Transportation, Energy, and Utilities Committee — Burlington, VT
Date: 2025-04-22
Time: 17:00

City Council - Transportation, Energy and Utilities Committee



 Tuesday, April 22, 2025, 5:00 PM,

Join in Person: Front Conference Room, 645 Pine St. Burlington, VT 05401

Join via Zoom: https://zoom.us/j/84603122855
To call into the meeting, including to speak during public comment:
Phone: 312-626-6799, Webinar ID: 846 0312 2855
1. Agenda
 1.1. Motion to adopt/amend

2. Adopt Minutes
 2.1. Minutes of 3/25/25

3. Overview of Current TDM Ordinance - 30 min
 3.1. Overview

4. Public Forum

5. Deliberative Agenda
 5.1. DRAFT Recommendations for Walk/Bike Action Plan - 30 min
 5.2. The Future of Recycling - 30 min
 5.3. New Committee Meeting Schedule - 10 min

6. Director's Report

7. Councilor Items

8. Next Meeting

9. Adjournment

City Council - Transportation, Energy and Utilities Committee



 Tuesday, April 22, 2025, 5:00 PM,

Join in Person: Front Conference Room, 645 Pine St. Burlington, VT 05401

Join via Zoom: https://zoom.us/j/84603122855
To call into the meeting, including to speak during public comment:
Phone: 312-626-6799, Webinar ID: 846 0312 2855
1. Agenda
 1.1. Motion to adopt/amend

2. Adopt Minutes
 2.1. Minutes of 3/25/25

3. Overview of Current TDM Ordinance - 30 min
 3.1. Overview

4. Public Forum

5. Deliberative Agenda
 5.1. DRAFT Recommendations for Walk/Bike Action Plan - 30 min
 5.2. The Future of Recycling - 30 min
 5.3. New Committee Meeting Schedule - 10 min

6. Director's Report

7. Councilor Items

8. Next Meeting

9. Adjournment




 Page 1 of 112
 CITY OF BURLINGTON, VERMONT

 CITY COUNCIL TRANSPORTATION, ENERGY &
 UTILITIES COMMITTEE
 c/o Department of Public Works 802.863.9094 VOX
 645 Pine Street, Suite A 802.863.0466 FAX
 Post Office Box 849 802.863.0450 TTY
 Burlington, VT 05402-0849 www.burlingtonvt.gov

 Councilor Mark Barlow, Chair, North District
 Inquiries:
 Councilor Gene Bergman, Ward 2
 Rob Goulding
 Councilor Evan Litwin, Ward 7 802.881-2278
 Councilor Marek Broderick, Ward 8 rgoulding@burlingtonvt.gov




 Transportation, Energy and Utilities Committee of the City Council
 Tuesday, March 25, 2025 – 5:30PM
 --DRAFT MINUTES—
Councilors absent: None

Chair Barlow calls meeting to order at 5:32 PM
1. Agenda
Councilor Bergman moves to adopt the agenda as amended.
Councilor Litwin seconds.
 All in favor, Unanimous approval.

2. Minutes of 2/24/25
Councilor Bergman moves to adopt the minutes as drafted.
Councilor Litwin seconds.
All in favor. Unanimous approval.

3. Public Forum
Jeanne Keller- Resident of Ward 1 spoke about concerns of the TMD Study. Selling permits to commuters is
irrational. What is peak time? Proposal contradicts both principles and should be rejected by the committee.
Richard Hillyard – spoke about concerns of TDM Study. Wards 1, 6, 8 and adjoining wards that are affected by
the resident parking plan has been no public engagement. How is it going to be implemented? Not clear how this
will work. Would like to come to a mutual solution with communication. We don’t do traffic enforcement in the
city.
Peter MacArsland –Resident of Ward 6 – August 22 joint meeting – Forestry proposal - question objectivity of it
because of the relationship of the Chief forester and Don Holland the defender.
Nolan Rogers - Resident of Ward 3 – Great to discuss TDM Plan – would love for everybody to have an
understanding of how many resources we are allocating to the TDM plan versus other transportation issues.
Nick Persanpieri – Has comments about McNeil Emissions Reductions Proposal of 11/20/23 that Analysis be
done by contractor. Alternative fuels – skeptical that alternatives are going to be cost effective.

Chair Barlow suspended Public Comments until after the TDM Study presentation. Objection to change of
agenda by Councilor Litwin. Councilor Bergman moves to suspend the rules to allow presentation by Director
Dillard and questions and then continue with Public Comments. Seconded by Councilor Broderick. Chair
Barlow, Councilor Bergman and Councilor Broderick – Aye. Councilor Litwin – No. Ayes have approval.

4. Deliberative Agenda

 4.1 Transportation Demand Management Study


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 Charles Dillard AICP, Director Acknowledges the concerns about the residential parking permit program,
particularly point 3 that suggests peak times are not being at 75% the proposal would make some of those spaces
available. Wants to make sure that it’s clear that we would not implement any action items without more
engagement. Goal is to run through regulation action items. South Burlington & Winooski municipalities that have
TDM programs in place by three tiers. Would love to make our communities goals and make them somewhat
consistent with other municipalities. RPP program concerns will not be implemented without public engagement.

Public Forum – Continued
Sharon Bushor – Resident of Ward 1- inconsistencies with commute trip reduction policy but selling on street
permits. Trying to point out that every area has unique advantages/disadvantages. Weak on pedestrian access.
Fatal flaw selling permits in residential neighborhood with best intentions will spin out of control.
City Councilor Becca McKnight – Ward 6 - fully supports reducing single occupancy vehicle trips. Concern
about residential parking permit on page 48. Received at least 25 emails about concerns about undoing all the
work that has been done so far.
Barbara (online) – hopes we decide to not to implement 3rd bullet point– to sell on street parking to commuters.
Would like Charles to talk to Ward 6. Focus on multimodal hub strategy. Ask UVM to come to Ward 1 & 6 NPA
meetings to fully disclose their strategy to removing commuter parking from core campus and moving it to the
closest campus districts. Feels it would be great to include guardrails in multimode hub.
Clare Wool – Appreciates plan & hard work that goes into it. Critical to speak to Ward 1, 6 and 8 because they
are familiar with panic and sadness about more SOV’S. Concerned the most about selling residential parking.

Councilor Bergman doesn’t feel TEUC should approve plan. Makes sense to keep the jurisdiction of the plan
under TEUC. Not in favor of moving parking anything. Would like a representative of the DPW Commission be
part of the engagement process. Councilor Broderick – 2nds Councilor Bergman and TDM should live with
TEUC. Councilor Litwin –thought we were discussing the merits of R1-R6. All RPP should be removed. R2, R4
& R5 has problems. Chair Barlow has reservations on acting on this without more clarity. Possible work session
for whole Council. Needs more engagement with residents of Wards 1 & 6.

Councilor Bergman made the motion to take up the TDM ordinance next meeting to request that Charles bring
us all the materials which will be necessary to advance that conversation as far as we can and also to have Kim
try to get a Full Council presentation of the entire plan and at least this first step so that we can get the rest of the
Council familiar with the ideas that are being debated and perhaps in that context there will be a motion to ratify
that we’ve got the jurisdiction to continue this process. Councilor Broderick seconded. Chair Barlow, Councilor
Bergman and Councilor Broderick – Aye. Councilor Litwin – No. Ayes have approval.


 .4.2 505 Riverside HGMP Application & Proactive Grant Acceptance
.Scott Gustin Permitting & Inspections Department Principle Planner – discussed the need for approval of
the application to FEMA for removal of 505 Riverside Ave due to slope instability. City will acquire property and
turn to green space. Similar project at 385 Riverside Ave. Director Chapin Spencer stated that these are 100%
grant funds. Cheryl & Scott Strenio bought the property 10 years ago. Appreciates time and consideration of
proposal.

Chair Barlow asked about camping. Will it be removed if people are in danger? Director Spencer stated we
would follow Encampment removal policy.

Councilor Bergman moved to approve and recommend that Council approve the submission of a Hazard
Mitigation Grant Program application for the buy-out of 505 Riverside Avenue, and to also approve and
recommend that the City Council authorize the acceptance of the Hazard Mitigation Grant Program award, if
granted, and to recommend that the City Council authorize the Mayor, the Director of Public Works and the
Director of Permitting & Inspections to take such further actions and execute such further Instruments approved
as to form by the City Attorney or designee as may be necessary or convenient to effectuate the grant acceptance
and property transactions contemplated hereby. Councilor Broderick seconded.
 All in favor, Unanimous approval.


 Page 3 of 112
 4.3 McNeil RFP Awards
 Darren Springer General Manager of Burlington Electric - 11-20-23 District Energy Resolution called for two
different analysis to be conducted to be included in FY2025 budget. Had a better response on Emissions
reduction RFP. Reason why we are here now instead of a couple months ago is that it took three tries to get an
adequate response within budget on the forestry RFP. If approved this evening then it will go to the full council.

Councilor Bergman asked to address RFP with language resolution lines 26. Chair Barlow asked if TEUC
membership is needed in startup meeting. Would like consultant’s available to answer questions. Forestry
proposal will be a big travel expense. Councilor Litwin asked to have some sort of onboarding document
prepared for counselor elects that will bring them up to speed.

Councilor Bergman moves to approve these two RFPs and recommend their a[approval by the whole City
Counsel. . Councilor Broderick seconded.
All in favor, Unanimous approval.


 4.4 Burlington Segways 2025 Plans
Rick Sharp owner of Burlington Segways presented his plans for the 2025 summer bike season. He plans to
deploy 12 ebikes to College Street, 10 at North Beach, 8 at Oakledge Park, 8 at racks near Ben and Jerrys on
Church Street and 6 each at UVM and Champlain College this summer bringing the total to 50 and also providing
the Parks Department with 10% of the gross rentals for use of the bike racks.

Councilor Bergman is interested in understanding how the non-bike path bike racks are working. Chair
Barlow asked are your bikes able to go to the causeway? Are you working with CATMA?

 5. Director’s Report
Director Chapin Spencer thanked TUEC and Council members for the support on passing of bonds, Next
meeting focus on Transportation plan, regarding recycling looking for ways to achieve staffing and financial needs
along with the policy interests of the council. Main St – Preparing for Fridays meeting with business
communities.

 6. Councilor Items
Chair Barlow –longer term planning – made a list where topics fell into like transportation, BED/McNeil
Ecosystem, rental weatherization and bureau, BTV Emissions. Will be reaching out to Plattsburg Ave
accident owners.
 • April Meeting - Transportation focus, ordinance work.
 • May Meeting –BED/McNeil, engage on RFPs
 • June Meeting – Update rental weatherization workforce work
 • July – Update from Airport
Councilor Bergman – helpful to have hour each for TDM and transportation plan walk/bike – June
symposium engaging business communities.
Councilor Litwin – Onboarding for new City Councilors to understand what’s going on. Traffic calming –
not to lose track of the beltline. Speed analysis of Plattsburg Avenue. Will be reaching out to owners.

 7. Next Meeting
April 22, 2025 at 645 Pine St at 5:30 pm

 8. Adjournment
Chair Barlow adjourns meeting at 7:59 pm.




 Page 4 of 112
I’m here to ask the commi ee to reject the recommenda on for Employee Permits for use by
non-residents in Residen al Permit zones.

On its face, this recommenda on is irra onal – selling permits to commuters as a way of funding or
promo ng TDM makes no sense at all. Providing an easier way for commuters to park in the city,
especially direc ng them into residen al neighborhoods, has no role in TDM. It’s like selling water in 8 oz
plas c bo les to fund recycling programs.

In addi on to the direct contradic on to what TDM is trying to achieve, and indeed worsening the
problem of single-vehicle commu ng to Burlington, I want to point out the following:

  What’s to stop employees from UVMMC and UVM who now park remotely, from buying a
 permit to park nearby?

  How long will these permits last? What if someone is no longer an employee of a nearby
 business? How will the city know?

  If employee permits are allowed only where resident-only areas are consistently less than 75%
 full at peak mes, how o en will the neighborhoods be evaluated? Annually? How many mes
 will a neighborhood be sampled before making the determina on it qualiﬁes for commuter
 permits? How much will it cost the city to monitor and evaluate this?

  75% full at peak mes seems quite full to me. Even 50% full means only 5 out of 10 spaces are
 consistently available. How would the city decide how many commuter permits to sell on
 diﬀerent streets? Enough to bring them up to 100% full?

  What is “peak me?” For example, 7am-6pm M-F? (That’s the gridlock rushhour on East
 Avenue) This is when people schedule carpenters, contractors, plumbers, home health and
 home care aides to our homes. Those people won’t be there regularly to show up in the 75%
 assessment, but they do need parking spaces. I point out that we already have to buy visitor
 parking tags for visitors, but would there be a place for them to park?

  Will these commuters be able to park in our streets any me, any day? For example, Weekend
 and summer events at Waterfront Park? A weekend trip to bike the rec path? Ballgames at
 Centennial Field? It would be too costly to enforce if permits are only good for certain mes of
 day or week. There’s simply no way to stop these from being 27/7, 365 permits.

This sec on of the TDM (R.5) includes in the Strategy overview, that revisions are needed to RPP because
“the overall program structure (is) not as suppor ve of Burlington’s mul modal goals as they could be.”
One of the recommended ac on steps is to “Tie RPP permits to TDM programs.”

This proposal contradicts both those principles and should be rejected by the commi ee.


Jeanne Keller
27 Bilodeau Parkway
Burlington




 Page 5 of 112
Transportation
Demand Management
Action Plan
Strategies to Improve Transportation Options in Burlington



City of Burlington | August 2024



 Page 6 of 112
CONTENTS
 Introduction.................................................................................................... 1
 Chapter 1: Existing Conditions ........................................................................ 4
 Existing Plans and Policies ......................................................................................................................5
 Existing Transportation Options ...........................................................................................................7
 TDM Regulations, Implementation, and Funding ...........................................................................14

 Chapter 2: Engagement ................................................................................. 17
 Background ............................................................................................................................................... 17
 Engagement Goals + Strategies .......................................................................................................... 18
 Key Findings .............................................................................................................................................. 21

 Chapter 3: Recommendations and TDM Strategy Toolkit ............................... 25
 Summary of Toolkit Recommendations ........................................................................................... 26
 T.1 | Work with CarShare Vermont to Expand Carshare Services and Supporting Programs28
 T.2 | Work with CATMA to Expand the Guaranteed Ride Home (GRH) Program ................. 30
 T.3 | Work with Go! Vermont to Expand the Ride Matching/Carpool Program ..................... 32
 T.4 | Work with GMT to Expand Transit Service and Pilot Microtransit Service.................... 34
 T.5 | Create Shared Stop Guidelines and a Unified Shuttle Program ........................................ 36
 T.6 | Update the City of Burlington Employee Parking Benefits Program to Incentivize Sustainable
 Commuting Options .............................................................................................................................. 38
 T.7 | Implement a Sustainable Travel Choice Information, Education, and Marketing Program
 ..................................................................................................................................................................... 39
 R.1 | Update and Expand Burlington’s TDM Requirements ..........................................................41
 R.2 | Adopt a Commute Trip Reduction (CTR) Ordinance ........................................................... 43
 R.3 | Adopt Neighborhood-Based TDM Plans Using the Neighborhood TDM Framework . 45
 R.4 | Adopt a Framework for Creating Parking Benefit Districts (PBDs) .................................46
 R.5 | Update the Residential Parking Permit (RPP) Program.......................................................48
 R.6 | Develop and Implement a Downtown Public Realm Safety Plan ..................................... 50
 M.1 | Hire or Designate a TDM Program Manager/Coordinator ................................................. 51
 M.2 | Expand Funding Sources for TDM ........................................................................................... 52
 M.3 | Formalize and Expand Burlington’s Partnership with CATMA ..........................................53
 M.4 | Expand Public Advisory Roles for Non-Driving Transportation Issues and Needs .... 54
 N.1 | Establish a Public Bicycle/Electric Bicycle Lending Library .................................................55
 N.2 | Establish Community-Based Mobility Hubs and Delivery Hubs .......................................57


TDM Action Plan | City of Burlington ii


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 N.3 | Expand Burlington’s “Walk to Shop” Shopping Trolley Program......................................60
 N.4 | Implement a “Bus Buddies” Transit Rider Education Program .......................................... 61
 N.5 | Pilot a Neighborhood Transportation Wallet Program ....................................................... 62

 Chapter 4: Neighborhood TDM Framework .................................................. 64
 Appendix ...................................................................................................... 70




