A few grant recipients stated that they would have had more success if they had offered greater monetary incentives for a few alternative modes, rather than smaller incentives for more modes. They suggested that a close analysis of CTR employee survey results every two years could help program administrators focus their resources on what the majority of employees want from a CTR program. Use current program participants as salespeople. Word of mouth advertising and using current members as salespeople works very well. Pierce Transit, for example, paid current members a finders fee if they recruited new members nine program members recruited 26 new participants.
Positive reinforcement works better than expressing negative consequences.
Several grant recipients stated that a focus on the positive aspects of using an alternative to the single occupant vehicle like saving money, or helping the organization free up more parking spaces for customers works better than trying to make co-workers feel guilty. Program marketing and customer follow-up works. Getting the word out to employees about the worksite s CTR program is crucial. A number of employers took advantage of the various marketing tools offered in conjunction with the statewide Relax. There s more than one way to get there marketing campaign.