatively new approach and there is still uncertainty regarding effectiveness, it probably is best to begin with a pilot program. For example, if the strongest effect of the strategy is to switch solo drivers into car-pooling, then GRH campaigns might be targeted toward those corridors and residential areas where there are high proportions of solo drivers.
Monitoring is another important implementation issue.
As discussed previously, too few GRH programs evaluate effects of the program on ridesharing and solo driving. An annual survey of prior mode and frequency of use before and during the program is needed to track effectiveness. Control or comparison groups also are needed to insure valid results. Costs The costs of GRH depend on the frequency of emergency use and the cost of serving a trip. Generally, the costs are not great in large part because participants generally do not use the ride home services very much.