TDM Action Plan | City of Burlington iii


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Figures
Figure 1 GMT Bus Route 8 on North Street at N. Winooski Ave ..........................................................7
Figure 2 Examples of GMT bus stops in Burlington ................................................................................ 8
Figure 3 Commute Mode by Geography (2021) ....................................................................................... 9
Figure 4 Commute Mode by Gender (2021) .............................................................................................. 9
Figure 5 Examples of bicycle facilities in Burlington ............................................................................ 10
Figure 6 Pedestrian crossing near Roosevelt Park ................................................................................ 10
Figure 7 CarShare Vermont vehicle and parking space .........................................................................11
Figure 8 Downtown Study Area Parking Utilization, Weekday vs. Weekend.................................. 13
Figure 9 Estimated Hill Institution Parking Supply and Demand, 2028 ...........................................14
Figure 10 Burlington TDM Requirements by Project Type ..................................................................... 15
Figure 11 State, Regional, and Local Funding Sources for TDM ........................................................... 16
Figure 12 Event-Based Engagement Materials for the Transportation Options Study .................. 19
Figure 13 Community Support for TDM Tools and Strategies ............................................................. 22
Figure 14 CarShare Vermont service area and vehicles ......................................................................... 29
Figure 15 Go! Vermont’s Ride Matching and Carpooling Platform .....................................................33
Figure 16 Map of Eligible Transit Stops for Shared Use ..........................................................................37
Figure 17 Get There ATX TDM program branading................................................................................ 40
Figure 18 Residential Parking Permit (RPP) Map .....................................................................................49
Figure 19 Bicycle Lending Library in Montpelier operated by Local Motion.................................... 56
Figure 20 Mini-hub pilot for last-mile delivery in Toronto, ON ........................................................... 58
Figure 21 GoHub! Mobility Hub pilot in Maverick Square, Boston MA............................................. 59



Tables
Table 1 Plans and Policies Reviewed ..........................................................................................................5
Table 2 Summary of TDM Strategy Recommendations ..................................................................... 26
Table 3 Conceptual recommendations for an expanded GRH program ......................................... 31
Table 4 Conceptual recommendations for a CTR ordinance............................................................ 44
Table 5 Conceptual recommendation for an updated RPP price structure ..................................49
Table 6 Neighborhood TDM Goals and Evaluation Methods ........................................................... 69




TDM Action Plan | City of Burlington iv


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Introduction
What is TDM?
Transportation Demand Management (TDM) refers to policies, programs, and services that reduce single-
occupancy vehicle use by supporting and encouraging alternatives to driving alone. It is a broad category of
tools and tactics that can include financial incentives, marketing efforts, educational programs, pricing
mechanisms, regulatory tools, mobility services, and parking policies—all of which contribute to a more
balanced, accessible, and equitable transportation system. Benefits of TDM include:

  Easing roadway congestion and reducing greenhouse gas (GHG) emissions by reducing rates of
 vehicle travel
  Providing more transportation options by making non-driving modes easier to use, more
 convenient, and more reliable
  Supporting affordability by reducing regional parking demand and reliance on automobiles, which in
 turn reduces housing construction costs


What is the Transportation Options Study?
Beginning in 2020, the City of Burlington adopted a series of policy reforms to right-size vehicle parking
requirements for new developments and reduce reliance on single-occupancy vehicle use. These reforms
have included eliminating minimum parking requirements (first in certain neighborhoods, and then citywide
in 2023), adopting new parking maximums, and expanding Transportation Demand Management (TDM)
requirements for new developments. Together, these policies are designed to help achieve the City’s
mobility, sustainability, and housing affordability goals.

In 2023, the City initiated a year-long planning effort called the Transportation Options Study (TOS), which
was led the Office of City Planning (OCP) and included collaboration and support from City staff,
community members, and many local and regional partners. The goals of the TOS were to:

 1. Evaluate the City’s TDM program and transportation needs. Based on this evaluation, the TOS
 would formulate actionable recommendations to enhance and expand current TDM strategies and
 requirements to better support the City's near-term and long-term goals.
 2. Identify opportunities to expand TDM beyond new development. Today, TDM requirements in
 Burlington only apply to new developments. While those requirements are essential for creating
 more affordable and sustainable transportation options in parts of Burlington where new
 development is occurring, they provide limited benefit for people who live, work, or go to school in
 other parts of the City. By identifying opportunities to expand the City’s TDM program beyond new
 development, the TOS would help extend the benefits of TDM and sustainable transportation
 options to more people across the City and region.




TDM Action Plan | City of Burlington 1


 Page 10 of 112
 3. Explore models for neighborhood based TDM. The TOS would create a framework and strategies
 for implementing TDM at the neighborhood level, which would help address the unique and diverse
 range of transportation and mobility needs facing different communities throughout the City.


What is the TDM Action Plan?
This Transportation Demand Management Action Plan is the culmination of the TOS study. It features a
comprehensive set of strategies and recommendations for improving transportation options in Burlington,
as well as a set of action steps for advancing and implementing each of those strategies. The plan includes:

  Chapter 1: Existing Conditions. A review and summary of Burlington’s current transportation
 policies, services, options, and management tools.
  Chapter 2: Engagement Summary. Lessons learned through community input, public events, and
 stakeholder conversations.
  Chapter 3: TDM Strategy Recommendations. A series of strategy recommendation “cut sheets,”
 including action steps for implementation.
  Chapter 4: Neighborhood TDM Framework. A recommended process and toolbox of tactics for
 implementing TDM at the neighborhood level.




TDM Action Plan | City of Burlington 2


 Page 11 of 112
Project Timeline




TDM Action Plan | City of Burlington 3


 Page 12 of 112
Chapter 1: Existing Conditions
People who live in, work in, study in, and visit Burlington have a range of options to choose from to get
around the City and meet daily travel needs. While existing transportation options work well for some,
others face mobility barriers, have limited transportation options, or encounter gaps in the transportation
network. This chapter summarizes the existing transportation options and travel patterns in Burlington
today, as well as the policies, regulations, management frameworks, implementation strategies, and funding
mechanisms that support transportation demand management. For additional information about existing
conditions related to transportation options and TDM, see Appendix A.


Existing Conditions Themes, Challenges, and Opportunities
Communication and coordination: For people who live in, work in, study in, and visit Burlington, daily
travel needs and patterns frequently extend beyond the boundaries of the City. Key partners in TDM,
including the Chittenden Area Transportation Management Association (CATMA) and Green Mountain
Transit (GMT), are regional organizations whose programs and services are not confined to Burlington
alone. To successfully expand transportation options in Burlington and extend TDM beyond the
development code, Burlington should increase efforts to communicate and coordinate with local and
regional partners. The City is well-positioned to convene conversations and make connections between
neighborhood, city-wide, and regional partners who are working to implement TDM.

Environmental sustainability: Stakeholders note that supporting sustainability and investing in programs
that make the City more resilient to the effects climate change is a key priority for the community. TDM is a
powerful tool that can help achieve climate goals and reduce regional greenhouse gas emissions associated
with greenhouse gas emissions.

Driving and parking: While rates of biking, walking, and transit use in Burlington are high compared with
regional and state averages, driving alone remains the most popular travel mode for commuters. Recent
parking reforms are a key step towards a more balanced transportation system, but the widespread
availability of cheap and/or free parking continues to be an obstacle for TDM.

Funding and resources: Both GMT and CATMA are key regional partners in implementing TDM and
expanding transportation options, and both face staff capacity and funding constraints. There are
opportunities for the City to build stronger relationships with these organizations, identify new funding
sources for TDM efforts and mobility services they provide, and supply additional staff capacity to help
manage TDM programs and services.

Challenges with development-focused TDM: Developers expressed interest and support for TDM
strategies, but often lack experience, resources, and partnerships needed for achieving meaningful results.
Furthermore, many community travel needs are not equitably addressed through the current development-
focused TDM approach, such as shift and service workers, low-income populations, and new immigrant
communities.


TDM Action Plan | City of Burlington 4


 Page 13 of 112
Existing Plans and Policies
A range of plans, studies, policies, and regulations continue to shape how TDM is implemented and how
parking is managed in Burlington today. A brief description of these documents and their relevance for the
Transportation Options Study is summarized in Table 1.



Table 1 Plans and Policies Reviewed
 Plan Overview Relevance for TOS
 Downtown Evaluation of existing parking supply in the TDM/TOS can help achieve goal of using existing
 Parking Study Downtown area, including supply, utilization, parking supply in the downtown area more
 (2023) and potential to absorb the loss of on-street effectively and efficiently. TDM/TOS strategies can
 parking on Main Street that is anticipated as help to address safety concerns, user-experience
 part of Burlington’s Great Streets project. challenges, and public perception issues related to
 downtown parking garages.

 Joint Agreement that addresses Hill Institution The latest update to the JIPMP emphasizes the role
 Institutional parking needs and management strategies, of TDM in achieving parking management goals
 Parking including parking shuttles. and overall mobility vision. The TOS can help
 Management identify specific opportunities to achieve these
 Plan (2023) goals and implement TDM.

 Old Spokes Findings from Old North End mobility audits, TDM can help advance recommendations including
 Home One which included surveys, focus groups, and traffic calming measures, enhanced bus stops,
 Mobility Audit other research and engagement methods. improved pavement and sidewalks, installation of
 (2021) protected bike lanes, wheelchair-accessible
 crosswalks, and more timely maintenance of roads
 and sidewalks

 North Winooski Plan for enhancing safety and multimodal TDM can help achieve plan goals of improving
 Ave Corridor mobility along Winooski Avenue in alignment safety, convenience, and modal accessibility while
 Project (2020) with the City of Burlington's Complete Streets supporting community needs and economic
 initiative and PlanBTV comprehensive plan. development.

 CATMA Strategic CATMA plays a central role in managing and The TOS is a critical opportunity for the City to
 Plan Overview implementing TDM in Chittenden County. The coordinate with CATMA on TDM implementation
 (2020) strategic plan summarizes CATMAs and mobility management. The TOS can also help
 organization priorities and potential gaps. address some of CATMAs strategic plan focus
 areas, including partnerships, performance
 monitoring, resources, and inter-organizational
 communication.




TDM Action Plan | City of Burlington 5


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 Plan Overview Relevance for TOS
 NetZero Energy Plan that outlines strategic methods, TOS recommendations can build on NetZero
 Roadmap (2019) milestones, and recommendations for reducing Energy Roadmap recommendations and help
 and eventually eliminate fossil fuel use in regional transportation-related GHG emissions.
 heating and ground transportation sectors by
 2030.

 PlanBTV: Citywide plan for supporting walking and TDM strategies can help advance Walk/Bike
 Walk/Bike (2017) biking in Burlington. Goals include creating recommendations including enhancing
 safer streets, promoting vibrant neighborhood neighborhood amenities, utilizing pilot projects to
 centers, and integrating cycling with public improve mobility, and addressing safety goals
 transit. through the Vision Zero framework.

 VTrans State-level guidance on estimating vehicle trip TDM recommendations in the TOS should
 Transportation reductions from TDM measures in new incorporate relevant elements from the state-level
 Demand developments and adjusting impact or framework, and should be compatible with
 Management mitigation fees. Identifies steps for developers monitoring/compliance guidelines.
 Guidance (2017) to obtain trip reduction credits, recommended
 TDM trip reduction measures, and
 monitoring/compliance guidelines.

 Downtown Downtown area plan that recommends a The TOS builds on the approach and philosophy
 Parking "smart use" approach to parking management outlined in the plan. Strategies in the TOS should
 Management that emphasizes TDM, shared parking, and reflect the essential interdependence of parking
 Plan (2015) multimodal access. management and TDM implementation.

 City Employee Plan for incentivizing City employees to choose The TOS should build on the successes of the City
 Transportation sustainable transportation options for work employee TDM action plan and help can fill gaps
 Demand commutes. Identifies a menu of short- and where those recommendations have not yet been
 Management long-term strategies that include providing implemented.
 Action Plan universal transit passes, flextime/telework
 (2015) policies, and charging for parking.

 City of Key code sections include Article 8.1.16, which A key objective of the TOS is to expand TDM
 Burlington identifies TDM requirements for new beyond the development code and identify
 Comprehensive developments including outreach and strategies for addressing barriers to TDM
 Development education, a TDM Coordinator role, carshare implementation, including technical assistance for
 Ordinance (2014 memberships, transit passes, parking studies, ongoing TDM operations and impacts of TDM
 - 2024) and priority parking allocation for shared requirements on development affordability.
 modes.




TDM Action Plan | City of Burlington 6


 Page 15 of 112
Existing Transportation Options
Bus and Shuttle Services
Green Mountain Transit (GMT) operates 16 bus routes in Burlington and across the region. Fares are $2.00
for a single ride with fare caps by day ($4.00) and month ($50.00). Discounted fares are available for youth,
elders, Medicare cardholders, and persons with disabilities. Bus stop amenities vary, with some locations
including only a sign pole while others include shelters, seating, and lighting.

The COVID-19 pandemic has had a significant impact on GMT operations. From March 2020 until May 2024,
GMT paused fare collection on all services, which significantly reduced the agency’s operating income.
Evolving commute patterns and increased hybrid work arrangements have led to reduced ridership on some
routes compared with 2019 levels, though others have rebounded or exceeded 2019 levels. Combined, these
changes have created financial and operational impacts that present challenges for the agency.
Nonetheless, GMT continues to test new strategies for meeting regional mobility needs efficiently and
effectively, including an on-demand microtransit service pilot project in Montpelier.

Shuttle Services

A variety of shuttle services operate in Burlington, including the UVM On Campus Bus (CATS Bus), the
Champlain College Shuttle Bus, hotel shuttles, and medical center shuttles that provide connections to
designated park-and-ride locations. Shuttle services are operated through contracts with third-party service
providers and are generally not open to the public.

Figure 1 GMT Bus Route 8 on North Street at N. Winooski Ave




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Figure 2 Examples of GMT bus stops in Burlington




Some stops in Burlington include shelters and seating. In the downtown area, some stops also include bollards (right) that
protect people waiting at the stops from moving vehicles.


Biking, Walking, and Rolling
Biking, walking, and rolling can both be healthy, inexpensive, and flexible ways to get around. However,
these travel options can be unappealing or infeasible for some people depending on age, physical ability,
weather, distance, trip purpose, and condition of walking and biking infrastructure. In some areas,
Burlington’s sidewalk and bicycle facilities are in good condition and are designed to accommodate people
of all ages and abilities. In other parts of the city, network gaps and condition may make it challenging,
unappealing, or unsafe for some people to walk or bike (Figure 5 and Figure 6).

As of 2021, rates of biking (6%) and walking (19%) for work commutes were higher than state and regional
averages (Figure 1). Rates of biking were higher for men (8%) than they were for women (4%), while rates of
walking were higher for women (22%) than for men (17%) (Figure 4). TDM strategies can help increase
overall rates of walking and biking by providing education and training, prioritizing network improvements,
and expanding incentives for sustainable travel modes.




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Figure 3 Commute Mode by Geography (2021)
Source: American Community Survey 5-year Estimates




Figure 4 Commute Mode by Gender (2021)
Source: American Community Survey 5-year Estimates




In 2023, the company Bird launched a dockless electric bike share service in Burlington, which offers point-
to-point rides via a fleet of 120 electric bicycles. Riders pay a fee of $1 to unlock, and then $0.49 per minute
to ride. During the first year of operation, the service saw 5,200 unique users who took over 27,000 trips. On
average, trips were 1.25 miles in length and lasted for 10.3 minutes.




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Figure 5 Examples of bicycle facilities in Burlington




Bicycle facilities in Burlington include a variety of types and designs. Some, like dedicated bike lanes with painted markings at
intersections (left), support a wider range of ages and abilities. Others, like “sharrow” indicators (right), offer little to no safety
protection or priority for people who bike.

Figure 6 Pedestrian crossing near Roosevelt Park




Marked crossings with flashing beacons to alert drivers can help support pedestrian safety, especially near busy destinations
such as parks, schools, commercial areas, and medical facilities.



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CATMA operates the Walk/Bike Rewards program to incentivize walking and biking to work. Participants in
the program use an app to log walking or biking commutes and receive a $15 gift card after recording 48 one-
way trips within a 60-day period.

Several community-based organizations offer services and programs that also support bike use in
Burlington. Old Spokes Home offers bicycle sales and repair services and operate a range of community
programs, including the Everybody Bikes program. Though the program, people who qualify based on
income can receive steep discounts on bicycle purchases, accessories, and services. Local Motion is a state-
wide organization that provides bicycle rental services and advocates for policies and programs that support
walking, biking, and rolling.


Shared Mobility Services
Car share service

CarShare Vermont, a nonprofit based in Burlington, offers short-term car rental services to the community,
providing convenient driving options and reducing the need for owning a vehicle. This resource aligns with
local TDM programs, often partnering with CarShare Vermont to offer discounted rates and promote
sustainable transportation alternatives.

Figure 7 CarShare Vermont vehicle and parking space




CarShare Vermont operates a fleet of shared vehicles throughout the Burlington area.




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Carpool and Vanpool

CATMA and the Hill Institutions in Burlington offer incentives and support for carpooling and vanpooling,
aiming to reduce SOV trips and alleviate congestion. Programs like Go!Vermont provide subsidies for
vanpool costs, making shared transportation more accessible and affordable for residents. There is
considerable interest in expanding vanpool services to enhance the transit network and reduce emissions
from SOVs.

Transportation Network Companies (TNCs)

TNCs like Lyft and Uber have been operating in Burlington since 2015 and 2018, respectively. These services
offer alternatives to traditional taxi services and/or private vehicle ownership, contributing to efforts to
reduce car dependency and encouraging transportation alternatives.


Parking and Curb Management
Burlington's parking system—including the on-street and off-street parking supply, parking regulations, and
the City’s parking management practices—has a major impact on how people choose to travel into, out, of,
and within the City. When parking is cheap and plentiful, it can be difficult to incentivize people to choose
other driving modes. Pricing parking so that it accurately reflects demand and recoups parking operations
and management costs is a critical step towards balancing transportation choices. Parking revenue from on-
street meters, off-street priced parking, and permit programs can be an important funding mechanism for
TDM programs and citywide transportation options.

On- and Off-Street Parking Supply

Burlington's public parking supply includes a range of on- and off-street spaces that are managed and
regulated using a variety of tools such as time limits, hourly pricing, and permits. Priced parking in both on-
and off-street spaces is implemented using a combination of physical “smart” meters as well as app-based
payment systems through the ParkMobile smartphone application.

Parking rates are set in the Municipal Code and vary by location and time of year, with hourly rates in most
on-street spaces and surface lots starting at $1.00 per hour. In publicly owned downtown garages, hourly
rates increase for longer stays up to a daily maximum of $12.00 - $14.00. Monthly permits are available for
$84 - $120 per month. Parking revenue supports parking operations and capital costs.

In recent years, downtown stakeholders and members of the public have highlighted concerns about public
safety at or near downtown parking garages, including the Downtown Garage and the Marketplace Garage.
As a result, City staff and stakeholders have observed increase demand for on-street parking.

Downtown Parking Study (2023)

In 2023, the City completed a parking study focusing on the core downtown area. As part of the study, the
City collected data including parking supply inventory, parking occupancy at different times of the day and
days of the week, and parking turnover/duration of stay in several high-demand locations. The study found




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that even at peak times, there are hundreds of empty spaces in the downtown area. Recommendations from
the study included:

  Continuing to advance shared parking policies and programs
  Invest in management strategies and technology to use existing parking supply more effectively
  Expanding TDM programs to maintain a balanced transportation system

Figure 8 Downtown Study Area Parking Utilization, Weekday vs. Weekend
Source: 2023 Downtown Parking Study




Hill Institution Parking Management

Champlain College, the University of Vermont, and the University of Vermont Medical Center are required
by Burlington’s development ordinance to participate in a cooperative agreement for managing parking and
transportation needs. This agreement, known as the Joint Institutional Parking Management Plan (JIPMP), is
prepared and submitted every five years with updates submitted annually. The JIPMP documents the
parking supply, projected parking demand, and planned parking management approach for the three Hill
institutions. CATMA typically provides support to prepare each iteration of the JIPMP and annual updates.

In addition to parking management strategies, the latest iteration of the JIPMP, approved for 2023 – 2028,
highlights the important role that TDM plays in addressing and managing parking demand for the Hill
institutions, including:

  Bike Share discounts
  Bike/Walk rewards programs
  Carpool and vanpool services
  CarShare Vermont campus programs
  The “Commuter Champion” rewards program
  Education and marketing efforts


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  The Guaranteed Ride Home program
  Off-site parking, served by institutional parking shuttles
  Transit discount programs



Figure 9 Estimated Hill Institution Parking Supply and Demand, 2028
Source: 2023-2028 Joint Institutional Parking Management Plan




TDM Regulations, Implementation,
and Funding
Burlington Comprehensive Development Ordinance
The City of Burlington Comprehensive Development Ordinance (CDO) serves as the primary framework for
TDM regulations within the City. The TDM requirements in the ordinance, defined in Chapter 8.1.16, apply
exclusively to new developments and projects, and vary based on project size and affordability (Figure 10).
Depending on the project type, TDM programs must include a combination of:

 1. Outreach and Education, including the designation of a TDM coordinator
 2. At least two out of five TDM programs:
 − Membership in a TMA
 − Provide GMT transit passes at a 50% discount
 − Provide free car share membership
 − Provide free bike share membership
 − Provide shuttle service, implement a guaranteed ride home, or otherwise provide rides to a
 nearby transit center
 3. TDM-supportive parking management strategies
 4. A signed letter of TDM commitment


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Figure 10 Burlington TDM Requirements by Project Type
Source: City of Burlington Comprehensive Development Ordinance, Chapter 8.1




State and Regional Regulations
Although there are no state or regional TDM requirements in place, the Vermont Transportation Authority
(VTrans) maintains guidance for implementing local TDM programs. In addition to identifying recommended
measures and policy frameworks, the guidance document includes a detailed table of recommend trip
reduction allowances that may be granted as part of local transportation impact analyses as well as
recommended approaches for monitoring and enforcing TDM programs.


Chittenden Area Transportation Management Association
(CATMA)
CATMA is a membership-based 501(c)(3) non-profit organization focused on implementing TDM programs
throughout Chittenden County. Services and functions implemented by CATMA include:

  Managing and submitting regular updates to the JIPMP
  Managing contracts with mobility service providers, including Bird bike share
  Conducting periodic TDM and transportation-related surveys and data collection efforts
  Implementing TDM programs including the Guaranteed Ride Home program (GRH), the Go Green
 rewards program, the Bike Walk rewards program, carpool ride matching services, and a variety of
 multimodal discount programs for CATMA members




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Local, Regional, and State Funding for TDM
Today, dedicated funding sources for TDM programs in Burlington are limited. Local sources include general
fund allocations and certain parking revenues. Regional sources include CATMA member dues and CCRPC
funding, which can support TDM and transportation planning but cannot be used to fund TDM programs or
capital investments. Beyond funding support for GMT and for general statewide transportation
infrastructure, state-level TDM funding is limited to vanpool incentives provided through Go!Vermont.

Figure 11 State, Regional, and Local Funding Sources for TDM
 State Sources Regional Sources Local Sources

 Go!Vermont (VTrans) CCRPC Parking Revenue
  State provides funding ($700  MPO provides competitive  Garages/lots, meters, tickets,
 per month) toward vanpooling funding/grants for planning, RPP permit fees
  No other TDM funding education, marketing  70% of parking fees collected
 currently available  Cannot fund programs through Parkmobile
  Provide grant application  Revenue used for capital
 assistance costs/debt servicing,
 CATMA management, and enforcement
  Membership dues Other
  General fund contributions




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Chapter 2: Engagement
The Burlington City Council has declared that a climate emergency exists which threatens Burlington’s
community and human health and safety, biodiversity, and common environment. Emissions in Vermont
have risen since 1990, with the largest increases coming from the transportation sector, which also accounts
for the largest share of greenhouse gas emissions in both the City and State. This climate emergency
declaration calls for the reduction of vehicle miles traveled (VMT) through transportation demand
management (TDM). The City additionally recognizes that TDM programs improve equity for the Burlington
workforce by providing financial and other benefits for Burlington residents and workers who do not own
automobiles – a population that is disproportionately low-income, Black, Indigenous, and people of color.


Background
In 2020, the City revised minimum on-site parking standards in its zoning ordinance to implement a number
of policy best practices to support housing creation and transportation options. These zoning changes
created the Multimodal Mixed Use Parking district, requiring no minimum on-site parking and establishing
lower maximum parking thresholds than other parking districts in the city. Additionally, the zoning changes
established new TDM requirements for developments within this parking district and over a certain size;
these strategies built on the city’s existing requirements for on-site bike parking and for parking
management plans by the major academic and medical institutions.

In 2022, the Burlington City Council is considering expanding upon these policies by eliminating minimum
on-site parking requirements citywide, relying instead on its maximum parking limits, and expanding TDM
requirements to new developments of a certain size in all parking districts. Separately, the City is currently
working with the Chittenden County Regional Planning Commission to complete a transportation impact
fee study to update the city’s existing impact fee system, including exploring the possibility of a multi-modal
impact fee. The parking standard amendment to the Comprehensive Development Ordinance will be
reviewed and adopted or rejected by late October, 2023.

Some of the largest institutions and employers in Burlington, such as the University of Vermont, have
extensive TDM programs that include charging for parking and offering incentives to support other modes
of transportation to and from those institutions. The Chittenden Area Transportation Management
Association (CATMA) was created in 1992 to assist these agencies to share resources and jointly plan,
develop and manage transportation systems and programs. CATMA has since evolved to serve as a non-
profit, member-based transportation management association serving Chittenden County, VT. In 2014, the
City commissioned a consultant with CATMA to study and propose a City Employee TDM Action Plan. This
plan was released in October 2015 to reduce congestion, emissions, downtown parking demand, and
encourage healthy choices by City staff through recommendations covering the short term (3 years or less)
and long term (4 years or more), as well as ongoing capital and administrative improvements. Many
strategies identified in this 2015 plan have not yet been implemented.



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Through a collaboration between the City and the Burlington Business Association, further research and
analysis was completed in 2017 to inform a pilot and intended implementation plan for a suite of TDM
services for other downtown Burlington employers and employees. Many employers in Burlington have no
TDM policies or strategies in place, and by implementing such policies and strategies, those employers
could facilitate the use of more sustainable modes of transportation among those travelling to and from
their physical location. This collaboration anticipated that a primary mechanism for developing and funding
a downtown TDM program would have been through the creation of a Downtown Improvement District.
The creation of a DID, however, was rejected by the Burlington voters in 2019.


Engagement Goals + Strategies
Goals:
 1. Engagement should build strong relationships between the City, Nelson\Nygaard, and the broadest
 possible cohort of stakeholders.
 2. Engagement should be conducted using accessible, equitable and appropriate language and tools,
 according to each task’s specific audience
 3. Engagement should uncover and identify what matters most to Burlington’s people and businesses.

This public input summary documents feedback gathered through the following approaches:


Engagement Strategy 1: Visual Preference Boards
Visual preference boards were used to provide education and gauge preferences related to TDM tools and
strategies. Between June and August of 2023, City of Burlington staff tabled at five established community
events across the city’s neighborhoods, engaging with approximately 105 households.

  Juneteenth
  Farmers Market (2)
  Beach Bites
  VPOP World Car Free Day




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Figure 12 Event-Based Engagement Materials for the Transportation Options Study




Engagement Strategy 2: Surveying
CATMA performs a yearly Transportation Survey each fall to 16 organizations, typically receiving over 2,000
responses each year. The purpose of this survey is to better understand employee travel behavior and
evaluate trends and improvements to sustain transportation options, services, and resources from CATMA
members. Additionally, the City of Burlington released a survey that was open to City of Burlington
residents as well as CATMA members who are not otherwise surveyed annually by CATMA. This survey
asked questions similar to those in the CATMA survey, and was intended to supplement the responses from
CATMA organizations.


Engagement Strategy 3: Stakeholder Interviews
City staff and Nelson\Nygaard conducted small group stakeholder interviews to collect feedback on current
parking and TDM requirements, perspectives on parking and TDM more generally, and the broader mobility
needs of residents and commuters.

From August to October 2023, City Staff conducted 24 interviews representing the following stakeholder
group types:




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 Stakeholder Group Organization or Agency

 Underserved Community  Green Mountain Transit
 Advocates +  City of Burlington Aging Council
 Representatives
  AARP
  AALV
  Walk to Shop

 Local Mobility Providers  BTV Public Works Traffic Team
 + Departments  BTV Public Works Leadership Team
  CCRPC Staff
  CarShare Vermont
  Green Mountain Transit (GMT)

 Housing Developers  Farrell Properties
  Champlain Housing Trust
  Cathedral Square

 Employers  University of Vermont
 UVM Medical Campus
  Champlain College
  Rhino Foods

 Cyclist & Pedestrian  Vermonters for People Oriented Places
 Advocacy  Local Motion
  Burlington Walk\Bike Council




Engagement Strategy 4: Working Group
The working group is made up of key members of Burlington’s existing TDM Ecosystem. In addition to
providing feedback through the stakeholder interview process, members worked with city staff to
coordinate additional interviews with partners.

The working group consists of the following members:

  Ann Bourdon, CarShare Vermont
  Will Clavelle, City of Burlington Business and Workforce Development
  Chris Damiani, Green Mountain Transit
  Bryan Davis, CCRPC



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  Jen Green, Burlington Electric Department
  Scott Gustin, City of Burlington Department of Permitting and Inspections
  Katie Martin, CATMA
  Jonathon Weber, Local Motion


Key Findings
Survey Data: Travel Behavior
Commuting to work: When asked about the primary mode of commuting to work, the majority of
respondents in both surveys indicated that they drive alone in a car, truck, van, or SUV. Other popular
modes of transportation included walking, taking public transportation, or cycling. When asked what modes
they would be likely to use to travel to work if driving was not an option, respondents indicated that they
would prefer to either get dropped off by a friend or family member, carpool or vanpool, or utilize the public
bus. When asked what factors were most important when choosing how they got to work, the top responses
were travel time, convenience, environmental impact, cost, and ease of use (19%).

Other travel needs: When asked how respondents travel to shops like grocery stores and pharmacies, the
45% of respondents indicated that they drive alone, followed by walking (23%). Factors for deciding
transportation modes unrelated to commuting into work were travel time, environmental impacts, and
convenience. When asked what modes they would take if they could not drive alone, respondents indicated
that they would walk, utilize the public bus, or bicycle.

Preferred TDM Strategies: City of Burlington staff used both the supplemental survey as well as visual
preference boards to provide education about what Transportation Demand Management was as well as
what strategies can be utilized. Out of eight TDM options, the most popular strategy that respondents
wanted to see were free or discounted bike passes, Car Share memberships, and improved infrastructure
around the city.




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Figure 13 Community Support for TDM Tools and Strategies
Number of community responses indicating support for various TDM tools and strategies (City survey, 2023)




Stakeholder Interview Themes
Following each stakeholder interview, Office of City Planning staff used qualitative data analysis methods to
derive common themes. Sixteen themes were found and can be viewed in the attached table, with
descriptions of the nine most commonly occurring themes below.

 1. Stakeholders indicated that TDM should focus on inclusivity and serving underrepresented
 populations, while also acknowledging that the same populations have the highest need for cars.
 Specific affordable housing developments are home to residents that struggle to adapt to the car-
 free or car-lite requirements in place and are reluctant to let go of the vehicles that once provided
 security and temporary housing. Additionally, some historically underserved communities view
 owning a car as a milestone achievement or success indicator.
 Burlington’s housing crisis remains an underlying theme across nearly every stakeholder interview,
 with some of the biggest concerns for underrepresented groups being access to affordable
 grocery stores, jobs, medical care, and other important services. As housing costs closest to
 Burlington’s downtown and transportation hubs continue to rise, affordable housing is increasingly
 far away from jobs and essential services, resulting in a reliance on cars as a primary mode of
 transportation.
 Burlington’s existing public transportation network struggles to meet the needs of the city’s
 aging population. The limited resources for older adults to age in their own community results in



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 many Vermonters living in long term care facilities. Older adults in these situations without a
 vehicle often solely depend on services like SSTA or want to travel to destinations that are not on a
 bus route. Long-term care facilities, as well as other or organizations providing older adults
 essential services, must rely heavily on internal volunteerism from staff and residents. The mobility
 limitations faced by older adults exacerbate existing frustrations with one’s own health, and can
 lead to social isolation. Stakeholders hope that TDM could help the city’s aging population move
 beyond viewing a car as the key to independence.
 2. There is a negative perception of alternative transportation. Advocates and residents shared
 that services and infrastructure related to alternative transportation modes (such as sidewalks,
 busses, and bike lanes) see less investment that car-centered amenities. Stakeholders expressed
 that they felt like they were “second class users” when sharing roadways with cars or waiting for the
 bus. This perception of status, in addition to other user experience frustrations, will cause people to
 turn away from or not consider using public transportation.
 3. Stakeholders call for an improved multi-modal network that expands micro-transit options,
 improves walkability, and incorporates considerations for infrastructure maintenance. While
 Burlington’s neighborhoods and commercial districts typically include sidewalks, lack of
 maintenance is a primary concern. Regarding bicycle infrastructure, separated facilities and an
 interest in incorporating e-bikes into a first/last-mile network are highlighted. While transit riders
 fairly consistently remark on their satisfaction with the service, a large portion of those surveyed do
 not use transit, suggesting a need for increased transit funding and planning, both within Burlington
 and the surrounding Chittenden County and state networks.
 − E-Bike challenges
 − GMT’s current limitations
 − Regulatory Challenges
 4. Safety is a major concern across all stakeholder interviews, and is a major reason as to why
 Burlington residents choose to drive. These concerns related to safety are echoed by AARP’s 2022
 Livability Survey, which found that the perception of lack of safety in the city to be a top concern of
 residents. However, GMT stated that that though there are common safety issues, the busses are
 not less safe. Employers across the city express that their employees feel unsafe or uncomfortable
 biking or walking to a destination, citing speeding vehicles and the lack of police presence along
 their routes as causes for concern.
 5. Successful TDM emphasizes the need for bike infrastructure, maintenance, and education.
 Secure and sheltered bike parking, mobile repair units, protected bike lanes and facilities are all
 frequently cited by stakeholders and the public. Bike theft, a subset of a growing perception that
 public safety in Burlington is inadequate, has gotten worse in the last two years; it is clear that
 secure bicycle parking facilities, particularly for residents of multi-family residences and those who
 commute and/or travel by bicycle to non-work destinations are needed.




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 6. There are concerns related to the return of GMT’s bus fares. GMT is faced with cutting back
 service or bringing back fare revenue, noting that the fare-free system is not currently sustainable.
 The new GMT fare structure will provide discounts to residents [6-16, over 60 and with disabilities
 and/or medicare]. The proposed fare will reduce the LINK (?) fare but will increase all other fares by
 $0.50 with monthly fares capped at $50 and daily fares capped at $4. Many organizations and
 residents advocated for GMT to remain fare-free, citing that many downtown residents or staff in
 downtown areas don’t have cars and rely on the bus.
 7. Outside of GMT, Burlington’s public transportation/mobility network is costly for users. When
 GMT service is not available, non-driving, vulnerable residents turn to Special Services
 Transportation Agency (SSTA) and ride-sharing services like Uber and Lyft. SSTAis a vital link, if
 inadequate, and ridesharing is an expensive service that capitalizes on underfunding of public
 mobility infrastructure and services, ultimately leading to the high cost of moving around for many
 in Burlington. Looking forward, stakeholders and the public recognize the need for a more
 sustainable funding model for all mobility modes.
 8. There is a need for regional connectivity. Burlington is the most populous city in Vermont’s
 primary metropolitan region. Daily, there are significant movements of Burlington residents to
 points outside the city for work and play. The reverse is true as well, with Burlington as the region’s
 and state’s most important employment, commercial and tourism center. However, aside from
 limited inter-city public and private bus service, regional connectivity is a story of driving in low-
 occupancy vehicles. Stakeholders and the public alike cite regional connectivity as a major topic and
 impediment to managing transportation demand in Burlington.
 9. Employees and employers face transportation-related challenges. From large, well-endowed
 institutions like UVM, UVMMC and Champlain College to white-collar and blue-collar employers,
 getting to work is often a story of massive parking demand; long, inconvenient commutes, and
 wasted time. Continued work to refine the institutional Joint Institutional Parking Management
 Plan to focus more holistically on TDM is an area to explore. For low-wage workers, micro-transit,
 public safety and improved infrastructure would be positive, life-changing developments.




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Chapter 3: Recommendations
and TDM Strategy Toolkit
Expanding transportation options in Burlington cannot be achieved by any single solution alone—it will
require a coordinated and holistic package of near- and long-term TDM strategies. The TDM action plan
includes a comprehensive toolkit of 22 TDM recommendations that are intended to be complementary and
mutually-supportive. The strategies are organized into four general categories:

 Transportation Regulations TDM Management Neighborhood TDM
 Options and Plans and Funding Strategies




 T R M N
 Strategies to add, modify, New or updated Strategies to expand Neighborhood-level TDM
 or expand transportation regulations and plans to TDM funding and programs, tactics, and
 services and programs better support TDM management capacity services


How to use the strategy toolkit
The strategy Toolkit summarizes each strategy recommendation and identifies key action steps for
implementation. Each strategy “cut sheet” includes:

  A brief description of the strategy
  The strategy applicability (citywide or neighborhood)
  A planning-level indication of relative strategy cost (based on a scale from $ to $$$$)
  A summary of key benefits for Burlington that the strategy would help achieve
  Recommended action steps for implementing each strategy, including near-term and long-term
 actions (where applicable) and key partnerships/collaborators
  For some strategies, best practice spotlights that demonstrate how similar strategies have been
 successfully implemented elsewhere and what might be learned from those examples




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Summary of Toolkit Recommendations
 = key strategy
Table 2 Summary of TDM Strategy Recommendations
  ID Strategy Recommendation Citywide Neighborhood Relative Cost Timeframe

  T Transportation Options

 T.1 Work with CarShare Vermont to expand carshare services and supporting programs. $$$$ Near term

 Near &
 T.2 Work with CATMA to expand the Guaranteed Ride Home (GRH) program. $$$$ medium term

 T.3 Work with Go! Vermont to expand the ride matching/carpool program. $$$$ Near term

 Work with Green Mountain Transit to expand transit service, including piloting on-demand Near, medium,
 T.4
 microtransit services in parts of Burlington that are not well-served by fixed route transit. $$$$ & long term
 Create shared stop guidelines and a unified shuttle program that combines and coordinates services Medium &
 T.5
 offered by hill institutions, Green Mountain Transit, and others. $$$$ long term
 Update the City of Burlington employee parking benefits program to incentivize sustainable
 T.6
 commuting options. $$$$ Near term

 Near &
 T.7 Implement a sustainable travel choice information, education, and marketing program. $$$$ medium term
  R Regulations and Plans
 Update and expand Burlington’s TDM requirements. Adopt a point-based requirement structure that Near &
 R.1
 includes additional TDM measures and provides flexibility for developers. $$$$ medium term
 Adopt a Commute Trip Reduction (CTR) ordinance that requires larger employers to implement TDM Near &
 R.2
 programs. $$$$ medium term
 Near &
 R.3 Adopt neighborhood-based TDM plans using the neighborhood TDM framework. $$$$ medium term
 Medium &
 R.4 Adopt a framework for creating parking benefit districts (PBDs) in Burlington. $$$$ long term

 R.5 Update the Residential Parking Permit (RPP) program. $$$$ Medium term



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  ID Strategy Recommendation Citywide Neighborhood Relative Cost Timeframe
 Medium &
 R.6 Develop and implement a downtown public realm safety plan. $$$$ long term

  M TDM Management and Funding
 Near &
 M.1 Hire or designate a TDM Program Manager/Coordinator. $$$$ medium term
 Expand funding sources for TDM programming, including parking revenue, transportation impact Near, medium
 M.2
 fees, and state/federal grant opportunities. $$$$ & long term
 Formalize and expand Burlington’s partnership with CATMA to strengthen coordination and create Near &
 M.3
 opportunities for sharing resources. $$$$ medium term
 Expand public advisory roles for non-driving transportation issues, needs, and priorities by
 M.4
 expanding the Walk|Bike Council or establishing a transit riders council. $$$$ Near term

  N Neighborhood TDM Strategies

 Near &
 N.1 Establish a public bicycle/electric bicycle lending library. $$$$ medium term
 Establish community mobility hubs that combine mobility information and services in centralized
 N.2
 locations. Partner with community organizations to create a neighborhood delivery program. $$$$ Medium term

 Expand “walk-to-shop” programs that provide shopping trolleys and wagons, and create
 N.3
 neighborhood trolley libraries. $$$$ Near term

 Implement a “bus buddies” program that matches newly-arrived Burlingtonians with volunteers who
 N.4
 accompany them on trips to/from work and appointments and teach them how to get around. $$$$ Near term

 Pilot a neighborhood transportation wallet program that offers a flexible package of transportation
 N.5
 discounts and credits. $$$$ Long term




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 T. TRANSPORTATION R. REGULATIONS AND M. MANAGEMENT AND N. NEIGHBORHOOD
 OPTIONS PLANS FUNDING TDM STRATEGIES




T.1 | Work with CarShare Vermont to Expand
Carshare Services and Supporting Programs
Strategy Overview
 STRATEGY AT A GLANCE
CarShare Vermont operates an extensive network of shared
vehicles in Burlington, South Burlington, and Winooski. CITYWIDE:
Burlington should work with CarShare Vermont to expand
 NEIGHBORHOOD:
the service by adding more vehicles and carshare parking
spaces, which would help broaden the impact of the service and RELATIVE COST: $$$$
address a wider range of mobility needs. Additional marketing
and education efforts (see strategy T.11) would help more TIMEFRAME: Near term
residents participate in the program.

Streamlining the permitting process for creating designated carshare parking spaces and adding
requirements for shared vehicle spaces in new developments would help ensure that carshare spaces can be
located close to key destinations and trip generators.

Benefits for Burlington
  Carshare helps meet transportation needs for households who have limited or no vehicle access.
 Currently, CarShare Vermont estimates that 90% of users are zero-car households.
  Carshare helps reduce the amount of parking needed throughout the City. Studies suggest that
 each carshare vehicle added can result in up to 15 fewer cars on the road. 1 0F




  Adding more vehicles and locations would expand access and would address a wider range of trip
 types and destinations for people who already have access to the service.

Recommended Action Steps
 1. Work with CarShare Vermont to identify specific areas and demographic groups where there is
 unmet demand or opportunities for car sharing. Design and implement targeted outreach and
 education efforts that teach community members how to use carshare. Include translated materials
 into multiple languages. Partner with community-based organizations to distribute materials.
 2. Streamline the permitting processes for allocating carshare spaces. Review current processes
 and procedures and, if feasible, grant the Department of Public Works director authority to
 designate carshare spaces as needed.




1
 NYC DOT Begins Major Expansion of On-Street Carshare After Successful Pilot



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 3. Integrate carshare space planning into all neighborhood planning processes. Consider
 demand, community support, location opportunities, and CarShare Vermont operational capacity.
 4. Update the City’s development code to include requirements for shared spaces that can be
 used for carshare. For each project that provides 20 or more off-street parking spaces, require that
 at least 1 out of every 20 spaces (rounded up) is reserved for carshare vehicles or carpool users.
 Allow developers to contribute funding to implement an equal number of off-site carshare spaces in
 the project vicinity (within ¼ mile) as an alternative to reserving on-site carshare parking.
 5. As funding becomes available, provide additional operating funds for CarShare Vermont.
 Identify and allocate local funding sources that can support expanded operations and fleet growth.

Figure 14 CarShare Vermont service area and vehicles
CarShare Vermont operates a diverse fleet of shared vehicles in and around Burlington.




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T.2 | Work with CATMA to Expand the
Guaranteed Ride Home (GRH) Program
Strategy Overview
 STRATEGY AT A GLANCE
A Guaranteed Ride Home (GRH) program provides support for
non-driving commuters by offering reimbursement for CITYWIDE:
unplanned taxi or rideshare rides resulting from unexpected
 NEIGHBORHOOD:
circumstances, such a health emergency, overtime at work, or
disruption to regular transportation options. Currently, CATMA RELATIVE COST: $$$$
operates a GRH program that is available for employees of
member businesses and institutions. Burlington should partner Near &
 TIMEFRAME:
with CATMA to expand the GRH program beyond CATMA medium term

members to include anyone who lives and/or works in Burlington.

Benefits for Burlington
  Expanding the GRH program beyond CATMA members would extend the same benefits of GRH to
 more people who live and work in Burlington and rely on non-driving travel modes.
  By reducing the risk of becoming “stranded” or stuck without a ride, an expanded GRH program in
 Burlington would make non-driving travel modes more reliable and flexible, especially for caregivers
 and people with commutes that occur during times when reliable alternatives are limited (such as
 early in the morning, late in the evening, or on the weekend).

Recommended Action steps
 1. Establish a program structure and define equitable eligibility criteria for participants. Define
 annual limits on number of rides or reimbursement value, qualifying travel modes, and
 circumstances warranting reimbursement. As budget allows, allow broad-based participation and
 flexible qualifications to maximize program impact. Apply higher limits on annual reimbursement
 for qualifying low-income individuals, who are less likely to have alternative travel options available
 and more likely to be constrained by the cost of a taxi ride home (Table 3).
 2. Draft an annual program budget and secure funding. Allocate dedicated funding resources to
 support the program's operational costs and reimbursement payouts, including parking revenue.
 Coordinate with local taxi services and ride-sharing companies (Lyft, Uber) to identify potential
 opportunities for discounts for GRH reimbursements.
 3. Implement a user-friendly registration system. Include a web-based registration and
 reimbursement management platform that integrates with other City permitting and parking
 management systems to streamline program management and administration.




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 4. Develop and distribute marketing and education materials. Partner with CATMA and local
 community-based organizations to raise awareness and encourage participation. Coordinate with
 major employers to register participants. Include program information in citywide education,
 information, and marketing materials (see Strategy T.7).



Table 3 Conceptual recommendations for an expanded GRH program
 GRH Program Component Recommendations
 Qualifying participants To qualify for program participation, applicants must:
  Use a non-driving commute mode at least twice per week (transit, carpool/vanpool,
 walking, biking)
  Live and/or work in Burlington
 Annual reimbursement limit  Standard limit: Reimbursement for up to 3 rides per year
  Affordable limit: Reimbursement for up to 6 rides per year for participants who
 qualify as low-income
  No dollar value cap
 Qualifying circumstances As currently defined by CATMA, allow reimbursement for the following circumstances:
  Unplanned overtime at work
  Medical care (personal or family member)
  Transit service disruption
  Carpool unavailable
  Extreme weather event (rain, snow)
 Qualifying travel mode for  Taxi services
 ride home  Ride-sharing services (Lyft, Uber)
 Program hours/span of  Do not limit reimbursable trips by time of day, to maximize benefit for shift workers
 service and people who do not work 9-5 weekday jobs.




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T.3 | Work with Go! Vermont to Expand the
Ride Matching/Carpool Program
Strategy Overview
 STRATEGY AT A GLANCE
A carpool or ride matching program helps connect people to
share rides who have similar commutes to work or school. Some CITYWIDE:
ride matching programs use a web- or app-based service that
 NEIGHBORHOOD:
allows participants to find compatible commute partners based
on trip origin/destination and schedule. Some programs also RELATIVE COST: $$$$
provide mileage-based reimbursement or other subsidies to
incentivize program participation. TIMEFRAME: Near term

Currently, Vermont residents have access to a carpool and ride matching program for work and school trips
through Go! Vermont’s trip planner. Burlington should expand participation in Go! Vermont’s ride
matching program by identifying participation gaps, implementing targeted marketing and education
efforts, and contributing funding for additional rewards and incentives.

Benefits for Burlington
  Carpooling and ride sharing expands transportation options for people who live or work in places
 that are not served by transit or who have commute schedules outside the typical service hours,
 such as people who work late night shifts at Burlington’s medical centers or shift workers at large
 manufacturing facilities in Burlington and neighboring communities.
  Carpooling and ride sharing also creates opportunities to strengthen community connections,
 especially for new residents to the region who do not yet have extensive networks of support.

Recommended Action steps
 1. Coordinate with Go! Vermont to evaluate gaps in participation. Develop targeted
 messaging/awareness strategies, including educational resources and tools or materials that
 address language barriers for non-English speaking participants.
 2. Meet with local employers, schools, and community-based organizations to increase awareness
 of the program, recruit participants, and create more opportunities for commute matches.




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Figure 15 Go! Vermont’s Ride Matching and Carpooling Platform




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T.4 | Work with GMT to Expand Transit
Service and Pilot Microtransit Service
Strategy Overview
 STRATEGY AT A GLANCE
Transit service can provide one of the most reliable, accessible,
and affordable alternatives to driving alone, and there are many CITYWIDE:
ways for TDM strategies to support and incentivize transit.
 NEIGHBORHOOD:
Marketing and promotional campaigns, educational and trip
planning initiatives, fare subsidies, and bus stop amenities can RELATIVE COST: $$$$
all make it easier for potential riders to choose transit. However,
the benefits of transit-supportive TDM are limited in places Near, medium,
 TIMEFRAME:
where transit service itself is unavailable or the routes and & long term
schedule don’t align with the needs of potential riders.

In the near term, Burlington should collaborate with GMT to identify opportunities for the City to help
address marketing, promotional, and communication needs while GMT remains focused on maintaining
core service levels and addressing projected funding shortfalls.

In the medium and long term, work with GMT to assess gaps in local transit options and identify
opportunities to add or modify fixed-route bus service to better serve local demand. In parts of
Burlington where fixed route service is not viable, implement a microtransit service pilot to test the
potential for on-demand service to help fill gaps. Alongside new investments in transit service, Burlington
should continue to implement and expand transit-supportive TDM initiatives.

Opportunities to improve transit in Burlington include:

  Improving transit information and wayfinding. While GMT provides real-time bus routes and
 locations on the agency’s website, they do not maintain a system map that simultaneously shows all
 bus routes available in Burlington. On-street wayfinding, including signs at and near bus stops, are
 limited. Community members report that navigating the transit system can be challenging for
 people who do not speak English. Burlington should help address these challenges with marketing,
 educational, and informational support. See related strategies T.7 (travel choice information,
 education, and marketing campaign) and N.5 (“Bus Buddies” program).
  Providing subsidies for riding transit. During the COVID-19 pandemic, GMT suspended fare
 collection on all services. The agency is in the process of re-launching fare collection with an
 updated fare structure and improved collection technology. After fare collection resumes,
 Burlington should continue to encourage/require new TDM plans to include transit fare discounts
 and subsidies as a priority strategy.
  Improving bus stop amenities. While some GMT bus stops in Burlington have a variety of useful
 amenities including bus shelters, seating, and information, others are very “bare bones” with



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 nothing more than a small sign indicating the stop location. Burlington should adopt bus stop
 design standards that set the minimum level of amenities that should be provided at all stops within
 the City. Improvements should be implemented as funding allows, and may be implemented as part
 of neighborhood-level planning processes.


Benefits for Burlington
  Improved transit service that is supported with complementary TDM strategies can provide a
 reliable, accessible travel option that is available year-round.
  Transit-supportive TDM strategies can make using transit easier, safer, and more comfortable, both
 for people who already use transit and for potential new riders.

Recommended Action steps
In the near term:
 1. Develop and adopt bus stop design standards for Burlington.
 − In collaboration with community members and GMT, identify critical amenities that should be
 provided bus stops in Burlington.
 − Draft and adopt a policy document that identifies (a) minimum priority amenities to be
 provided at all stops, and (b) optional amenities to be provided depending on local conditions
 and available curbside space.
 − Conduct an inventory of existing stops to identify which locations do not meet minimum
 standards. Begin prioritizing investments in stop improvements at locations based on
 community goals, which may include: stops with highest ridership, stops where current
 design/configuration creates safety concerns, stops with a high number of transfers.
 2. In partnership with GMT, launch a marketing and information campaign to support transit.
 Work with GMT to develop and distribute a system map that shows all transit routes and services
 available in Burlington. Ensure that the map and other key service information materials are
 available in all languages spoken in Burlington. Coordinate with Strategy T.7 (sustainable travel
 choice information, education, and marketing campaign) and Strategy N.5 (“Bus Buddies” program).
In the medium and long term:
 3. If microtransit service is identified as a priority service, implement a microtransit pilot program
 that builds on lessons learned through the implementation of GMTs MyRide microtransit service in
 Montpelier. With community input, identify performance metrics to evaluate the pilot.
 4. As funding allows, allocate additional local funding to support expanded GMT service. 2 1F




2
 In FY-2024, Burlington contributed $1.8 million from the City’s general fund to support GMT services.



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T.5 | Create Shared Stop Guidelines and a
Unified Shuttle Program
Strategy Overview
 STRATEGY AT A GLANCE
Today, there are a variety of shuttle services operating in
Burlington that connect institutional campuses with off-site CITYWIDE:
parking locations and other destinations. These services are not
 NEIGHBORHOOD:
available to the general public.

In the near term, Burlington should formalize a framework for RELATIVE COST: $$$$
private shuttles to share transit stops and curbside loading Medium &
space for transit. In the long term, Burlington should partner TIMEFRAME:
 long term
with institutions and shuttle operators to unify these shuttle
programs under a shared brand with a coordinated service plan.

Benefits for Burlington
  A shared stop policy would ensure that private shuttle operations are coordinated seamlessly with
 Green Mountain Transit services.
  A unified shuttle program that allows access for the general public would make it easier for more
 people who live, work, and visit Burlington to get to multiple destinations in and around central
 Burlington without driving and re-parking.

Recommended Action steps
In the medium term:
 1. Develop and adopt a shared stop policy.
 − In partnership with GMT and private shuttle operators, draft operational guidelines that ensure
 shared stop use does not negatively impact service delivery for GMT buses or shuttles.
 − Identify goals and performance metrics for evaluating ongoing operations and stop sharing.
In the long term:
 2. Create public access to privately-operated shuttles. Working with UVM, the UVM medical
 center, Champlain College, and other institutions who provide shuttle services to enable access for
 members of the general public.
 3. Develop a unified branding identity for shuttle service, including the vehicles themselves as well
 as marketing and informational materials for the services.




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 BEST PRACTICE SPOTLIGHT:
 SEATTLE, WA
 In 2017, the City of Seattle began a pilot program to evaluate the potential for shared use of 10 transit
 stops throughout Seattle. The stops were shared by buses operated by King County Metro buses and
 privately-operated employer shuttles serving Microsoft and Seattle Children’s Hospital. The pilot
 identify three goals for the program: Increasing safety for all road users, maximizing ridership on
 transit and shuttles, and limiting the amount of curbside space needed to serve transit and shuttle
 operations.

 After completing the pilot in 2018, the City used the findings to develop and launch a citywide
 employer shuttle program in May 2024. The program includes operational guidelines for private
 shuttles, data sharing requirements, and a shuttle permitting structure that charges shuttle operators
 an annual fee of $632 for shared use of transit stops.

 Figure 16 Map of Eligible Transit Stops for Shared Use
 Source: Seattle Department of Transportation




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T.6 | Update the City of Burlington Employee
Parking Benefits Program to Incentivize
Sustainable Commuting Options
Strategy Overview
 STRATEGY AT A GLANCE
The City of Burlington itself is one of the largest employers in
the central part of the City. As the City continues to strive for a CITYWIDE:
more balanced, TDM-supported transportation system across
 NEIGHBORHOOD:
the City, the commuting benefits offered to City employes
should reflect the same priorities. Continuing to build on RELATIVE COST: $$$$
recommendations from the 2015 TDM action plan, Burlington
should assess current employee parking and transportation TIMEFRAME: Near term
benefits and update policies to incentivize sustainable commuting options.


Benefits for Burlington
  Implementing an employee parking and benefit program that reflects the City’s transportation
 goals and priorities for the community is a key opportunity for the City to lead by example.
  As one of Burlington’s largest employers, shifting employee commute choices towards sustainable
 commuting options—including transit, carpooling, biking, and walking—will help address overall
 parking demand in the City.

Recommended Action steps
 1. Review current City employee transportation benefits and parking policies, including the price
 charged for parking permits. Compare the monthly transportation cost for people who drive alone
 vs. people who carpool or use other sustainable travel modes.
 2. Update benefits to provide balanced options for employees. If needed, consider increasing
 employee parking permit prices. At a minimum, ensure that transportation benefits offered to
 people who do not drive alone have equal monetary value to those who use other modes. If not
 already available, potential new sustainable travel benefits could include:
 − Expanded bicycle benefits, including reimbursement for bicycle maintenance or purchase, up to
 a certain dollar value each year.
 − Carpool rewards and incentives, including per-mile or per-trip cash rewards. Expand efforts to
 encourage and facilitate shared rides (see Strategy T.3).




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T.7 | Implement a Sustainable Travel Choice
Information, Education, and Marketing
Program
Strategy Overview
 STRATEGY AT A GLANCE
Sustainable travel choice information, education, and marketing
programs help people learn about travel options and understand CITYWIDE:
how to use them. These programs are essential for maximizing
 NEIGHBORHOOD:
the reach and impact of investments in transportation options
and other TDM programs. Some also help create a unified RELATIVE COST: $$$$
“brand” for a range of available TDM programs and initiatives,
which helps centralize useful information for users. Near &
 TIMEFRAME:
 medium term
Benefits for Burlington
  A comprehensive information, education, and marketing program helps improve awareness of
 available transportation options and TDM benefits, which helps more people connect with
 resources that help meet their travel needs.

Recommended Action steps
In the near term:

 1. Begin coordinating with CATMA, GMT, Go! Vermont, and other local and regional partners to
 develop a unified brand for TDM programs in Burlington.
 − Inventory existing marketing programs currently implemented by partners. Identify which
 programs would benefit from incorporation into a unified brand.
 2. Launch a branded TDM website for Burlington. The website may be integrated into the City’s
 existing website, or may be stand-alone. Centralize information about existing programs on the
 website, including links to partners.

In the medium term:

 3. As part of neighborhood TDM planning processes, develop and distribute marketing materials that
 include trip planning information. Ensure materials are available in all languages spoken with target
 neighborhoods.
 4. Coordinate marketing and educational materials distribution with neighborhood Community
 Mobility Rituals programs (Strategy N.4).




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 BEST PRACTICE SPOTLIGHT:
 AUSTIN, TX
 The City of Austin’s TDM program is unified under the Get There ATX brand. The Get There ATX
 website provides a centralized location for trip planning information and TDM programs. Marketing
 materials include trip planning resources and branded goods that help raise awareness and visibility
 for the program.

 Figure 17 Get There ATX TDM program branading
 Get There ATX branding includes digital and printed marketing materials, as well as in-person event-based promotion
 efforts (Image credit: Get There ATX)




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R.1 | Update and Expand Burlington’s
TDM Requirements
Strategy Overview
 STRATEGY AT A GLANCE
In 2020, Burlington adopted TDM requirements for new
developments. They include four core required elements: CITYWIDE:
outreach and educational efforts, TDM program strategies
 NEIGHBORHOOD:
(including subsidized transit passes), parking management
requirements, and a TDM agreement that documents a RELATIVE COST: $$$$
commitment to implementing TDM requirements. While the
TDM requirements have helped the City make progress towards Near &
 TIMEFRAME:
a successful TDM environment, there are opportunities to medium term

modify and expand the requirements to better serve the City’s goals. Some of the challenges with the City’s
current TDM requirements for new developments include:

  Requirements apply only to new developments. As a result, the TDM requirements have
 produced limited benefit in parts of the City where little or no development is occurring.
  There is a limited number of TDM strategies reflected in the ordinance. In addition to current
 requirements for transit subsidies, marketing/outreach efforts, and parking management strategies,
 a comprehensive TDM program should address other sustainable travel modes. Examples may
 include: carpool incentives, carshare memberships and subsidies, shared mobility incentives, family-
 supportive TDM programs, and shuttle programs.
  There is limited flexibility. In recent years, many cities have opted for TDM requirements that use
 a points-based structure. These structures typically include some “baseline” TDM strategies that are
 required for all projects as well as a list of “optional” strategies from which developers can select a
 certain number of additional TDM measures that align with their project context and vision. The
 flexibility provided by points-based structures makes it easier for projects of different sizes and in
 different locations to fulfill TDM requirements with meaningful and effective strategies.
  There is limited guidance available to help developers fulfill requirements. Developers, who
 may have limited experience implementing TDM, report challenges in fulfilling TDM requirements
 without clear guidance and/or best practice information available. While CATMA has been a key
 resource to help some developers implement TDM, managing TDM implementation for all
 developments in Burlington is beyond CATMA’s mission and current staff capacity.

Building on successes achieved through the current TDM framework, Burlington should adopt an
expanded TDM framework and ordinance that uses a points-based system. New requirements should be
supported by public-facing user-friendly program guidelines that describe how to implement each strategy.
Updated TDM requirements should be coordinated with a Commute Trip Reduction (CTR) ordinance
(Strategy R.2).


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Benefits for Burlington
  An updated TDM ordinance that provides more flexibility for developers to customize TDM
 programs for local context will ensure that TDM benefits resonate with local transportation needs
 and conditions.
  An updated ordinance that includes an expanded list of TDM strategies will help incentivize more
 alternatives to driving alone, including carpooling, biking, and walking.
  A clear, user-friendly set of TDM program guidelines will help developers and other stakeholders
 understand how to implement TDM strategies successfully and in alignment with best practices.

Recommended Action steps
 1. Begin drafting a points-based TDM ordinance. Incorporate feedback and lessons learned to date
 from developers and stakeholders, including CATMA. Identify an expanded “menu” of TDM
 measures to be included in the expanded ordinance.
 2. After finalizing the ordinance structure, begin developing TDM program guidelines to support
 successful implementation. Guidelines should include diagrams, infographics, and other visual
 aids that help communicate requirements and best practices.




 BEST PRACTICE SPOTLIGHT:
 BOSTON, MA
 The City of Boston uses a points-based system
 for applying TDM requirements. Each
 development that is subject to the
 requirements must achieve a TDM point target
 that varies based on project size, type, and
 location. Developers can select from a long list
 of TDM strategies to achieve the required
 target. The City maintains a spreadsheet-based
 tool for developers to calculate point target
 requirements, as well as a set public-facing set
 of TDM “fact sheets” that provide additional
 information for fulfilling the requirements for
 each TDM strategy.




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R.2 | Adopt a Commute Trip Reduction
(CTR) Ordinance
Strategy Overview
 STRATEGY AT A GLANCE
A Commute Trip Reduction (CTR) program establishes
requirements for employers to implement TDM programs that CITYWIDE:
support sustainable travel modes for employees. Often, these
 NEIGHBORHOOD:
programs apply only to employers larger than a certain
minimum size (for example, 50 employees or more). CTR RELATIVE COST: $$$$
programs help engage employers in TDM implementation and
provide a mechanism for applying TDM requirements to existing Near &
 TIMEFRAME:
businesses. Burlington should draft and adopt a CTR medium term

ordinance to complement TDM requirements in the development code.

Benefits for Burlington
  A CTR ordinance extends TDM benefits beyond new developments by applying to existing
 employers. The TDM benefits achieved through a CTR ordinance would make it easier and cheaper
 for more people who work in Burlington to get to and from work without driving alone.
  Employers are uniquely well-positioned to help implement TDM effectively. They typically have
 detailed knowledge about the commuting patterns and home locations of employees, which allows
 them to tailor TDM programs to the specific needs of their employees. A CTR ordinance in
 Burlington would bring employers into the TDM process.
  Many CTR programs include a mechanism for collecting and sharing data about TDM program
 performance between employers and TDM program managers (for example, through employee
 surveys or monitoring efforts). This information helps the City and mobility service operators
 manage and fine-tune citywide TDM programs and transportation options.


Recommended Action steps
 1. Begin developing a CTR framework . Define applicability thresholds for employers based on
 number of employees. Set performance targets and/or required TDM programs. Establish an annual
 monitoring and reporting program. Consider the role of a fee structure to help fund program costs.
 See Table 4 for initial CTR framework recommendations.
 2. Draft and adopt the CTR ordinance. Coordinate the adoption of the program with an updated and
 expanded TDM ordinance (Strategy R.1) and expanded coordination with CATMA (Strategy M.3).
 3. Develop TDM program guidelines to support successful implementation. Guidelines should
 include diagrams, infographics, and other visual aids that help communicate requirements and best
 practices.


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Table 4 Conceptual recommendations for a CTR ordinance
 CTR Ordinance Component Recommendations
 Threshold for Applicability  Employers in Burlington with 20 or more full-time employees
 – Small employers: 20-49 full time employees
 – Large employers: 50+ full-time employees
 Requirements and/or Minimum required strategies (small and large employers):
 Performance Targets  Employee parking cash-out program
  Preferential carpool parking
  Ride matching support

 Additional strategies (large employers only):
  Select at least 4 other strategies included in the expanded TDM ordinance
 Monitoring and Reporting  Small and large employers: submit an annual employee trip reduction report that
 documents which TDM programs are implemented to satisfy program requirements
  Large employers only: conduct an annual employee mode share survey and include
 results in annual trip reduction report
 Program Fees  Large employers only: annual fee of $20 per employee to support program
 management
 – Fee is waived for employers who achieve 65%+ non-drive-alone mode share




 BEST PRACTICE SPOTLIGHT:
 SANTA MONICA, CA
 The City of Santa Monica requires employers with 50
 or more full-time employees to comply with commute
 trip reduction requirements under the Emission
 Reduction Program (ERP). Under the program,
 employers must implement TDM strategies, conduct
 annual travel surveys, and, depending on employer
 size, designate an on-site transportation coordinator.
 The City evaluates employer TDM performance based
 on the percentage of employees who drive to work,
 and annual per-employee transportation fees are
 reduced or waived for employers who meet or exceed
 performance targets. GoSaMo, Santa Monica’s
 Transportation Management Association (TMA), the
 City maintains a program handbook that help
 employers understand and fulfill ERP requirements.




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R.3 | Adopt Neighborhood-Based TDM Plans
Using the Neighborhood TDM Framework
Strategy Overview
 STRATEGY AT A GLANCE
Neighborhood-based TDM plans are local efforts led by the City
that engage residents, businesses, and community-based CITYWIDE:
organizations to develop, formalize, and implement tailored
 NEIGHBORHOOD:
TDM strategies. Burlington should implement the
neighborhood TDM framework as outlined in Chapter 4). Each RELATIVE COST: $$$$
neighborhood TDM plan should include:
 Near &
  Development of a mapped inventory of neighborhood TIMEFRAME:
 medium term
 transportation elements, including transit stop
 locations, bicycle facilities, and sidewalk networks and conditions.
  Community engagement efforts to gather input about mobility needs, concerns, and priorities.
  Coordination and cooperation with community-based organizations within the community to learn
 about current programs and efforts that support mobility and identify opportunities for new or
 expanded efforts and partnerships.
  A finalized neighborhood TDM plan document, which summarizes input and feedback gathered
 from the community and identifies priorities for supporting TDM within the neighborhood.

Benefits for Burlington
  Neighborhood TDM plans will provide resources for community members, resources for decision-
 makers, and coordination opportunities for local organizations and stakeholders to better address
 mobility needs.
  The neighborhood TDM framework is designed to empower local residents to set priorities for TDM
 investments and foster a sense of community ownership of plan outcomes.


Recommended Action Steps
 1. Building on lessons learned through the Old North End neighborhood TDM planning effort, begin
 implementing the TDM framework process through City-led planning efforts. As needed,
 modify the process to address lessons learned through initial neighborhood TDM planning efforts in
 the Old North End and the New North End. For additional information, see Chapter 4.




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R.4 | Adopt a Framework for Creating
Parking Benefit Districts (PBDs)
Strategy Overview
 STRATEGY AT A GLANCE
Parking Benefit Districts (PBDs) create a mechanism by which a
portion of locally-collected parking revenue is spent on not only CITYWIDE:
local and citywide parking operations, but also TDM programs,
 NEIGHBORHOOD:
mobility services, and neighborhood improvements with the
meter district. PBDs are often similar in structure to a business RELATIVE COST: $$$$
improvement district, with an oversight board that includes both
city staff as well as district residents, employees, business Medium &
 TIMEFRAME:
owners, and other stakeholders. Burlington should develop long term
and adopt an ordinance that allows for the creation of PBDs in the City.

Benefits for Burlington
  PBDs help ensure that the cost of introducing parking meters in new parts of the City comes with
 valuable local benefit and provides a collaborative platform for identifying and prioritizing
 community investments.
  PBDs can provide a platform for coordination and cooperation that aligns neighborhood-level
 transportation needs and priorities with citywide parking policies.

Recommended Action steps
 1. Develop and adopt a PBD ordinance. Ensure that the ordinance allows for a broad use of PBD
 funds. Eligible expenditures should not only include parking operations and infrastructure (such as
 enforcement, meter installation, signage, and administrative costs), but also local mobility
 improvements (such as bicycle parking, transit amenities, and TDM benefits).
 2. If and when priced parking expands to new parts of the city, collaborate with local stakeholders to
 implement PBDs. PBDs should be structured to include local stakeholders on an oversight board.
 The board should maintain a prioritized list of local investments and should collaborate with City
 staff to implement those investments as revenue becomes available.




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 BEST PRACTICE SPOTLIGHT:
 AUSTIN, TX
 The City of Austin has implemented one PBD and four Parking and Transportation Management
 Districts (PTMDs) throughout the city. After covering operating expenses, net parking meter revenue
 is shared between the district (51% of net revenue) and the Austin Parking Enterprise (49% of net
 revenue), which manages citywide parking programs. Net revenue can be used for a range of mobility
 improvements, including streetscape improvements and multimodal infrastructure.

 To form a PTMD, applications must be submitted to the division director by a representative from a
 neighborhood organization. The application may be done collaboratively with City staff, and involves
 a series of required steps including:

  Convening a community meeting to gather input and share information
  Communicating the justification for the creation of a PTMD
  Identifying specific proposed locations for priced on-street parking
  Developing a prioritized list of improvement projects to be funded by parking revenue
  Identifying any additional supporting parking management tools to be used in conjunction
 with priced parking




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R.5 | Update the Residential Parking Permit
(RPP) Program
Strategy Overview
 STRATEGY AT A GLANCE
Burlington’s Resident Parking Permit (RPP) program helps
manage spillover parking demand in residential areas that are CITYWIDE:
close to busy destinations, such as educational/medical
 NEIGHBORHOOD:
campuses and retail/dining districts.

While the program plays an important role in managing on RELATIVE COST: $$$$
street parking, permit prices and the overall program structure
 Medium & long
are not as supportive of Burlington’s multimodal goals as they TIMEFRAME:
 term
could be. Burlington should update and modernize the
resident parking permit program and increase annual permit costs. Any net revenue remaining after
covering program operating costs should be used to fund citywide TDM programs. The RPP program should
be coordinated with a neighborhood mobility wallet program to reward residents who opt for one or zero
RPP permits with additional multimodal benefits.


Benefits for Burlington
  Modernizing the RPP program will help balance demand for on street parking with other
 multimodal uses, including biking and carshare.
  Currently, each RPP permit costs $10 per year. Increasing permit prices to fully cover program costs
 will help the City maintain a financially sustainable parking and TDM program. Investing any net
 revenue in TDM programs will provide local mobility benefits.

Recommended Action steps
 1. Review the residential permit pricing structure and program management/operating costs.
 Establish a new tiered pricing structure in which the per-permit price increases for each additional
 permit per household. Include an affordable option for qualifying low-income households. An initial
 conceptual price structure is shown in Table 5.
 2. Tie RPP permits to Transportation Demand Management (TDM) programs. TDM includes a
 variety of benefits and incentives for non-driving modes, such as subsidized transit passes.
 Households that give up one or more of their RPP permits, or forgo them altogether, should be
 eligible for additional TDM incentives and programs. See strategy N.6 (Mobility Wallet Program).
 3. As space allows, incorporate an employee permit option. Where resident-only parking areas are
 consistently less than 75% full at peak times, make a limited number of RPP permits available for
 people who work at nearby businesses. Pricing for employee permits should be calibrated so that
 non-driving travel options are still competitive with driving.


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Table 5 Conceptual recommendation for an updated RPP price structure
 Permits per Annual Price Annual Price Multimodal Incentives
 Household (Baseline) (Low-Income Residents) Offered

 0 permits -- -- ●●●
 1ST permit $25 $10 ●◌◌
 2nd permit $50 $20 ◌◌◌
 3rd permit $75 $30 ◌◌◌
 4th permit $100 $40 ◌◌◌
 5+ permits (prohibited)



Figure 18 Residential Parking Permit (RPP) Map
RPP restrictions are concentrated in the central parts of the city near commercial districts and university campuses.




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R.6 | Develop and Implement a Downtown
Public Realm Safety Plan
Strategy Overview
 STRATEGY AT A GLANCE
Shared parking arrangements and “park once” strategies (which
encourage people to park in centrally-located parking space and CITYWIDE:
walk to multiple destinations without driving and re-parking)
 NEIGHBORHOOD:
can be difficult to implement if people do not feel safe walking
to or from their vehicle. A Downtown Public Realm Safety Plan RELATIVE COST: $$$$
would address safety concerns and challenges faced by people
walking to and from public and shared parking facilities in the Medium &
 TIMEFRAME:
downtown area. A safety plan would identify priority locations long term
where safety challenges occur, as well as strategies to address them.

Mechanisms to improve safety may include enhanced lighting, additional security personnel, placemaking
and activation in key locations or priority times of day, or the integration of security technology. The plan
will address safety concerns identified through a comprehensive safety audit and community engagement
efforts, focusing on priority areas and times of day.

Benefits for Burlington Summary
  Addressing safety challenges and perceptions in the downtown area will make it easier and more
 appealing for people who drive to/from downtown to use centrally-located public parking garages,
 which will help the City meet downtown parking demand without over-building parking.

Recommended Action steps
 1. Conduct a safety audit for downtown to assess current conditions and identify areas for
 improvement. Identify main safety concerns, locations, times of day/week, and potential strategies
 to improve conditions.
 2. In partnership with the Police Department, Parking Services, Public Safety Committee, and
 Downtown Burlington, develop and implement safety improvements. Solutions may include:
 − Improved lighting and streetscape/landscape treatments near public parking facilities,
 including the Downtown Garage and the Marketplace garage.
 − An ambassador program that deploys staff in the downtown area to monitor and respond to
 safety issues at priority locations and times of day, or offers to escort people to or from their
 vehicle upon request.




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M.1 | Hire or Designate a TDM Program
Manager/Coordinator
Strategy Overview
 STRATEGY AT A GLANCE
Implementing new TDM strategies in Burlington will require
considerable time and effort. Without dedicated staff resources CITYWIDE:
to support the program, progress will be slow. Burlington
 NEIGHBORHOOD:
should hire or designate a TDM program manager who can
work with other City staff, regional partners, and community RELATIVE COST: $$$$
stakeholders to advance the City’s TDM goals and begin
implementing many of the key recommendations in this plan. A Near &
 TIMEFRAME:
TDM program manager will also expand the City’s capacity to medium term

pursue grant and funding opportunities that can support TDM programs and transportation investments.

Benefits for Burlington
  A TDM program manager would be a critical resource for leading the implementation of all of
 Burlington’s TDM objectives, including the recommendations included in this plan.
  A TDM program manager would also provide a point of contact for TDM and mobility issues in the
 community and a resource for developers and other partners who are working to implement and
 manage TDM programs throughout the City.

Recommended Action Steps
In the near term:

 1. Designate a TDM coordinator at the City of Burlington.
 − Identify existing staff with available capacity to lead ongoing TDM efforts. Initially, allocate 25-
 50% of time for managing the City’s TDM program. Draft a job description that defines roles
 and responsibilities of the TDM Program Manager position.

In the medium term:

 2. As funding allows, hire a full-time TDM coordinator at the City.
 − Expand the job description, roles, and responsibilities of the TDM program manager to include
 full-time responsibilities.
 − Coordinate with regional partners including CATMA and GMT to ensure the position can
 effectively support inter-agency coordination and programs.




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M.2 | Expand Funding Sources for TDM
Strategy Overview
 STRATEGY AT A GLANCE
While some of the recommendations in this plan can be
implemented with existing resources, many will require CITYWIDE:
additional funding sources. Burlington should invest expand
 NEIGHBORHOOD:
funding sources for TDM by reallocating existing revenues
and securing new funding sources. RELATIVE COST: $$$$
There is no single funding solution that can meet all of Near, medium
Burlington’s TDM needs—success will require pursuing a range TIMEFRAME:
 & long term
of resources that are likely to include:

  Allocating a portion of existing parking revenue, including parking meters and permits, for TDM
 programs and related investments
  Pursuing regional, state, and federal grant opportunities
  Allocating new local revenue sources to support TDM, such as impact fees or utility charges
  Leveraging development opportunities to fund or directly implement components of neighborhood
 or citywide TDM initiatives

Benefits for Burlington
  Dedicated revenue for TDM will support ongoing implementation of the City’s TDM vision, which
 seeks to create a more accessible, sustainable, affordable, and equitable transportation network.

Recommended Action Steps
In the near and medium term:

 1. Review existing local revenue sources, including parking revenue and impact fees, to confirm
 eligibility and feasibility for funding TDM programs. If needed, modify City code to enable TDM
 programs and an eligible use of funds.
 2. Establish an annual TDM program budget and allocate funding from existing revenue sources.
 High priority strategies for funding include: Hiring or designating a TDM program manager
 (Strategy M.1), Expanding GMT transit services (Strategy T.4), and Expanding Burlington’s
 partnership with CATMA (Strategy M.3)

In the long term:

 3. After designating a TDM program manager, pursue state and federal TDM grant opportunities to
 fund TDM pilots and programs, including the Congestion Mitigation and Air Quality Program and
 the Carbon Reduction Program.




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M.3 | Formalize and Expand Burlington’s
Partnership with CATMA
Strategy Overview
 STRATEGY AT A GLANCE
The Chittenden Area Transportation Management Association
(CATMA) plays a central role in managing and implementing CITYWIDE:
TDM services and programs in the greater Burlington area.
 NEIGHBORHOOD:
CATMA has a membership-based structure in which employers,
developers, and institutions pay annual dues based on the RELATIVE COST: $$$$
number of employees in return for a variety of TDM planning
services and mobility programs. CATMA also supports Near &
 TIMEFRAME:
Burlington’s Hill Institutions to manage and implement the Joint medium term

Institutional Parking Management Plan process.

Today, collaboration between the City of Burlington and CATMA to implement local and regional TDM
implementation is limited. Burlington should work with CATMA to establish a formal partnership that
includes additional funding for CATMA and an expanded role for CATMA in local TDM implementation.


Benefits for Burlington
  TMA’s can help implement TDM programs more effectively by acting as a central coordinating
 entity that works directly with local and regional stakeholders, mobility service providers, and
 governments.
  TMA staff can provide specialized technical knowledge and experience with TDM programs and
 services that developers and employers may not otherwise have access to.
  For many people who live or work in Burlington, day-to-day travel patterns regularly cross municipal
 boundaries. TMAs like CATMA can help address these regional travel needs and challenges.

Recommended Action Steps
 1. Form a working group and hold monthly coordination meetings with City of Burlington and
 CATMA staff. Review strategic plan and vision, and identify opportunities for closer collaboration.
 Identify needs and opportunities to contribute additional funding and resources for CATMA.
 2. Identify and formalize goals, roles, and responsibilities, and memorialize in a Memorandum of
 Understanding.
 3. Periodically evaluate the impact of partnership by collectively reviewing the success of TDM
 initiatives and adjust strategies as needed




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M.4 | Expand Public Advisory Roles for Non-
Driving Transportation Issues and Needs
Strategy Overview
 STRATEGY AT A GLANCE
Advisory councils like the Walk | Bike council help public
decision-makers develop and prioritize plans, projects, and CITYWIDE:
services by providing input and feedback on behalf of the
 NEIGHBORHOOD:
broader community. Burlington should expand public advisory
roles for people who use transit and other non-driving modes by RELATIVE COST: $$$$
expanding the Walk Bike council or by establishing a new
advisory body dedicated to advocating for and improving public TIMEFRAME: Near term
transit options in the City.

Benefits for Burlington
  Expanding public advisory roles for non-driving transportation issues will help the City identify,
 understand, and prioritize solutions that address the needs and challenges facing people who rely
 on transit or other non-driving modes.

Recommended Action Steps
 1. Review scope and responsibilities for the Walk | Bike council.
 − If feasible, expand council's focus to include all non-driving car modes. If needed, expand
 council size to include at least two members who can advise the City on challenges and
 perspectives facing people who regularly use transit.
 − If expanding the scope of the Walk | Bike council is not feasible, establish a new council
 dedicated to transit advocacy.
 2. Ensure that a new or expanded council includes diverse representation of the community.




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N.1 | Establish a Public Bicycle/Electric
Bicycle Lending Library
Strategy Overview
 STRATEGY AT A GLANCE
A bicycle lending library is a publicly available service that allows
anyone to borrow a conventional or electric bicycles, free of CITYWIDE:
charge. The length of rentals can vary depending on the
 NEIGHBORHOOD:
operating model and fleet size, but may be short term (1-7 days),
medium-term (up to a month), or longer (6-12 months). Some RELATIVE COST: $$$$
bicycle libraries offer a range of bicycle types, including
conventional bicycles, electric bicycles, cargo bicycles, and Near &
 TIMEFRAME:
adaptive/accessible bicycles. Burlington should establish a medium term

bicycle lending library in the City.

Benefits for Burlington
  A bicycle lending library in Burlington would expand public access to bicycles. It would create a new
 option that complements and fills gaps in existing bicycle programs and services available in the
 community, including:
 − Old Spokes Home currently operates the Everybody Bikes program, which provides steeply
 discounted bicycles for low-income residents. Establishing a bicycle lending library would create
 opportunities for people to try different types of bicycles (including electric bicycles) and gain
 experience before purchasing their own bicycle.
 − Local Motion currently offers short-term e-bike and conventional bike rentals near downtown.
 Rates for a conventional bicycle range from $27 for 3 hours to $40 per day, and can be rented for
 multiple days. A bicycle lending library would create a free service that could help meet demand
 for longer rentals (weekly or monthly).
 − Bird Bikeshare currently operates a fleet of 200 electric bicycles in Burlington, South
 Burlington, and Winooski. This smartphone app-based service allows customers to make point-
 to-point trips within the service area for a fee of $1 plus $0.49 per minute. A bicycle library
 would provide a free alternative that would complement privately-operated services by offering
 a wider array of vehicle types and longer-term borrowing options.
  A bicycle library in Burlington would provide access to specific types of bicycles that people may
 not need all the time—for example, a cargo bicycle to transport equipment or goods for work.
  Bicycle libraries can create valuable touchpoints with community members that provide
 opportunities to offer trainings and services that help people of all ages and levels of bicycle
 comfort learn to ride, maintain, and repair bicycles. Partnering with Old Spokes Home and/or Local
 Motion could create opportunities to amplify existing programs offered by these organizations.


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Recommended Action Steps
 1. Identify partners and develop an operating plan. The operating plan should include:
 − Resources available for funding day-to-day operations. In the near term, consider identifying
 opportunities to purchase operating services from community-based organizations. In the long
 term, assess the need for part- or full-time staff.
 − Hours of operation. As much as possible, hours should align with community need and should
 include some day, evening, and weekend hours to provide sufficient flexibility for people who
 are constrained by a variety of work, school, or care schedules.
 − Fleet size and types. At a minimum, an initial fleet should include 2 electric bikes, 2
 adaptive/accessible bikes, 1 cargo bike, and a selection of conventional bicycles with a range of
 sizes. Over time, increase fleet size based on demand, funding availability, and maintenance
 capacity.
 − A lending management system. Consider opportunities to leverage the existing library lending
 system to manage bicycle rentals (example: Madison, WI)
 2. Identify a central location for the library. The location could be a City-owned property, or could
 be leased through an agreement with a community partner. It should be close to a safe bicycle route
 and should be easy to access for people of all ages and biking abilities.
 3. Promote the bike library. Integrate information about the library in citywide marketing materials
 and with community partners.

Figure 19 Bicycle Lending Library in Montpelier operated by Local Motion
Image credit: Local Motion




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N.2 | Establish Community-Based
Mobility Hubs and Delivery Hubs
Strategy Overview
 STRATEGY AT A GLANCE
A community-based mobility hub is a public space that provides
a centralized location for accessing transportation options and CITYWIDE:
information. Mobility hubs support non-driving travel modes by
 NEIGHBORHOOD:
making it easier, more convenient, and safer to wait for or
transfer between different transportation options. As centrally- RELATIVE COST: $$$$
located public spaces, community-based hub scan also be
opportune places to locate other amenities and services such as TIMEFRAME: Medium term
parcel delivery lockers, food and beverage options, or events. Burlington should implement a mobility hub
pilot project in the Old North End neighborhood and, if successful, expand the program to other
neighborhoods throughout the City.

As part of the mobility hub. pilot, Burlington should pilot a first/last-mile delivery hub. These delivery
hubs reduce provide a centralized location where packages are consolidated before being delivered to their
final destinations via an e-bike delivery service. They may also include parcel pick-up lockers where
recipients can pick up packages on their way to or from other destinations.

Benefits for Burlington
  Mobility hubs reduce vehicle trips by making non-driving options more convenient, enjoyable, and
 appealing. Centralized parcel delivery locations also reduce freight traffic.
  Community-based mobility hubs would provide public spaces that increase the visibility of locally-
 available transportation options and create opportunities for touchpoints between community
 members and other services beyond transportation.
  Delivery hubs help reduce freight traffic and associated vehicle emissions in nearby neighborhoods.


Recommendation Action Steps
 1. Pilot the community-based hub concept in the Old North End neighborhood. Identify a location
 in the neighborhood that has access to transit service and is publicly accessible to a diverse range of
 community residents. As needed, make design modifications to the site to accommodate mobility
 services, including but not limited to:
 − Establishing a designated pick-up/drop-off zone for shared rides
 − Adding secure, weather-protected bicycle parking
 − Parking for Bird bike share and/or other shared micromobility options
 − Allocating space for a CarShare Vermont vehicle


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 − Enhancing the transit stop to include a shelter, seating, and lighting
 − Adding signage, wayfinding, and placemaking elements that make the hub easily identifiable
 and easy to navigate to/from
 2. Coordinate with community organizations in the Old North End to increase awareness about the
 hub and identify programming opportunities for the space, such as special events and
 service/resource distribution.
 3. After 1 year, evaluate the impact of the hub and modify the approach as needed for application
 in other neighborhoods throughout Burlington. Evaluation should include:
 − Use of the hub – who uses the space, and how often? Is it accessible to everyone in the
 neighborhood? Are there uses which aren’t addressed that could be included?
 − Safety and accessibility – were there any reported incidents of safety issues related to site
 design or use?
 − Community resonance – Does the community feel “ownership” of the space? Does the look and
 feel of the hub reflect the neighborhood identity and vision?



Figure 20 Mini-hub pilot for last-mile delivery in Toronto, ON
Image credit: Charles Dillard




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 BEST PRACTICE SPOTLIGHT:
 BOSTON, MA
 In 2021, the City of Boston developed design guidelines for implementing a network of mobility hubs
 called “GoHubs!” and began a pilot project to test and evaluate the program. Eight GoHubs! were
 installed throughout East Boston at locations that were identified based on community input, access
 to transportation infrastructure, and neighborhood context.

 The GoHubs! pilot sought to address three core goals: improve access, enhance public spaces, and
 provide information. One year after the pilot began, the City conducted and published an evaluation
 that looked at changes in bikeshare ridership, carshare use, transit ridership, and community
 sentiment (gathered via survey). The City incorporated findings and lessons learned from the pilot
 into the design guidelines for Citywide implementation.



 Figure 21 GoHub! Mobility Hub pilot in Maverick Square, Boston MA
 Image credit: Nelson\Nygaard




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N.3 | Expand Burlington’s “Walk to Shop”
Shopping Trolley Program
Strategy Overview
 STRATEGY AT A GLANCE
Net Zero Vermont’s Walk-to-Shop program is an initiative that
distributes two- and four-wheeled shopping trolleys that help CITYWIDE:
people get to and from shopping destinations without the need
 NEIGHBORHOOD:
to drive and park. Trolley prices range from $40 to $65,
depending on the size. In 2022, the City of Burlington provided RELATIVE COST: $$$$
funding to distribute more than 50 trolleys to residents of the
Old North End free of charge. Building on the success of this TIMEFRAME: Near term
program, Burlington should expand funding and support to
distribute shopping trolleys as part of neighborhood TDM
implementation and create a trolley lending library.

This initiative includes exploring shared, neighborhood trolley
libraries to facilitate convenient transportation of groceries and
goods. The City will identify areas with high pedestrian traffic
and proximity to shops, pilot the program in selected
neighborhoods, collaborate with local businesses for support
and participation, and eventually implement the program city-
wide based on the success of the pilot.

Benefits for Burlington
  Shopping trolleys help people run errands and get to
 and from shops without the need to drive and park.
  In addition to distributing the trolleys, Net Zero
 Vermont’s walk to shop initiative integrates programs
 that facilitate community building and food security.

Recommended Action Steps
 1. Include funding for shopping trolley distribution as part of neighborhood TDM
 implementation. At a minimum, secure shopping trolleys for low-income residents, free of charge.
 As funding allows, expand eligibility to all neighborhood residents.
 2. Explore the establishment of shared, neighborhood trolley libraries to facilitate convenient
 transportation of groceries and goods. Consider integrating trolley borrowing options with a
 bicycle lending library (strategy N.1).




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N.4 | Implement a “Bus Buddies” Transit
Rider Education Program
Strategy Overview
 STRATEGY AT A GLANCE
A “Bus Buddies” program matches volunteers with people who
are new to the region or who do not have familiarity with the CITYWIDE:
transit system to accompany them on trips to and from work or
 NEIGHBORHOOD:
services. These programs can be effective strategies to
overcome language or cultural barriers that may make it difficult RELATIVE COST: $$$$
for people to navigate an unfamiliar transit system. In
partnership with GMT and community-based organizations, TIMEFRAME: Near term
Burlington should implement a “Bus Buddies” program.

Benefits for Burlington
  “Bus Buddies” programs help build community relationships while helping address mobility needs of
 people who rely on or wish to use transit but do not know how.
  These programs can be particularly beneficial to people who have arrived in Burlington as part of
 refugee resettlement programs and people who do not speak English.

Recommended Action Steps
 1. Form a “Bus Buddies” working group that includes GMT and community-based organizations who
 work with populations that may benefit from the program. Begin recruiting volunteers to support
 the program and program participants who need assistance.
 2. Develop and implement a training course for bus buddy volunteers to help them effectively support
 program participants.
 3. Begin operating the program. Regularly gather input and feedback from bus buddy volunteers and
 from program participants to identify gaps in the program. Augment training as needed.




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N.5 | Pilot a Neighborhood Transportation
Wallet Program
Strategy Overview
 STRATEGY AT A GLANCE
A mobility wallet is a package of discounts, passes, and/or funds
that can be used for a range of transportation options, such as CITYWIDE:
free or discounted transit passes, credits for shared mobility
 NEIGHBORHOOD:
services (bike share or car share), and credits for ride hailing
services (such as Lyft or Uber). Mobility wallets are flexible and RELATIVE COST: $$$$
user-friendly incentives that can help address a range of
different trip types and travel needs. They may include a tiered TIMEFRAME: Long term
pricing in which wallet can be purchased for a steep discount for most participants and is available free of
charge for qualifying low-income individuals. Some mobility wallet programs only offer the wallet to
recipients who decline or opt out of other programs, such as forgoing a residential parking permit (RPP).

Benefits for Burlington
  A mobility wallet provides a user-friendly tool that makes it easier for participants to become aware
 of and take advantage of available mobility benefits.
  When offered as a trade-off for parking benefits (such as an RPP permit), a mobility wallet rewards
 residents who choose to live a car-free or car-light lifestyle.

Recommendation Action Steps
 1. Identify funding and develop a budget for the transportation wallet pilot program. In the long
 term, dedicated funding should include revenue from parking permits and parking meters. For the
 pilot, funding may include regional sources such as state/federal grants.
 2. Identify eligibility criteria and a pilot area to test the mobility wallet. As budget allows, offer the
 wallet to all residents within the pilot area (no eligibility limits).
 3. Coordinate with local community-based organizations and residents within the study area to
 identify mobility needs and desired benefits to include in the wallet. Consider:
 − A Green Mountain Transit Smart Card with $200 pre-loaded
 − $50 in credits for Bird Bikeshare rides and/or store credit to Old Spokes Home
 − $50 in taxi or rideshare credits (Lyft or Uber)
 4. Develop a price structure that includes “base” and “affordable” options.
 5. Evaluate preferred format and technology options for distributing and managing the wallet.
 Options include distributing “debit card” style tools that can be used for eligible services (example:




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  T. TRANSPORTATION R. REGULATIONS AND M. MANAGEMENT AND N. NEIGHBORHOOD
 OPTIONS PLANS FUNDING TDM STRATEGIES




 LA Metro MW Program), digital transportation benefits platforms, or physical credits and coupons
 distributed by mail (example: Portland, OR)
 6. Define equity-driven pilot evaluation criteria. Performance evaluation metrics should address:
 wallet participation and utilization rates by participant characteristics and demographics, including
 income, primary language, gender, age, and race.
 7. Based on pilot evaluation, consider opportunities to refine or expand the program.




 BEST PRACTICE SPOTLIGHT:
 PORTLAND, OR
 The City of Portland manages a Transportation Wallet program that offers a flexible, deeply
 discounted package of credits and passes for transit, bike share membership, e-scooter services, and
 car share services. The wallet is available to anyone who lives or works in the Northwest and the
 Central Eastside Parking Districts, where on-street parking is limited.

 The transportation wallet program is integrated with Portland’s zone-based, on-street residential
 parking permit (RPP) program. Revenue from parking permits provides funding for the transportation
 wallet program The base price of the wallet is $99, but is available free of charge to district residents
 who forgo a residential parking permit. The Access for All Wallet option provides a Transportation
 Wallet free of charge to qualifying low-income residents who live anywhere in the city.




TDM Action Plan | City of Burlington 63


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Chapter 4: Neighborhood
TDM Framework
The Neighborhood TDM Framework is a strategy developed in conjunction with this study designed to
address transportation challenges within communities from the bottom up. This framework aims to enhance
mobility options, promote active transportation, and create opportunities for meaningful interactions
among residents, seeking to improve the overall quality of life within Burlington’s neighborhoods.

At the core of this framework, and a primary responsibility of the City, is the process of neighborhood
selection, which involves careful consideration of various factors such as ongoing or planned transportation
projects, demographics, and other equity-based criteria. By selecting neighborhoods facing transportation
challenges and ensuring equitable distribution of municipal resources, the framework aims to address
disparities in access to transportation while encouraging collaboration with local stakeholders and
community-based organizations.

The framework then follows a systematic approach, starting with the establishment of a vision, purpose, and
goals tailored to the specific needs of the neighborhood, while also maintaining ties to the City’s
overarching mission for TDM. Through data collection and robust community engagement, key insights are
gathered to inform decision-making and prioritize strategies. Implementation involves assigning clear roles
and responsibilities to ‘champions,’ and creating pilot programs to test selected strategies on a small scale.
Evaluation and adjustment phases ensure that initiatives are effective and aligned with community needs.
Overall, the framework provides a structured approach to address transportation challenges, enhance
neighborhood resiliency, and promote community-based solutions.


Neighborhood Selection
Choosing the right neighborhood is critical for both the success of TDM interventions and to ensure
equitable solutions throughout the city. Several factors should be considered during this process:

  Existing Transportation Projects: Assess whether the neighborhood is already implementing
 transportation initiatives or undergoing changes to transportation infrastructure.
  Impact of Transportation Challenges: identify neighborhoods facing transportation challenges, such
 as limited access to GMT, safety concerns for pedestrians and bicyclists, or other mobility
 challenges.
  Demographics / Equity Scan: Work with Burlington’s Data Analytics team to analyze demographic
 data to ensure equitable distribution of resources.
 a. Establish equity-based criteria to ensure that transportation interventions prioritize the needs
 of underserved communities and address disparities in access to transportation resources.




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 Consider factors including income, race, ethnicity, age, disability status,
 geographic/neighborhood location.
 b. Ensure the neighborhood meets equity-based criteria before intervention.
 c. Consider collaborating with and/or solicit input from REIB office, local nonprofits, and other
 community organizations to gather feedback, identify blind spots, and confirm that racial equity
 considerations are being properly integrated from the start.
  Identify Stakeholders and Collaborative Potential: Evaluate the readiness of local stakeholders,
 including city councilors, community-based organizations, and residents to collaborate on TDM
 initiatives and ensure long-term sustainable solutions.
 a. Pinpoint relevant municipal departments such as the Office of City Planning, Department of
 Public Works, Burlington Electric Department, etc.
 b. Determine relevant community-based organizations who are active in the neighborhood
 (Burlington Community Development Corporation, Old Spokes Home, Local Motion, BHA,
 Neighborhood Associations, etc.).
 c. Identify local residents and neighborhood leaders who may be of interest. The City should set
 aside and allocate funds to compensate these individuals for their contribution to the process.


Step 1: Vision, Purpose, and Goals
 1. Establish a Vision and Purpose statement tailored to the neighborhood’s transportation and
 mobility goals

 a. The vision statement should serve as a guiding measure to identify the desired future state
 of the neighborhood’s transportation system and includes the goals and values of the
 community in the realm of mobility, accessibility, and connectivity.

 2. Goals for Neighborhood TDM
 a. Improving Community Resiliency and Emotional Connectivity: Create a sense of belonging and
 connection among residents by enhancing mobility options, promoting active transportation,
 and creating opportunities for meaningful interaction with other community members with a
 particular focus on the equity population.
 b. Reducing VMT, Reliance on SOV Ownership, and GHG Emissions: Encourage sustainable travel
 behaviors, such as walking, bicycling, and using public transit to minimize reliance on SOVs and
 mitigate the City’s environmental impact, while also reducing transportation costs for burdened
 communities.
 c. Prioritize Safety for Vulnerable Road Users: Implement measures to enhance safety for all road
 users, with particular emphasis on protecting vulnerable populations such as pedestrians,
 bicyclists, public transit users, and those with mobility challenges to emphasize equitable
 solutions in transportation infrastructure and programs.




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 d. [Goal X, Y, Z]: Provide opportunities for the community to establish their own Neighborhood
 TDM goals in addition to those listed above.

Step 2: Data Collection
Effective TDM efforts begin with understanding the existing conditions and challenges within the target
neighborhood. Key insights will be developed from comprehensive data collection to help inform analysis
and recommendations.

 1. Gather Background Information + Develop Existing Conditions
 a. Identify and map existing transportation infrastructure, including roads, bike facilities,
 sidewalks, public transit, and shared mobility options.
 b. Conduct site visits to understand the condition and location of existing facilities.
 c. Gather demographic information such as population density, age distribution, income levels,
 languages, and car ownership.
 d. Recognize current transportation challenges including safety concerns, parking issues, access to
 alternative modes, and congestion. Understand existing resources and organizations that can
 help foster collaboration and address challenges holistically.
 e. Identify relevant transportation or other types of projects that are near-term that may impact
 this effort.
 2. Parking Conditions
 a. Ensure a baseline understanding of parking challenges.
 b. Confirm whether the city has already developed a parking management plan.


Step 3: Community Engagement
Robust community engagement helps establish an inclusive planning process by creating opportunities for
residents and stakeholders to connect on matters related to transportation challenges in their communities.

 1. Host Initial Listening Session / Open Forum
 a. Organize an initial listening session or open forum to gather insights and expertise from local
 residents and stakeholders regarding neighborhood-specific mobility-related issues.
 b. Invite key stakeholders and publicize the event through local media channels and social
 networks to maximize participation.
 c. Facilitate mobility-focused questions and discussions during the listening session touching on
 topics including pedestrian safety, bike infrastructure, public transit accessibility, and commute
 difficulties. Gain a better understanding of how the neighborhood interacts with each other.
 2. Conduct Additional Outreach and Engagement
 a. Implement a minimum of two outreach and engagement strategies, which should have
 language translation. Choose from the following:


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 i. Community Meetings: Host additional interactive community meetings featuring
 informational presentations, Q&A sessions, and breakout groups or small group discussions
 to ensure active participation from all attendees. Accessibility considerations are crucial to
 ensure an inclusive outcome, such as providing language interpretation and scheduling
 meetings at different times of day and in hybrid format.
 ii. Survey: Conduct a comprehensive neighborhood survey to broaden the reach for collecting
 feedback. Distribute through various channels including online and in-person.
 iii. Focus Groups: Organize focus groups with specific demographics or interest groups within
 the community to gather targeted insights on particular topics or issues. May include
 groups such as youth, seniors, immigrants/New Americans, students, etc.
 iv. Neighborhood Event: Participate in or host neighborhood events such as farmers' markets,
 block parties, or other planned community events to engage with residents. Set up
 informational booths and/or interactive activities to facilitate conversations about
 transportation and mobility topics.
 v. Neighborhood Walk: As a group, take a walk through the neighborhood to visit key
 locations where challenges, opportunities, or previously implemented solutions are present
 (i.e. bus stops/shelters, bike rack locations, hotspots for double-parking or other prevalent
 violations, CarShare Vermont or EV-charging parking spaces, etc.). This helps by providing
 channels for feedback, fostering relevant dialogue, and educating participants about
 pressing issues.


Step 4: Needs Assessment, Develop Strategies, and Prioritization
The data analysis process helps inform decision-making and
 In conjunction with Step 4, the City may
prioritization by examining quantitative and qualitative data to
 consider pursuing a partner policy aimed at
identify patterns and key challenges. ensuring minimum access to essential
 1. Data Analysis commercial and community services, which
 could include a 15-minute walk time
 a. Analyze data from existing conditions and
 guarantee, where all residents have
 community engagement to identify key concerns, convenient access within a short walking
 themes, and priorities. distance to necessary amenities such as
 grocery stores, healthcare facilities, schools,
 2. Identify TDM Strategies
 and public transportation hubs.
 a. Review menu of Transportation Demand
 Management (TDM) offerings provided by the city.
 b. Prioritize strategies based on feedback, data analysis, and feasibility considerations,
 distinguishing between short-term and long-term interventions.
 c. Prioritize low-cost/high-impact interventions and assist in planning longer-term infrastructure
 projects.
 3. Iterate and Finalize TDM Strategies



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 a. Bring the strategies list back to key stakeholders: those from the initial listening session and/or
 identified from additional outreach and engagement.


Step 5: Implementation
Implementing solutions includes the identification, testing, and scaling of TDM strategies to address critical
challenges in the neighborhood.

 1. Identify Champions and Create Community Advisory Committee
 a. Identify stakeholders who are influential in their respective communities and can speak to
 mobility challenges and opportunities. Champions can be individuals or groups who regularly
 engage with residents and can mobilize support for this initiative.
 b. Establish a Community Advisory Committee with representatives from various stakeholder
 groups, including local residents, community-based organizations, and municipal departments.
 Ensure that representation is reflective of the neighborhood. Schedule regular meetings with
 committee to review progress, provide feedback, help guide decision-making.
 2. Pilot Programs
 a. Pilot selected programs or strategies on a small scale.
 b. Gather feedback and make necessary adjustments based on participant and stakeholder input.


Step 6: Evaluation and Adjustment
The evaluation phase assesses the effectiveness of implemented TDM initiatives and ensures alignment
with community needs. This involves measuring program impact and collecting feedback on changes to
travel behavior to understand the success, or need for adjustments, of interventions.

 1. Monitor and Measure Program Impact
 a. Analyze mode shift changes and community impact by collecting feedback and data on travel
 behavior.
 b. Utilize surveys, focus groups, traffic counts, ridership data, etc., to assess program impact.
 2. Adjustment
 a. Based on evaluation findings, make necessary adjustments to programs and strategies to
 enhance effectiveness and address emerging needs.




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Table 6 Neighborhood TDM Goals and Evaluation Methods

 Goal Example Evaluation Method Example Measure for Success

 Improving Community Community survey before and after Increase in community satisfaction
 Resiliency and Emotional implementation levels
 Connectivity

 Reducing VMT and Conduct mode share surveys before Positive shift in the distribution of
 Reliance on SOV and after implementation to transportation modes used by the
 Ownership understand change in transportation community for daily trips, with
 modes used for daily trips (measure reduction in the use of SOV travel and
 both mode shift + shifts along the increase in walking, biking, carpooling,
 behavior change spectrum) public transit, etc.



 Prioritize Safety for Review traffic incident reports and Reduction in traffic incidents involving
 Vulnerable Road Users conduct pedestrian and bicyclist vulnerable road users, and an increase
 counts before and after in pedestrian and bicyclist safety
 implementation. measures.

 Community survey on perceived safety Increases in perceived safety.
 before and after.

 [Other goals established TBD TBD
 by the community...]




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Appendix A:
Existing Conditions




TDM Action Plan | City of Burlington 70


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Appendix B:
Best Practices




TDM Action Plan | City of Burlington 71


 Page 80 of 112
Transportation Demand
Management Action Plan
BURLINGTON OFFICE OF CITY PLANNING
CHARLES DILLARD, AICP, DIRECTOR



 Page 81 of 112
Citywide Transportation Options Study Overview
The Citywide Transportation Options Study was a project led by the
City of Burlington’s Planning Department in close coordination with
other city departments to assess existing and previous TDM programs
in the city and recommend approaches the City may take to build on
those efforts.
The study is the product of a 2021 City Council resolution.
The goals of the TOS are to:
1. Evaluate the City’s TDM program and transportation needs
2. Identify opportunities to expand TDM beyond new development
3. Explore models for neighborhood-based TDM

 The TDM Action Plan is the culmination of the CTOS

 Page 82 of 112
TDM Action Plan Overview
Plan components:
1. Analysis of Previous and Current Plans and Studies
2. Best Practices Analysis
3. Public Engagement Summary
4. Strategies Toolkit




 Page 83 of 112
Strategies Toolkit
Toolkit components:
1. Transportation Options – specific ways of moving that
 the City should prioritize
2. Regulations and Plans – ordinance and policy planning
 priorities
3. TDM Management and Funding – operational and
 funding priorities
4. Neighborhood TDM Strategies – tools that expand the
 reach and equity of TDM

 Page 84 of 112
Strategies Toolkit
Toolkit format:




 Page 85 of 112
Strategies Toolkit
Toolkit format:
1. Strategy Overview – describes tool, assesses
 current application in Burlington, if applicable, and
 makes general recommendation
2. Benefit for Burlington – provides the rationale for
 why the recommendation is made and what the tool
 can do for our communities
3. Recommended Action Steps – details specific
 steps the City should take in implementing the
 recommendation; includes identification of any
 necessary partners
4.Strategies At a Glance – profiles whether the
  strategy is a citywide or neighborhood strategy, its
  relative cost, and a realistic implementation timeline

 Page 86 of 112
Transportation Options Strategies
T.1: Work with CarShare Vermont to expand carshare
services and supporting programs
Recommended Action Steps:
1. Work with CarShare Vermont to identify specific areas
 and demographic groups where there is unmet demand
 or opportunities for car sharing.
2. Streamline the permitting processes for allocating
 carshare spaces.
3. Integrate carshare space planning into all neighborhood
 planning processes.
4. Update the City’s development code to include
 requirements for shared spaces that can be used for
 carshare.
5. As funding becomes available, provide additional
 operating funds for CarShare Vermont.

 Page 87 of 112
Transportation Options Strategies
T.2: Work with CATMA to Expand the Guaranteed Ride
Home (GRH) Program
Recommended Action Steps:
1. Establish a program structure and define equitable
 eligibility criteria for Draft an annual program budget
 and secure
2. Implement a user-friendly registration system.
3. Develop and distribute marketing and education
 materials.
4. Develop and distribute marketing and education
 materials.




 Page 88 of 112
Transportation Options Strategies
T.3: Work with Go! Vermont to Expand the Ride
Matching/Carpool Program
Recommended Action Steps:
1. Coordinate with Go! Vermont to evaluate gaps in
 participation.
2. Meet with local employers, schools, and community-
 based organizations to increase awareness of the
 program, recruit participants, and create more
 opportunities for commute matches.




 Page 89 of 112
Transportation Options Strategies
T.4: Work with GMT to Expand Transit Service and Pilot
Microtransit Service
Recommended Action Steps:
1. Develop and adopt bus stop design standards for
 Burlington. (Near Term)
2. In partnership with GMT, launch a marketing and
 information campaign to support transit. (Near Term)
3. If microtransit service is identified as a priority service,
 implement a microtransit pilot program. (Med - Long
 Term)
4. As funding allows, allocate additional local funding to
 support expanded GMT service. (Med - Long Term)




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Transportation Options Strategies
T.5: Create Shared Stop Guidelines and a Unified Shuttle
Program
Recommended Action Steps:
1. Develop and adopt a shared stop policy. (Med. Term)
2. Create public access to privately-operated shuttles.
 (Long Term)
3. Develop a unified branding identity for shuttle service.
 (Long Term)




 Page 91 of 112
Transportation Options Strategies
T.6: Update the City of Burlington Employee Parking
Benefits Program to Incentivize Sustainable Commuting
Options
Recommended Action Steps:
1. Review current City employee transportation benefits
 and parking policies,
2. Update benefits to provide balanced options for
 employees.




 Page 92 of 112
Transportation Options Strategies
T.7: Implement a Sustainable Travel Choice Information,
Education, and Marketing Program
Recommended Action Steps:
1. Begin coordinating with CATMA, GMT, Go! Vermont, and
 other local and regional partners to develop a unified
 brand for TDM programs in Burlington. (Near Term)
2. Launch a branded TDM website for Burlington. (Near
 Term)
3. Develop and distribute marketing materials that include
 trip planning information. (Med. Term)
4. Coordinate marketing and educational materials
 distribution with neighborhood Community Mobility
 Rituals programs. (Med. Term)



 Page 93 of 112
Regulations and Plans Strategies
R.1: Update and Expand Burlington’s TDM Requirements
Recommended Action Steps:
1. Begin drafting a points-based TDM ordinance.
2. After finalizing the ordinance structure, begin developing
 TDM program guidelines to support successful
 implementation.




 Page 94 of 112
Regulations and Plans Strategies
R.2: Adopt a Commute Trip Reduction (CTR) Ordinance
Recommended Action Steps:
1. Begin developing a CTR framework.
2. Draft and adopt the CTR ordinance.
3. Develop TDM program guidelines to support successful
 implementation.




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Regulations and Plans Strategies
R.3: Adopt Neighborhood-Based TDM Plans Using the
Neighborhood TDM Framework
Recommended Action Steps:
1. Building on lessons learned through the Old North End
 neighborhood TDM planning effort, begin implementing
 the TDM framework process through City-led planning
 efforts.




 Page 96 of 112
Regulations and Plans Strategies
R.4: Adopt a Framework for Creating Parking Benefit
Districts (PBDs)
Recommended Action Steps:
1. Develop and adopt a PBD ordinance.
2. If and when priced parking expands to new parts of the
 city, collaborate with local stakeholders to implement
 PBDs.




 Page 97 of 112
Regulations and Plans Strategies
R.5: Update the Residential Parking Permit (RPP) Program
Recommended Action Steps:
1. Review the residential permit pricing structure and
 program management/operating costs.
2. Tie RPP permits to Transportation Demand Management
 (TDM) programs.
3. As space allows, incorporate an employee permit option.




 Page 98 of 112
Regulations and Plans Strategies
R.6: Develop and Implement a Downtown Public Realm
Safety Plan
Recommended Action Steps:
1. Conduct a safety audit for downtown to assess current
 conditions and identify areas for improvement.
2. In partnership with the Police Department, Parking
 Services, Public Safety Committee, and Downtown
 Burlington, develop and implement safety
 improvements.
  • Improved lighting and streetscape/landscape treatments near
 public parking facilities, including the Downtown Garage and the
 Marketplace garage.
  • An ambassador program that deploys staff in the downtown area to
 monitor and respond to safety issues at priority locations and times
 of day, or offers to escort people to or from their vehicle upon
 request.As space allows, incorporate an employee permit option.


 Page 99 of 112
Management and Funding Strategies
M.1: Hire or Designate a TDM Program
Manager/Coordinator
Recommended Action Steps:
1. Designate a TDM coordinator at the City of Burlington.
 (Near Term)
2. As funding allows, hire a full-time TDM coordinator at the
 City. (Med. Term)




 Page 100 of 112
Management and Funding Strategies
M.2: Expand Funding Sources for TDM
Recommended Action Steps:
1. Review existing local revenue sources, including parking
 revenue and impact fees, to confirm eligibility and
 feasibility for funding TDM programs. (Near-Med. Term)
2. Establish an annual TDM program budget and allocate
 funding from existing revenue sources. (Near-Med. Term)
3. After designating a TDM program manager, pursue state
 and federal TDM grant opportunities to fund TDM pilots
 and programs. (Long Term)




 Page 101 of 112
Management and Funding Strategies
M.3: Formalize and Expand Burlington’s Partnership with
CATMA
Recommended Action Steps:
1. Form a working group and hold monthly coordination
 meetings with City of Burlington and CATMA staff.
2. Identify and formalize goals, roles, and responsibilities,
 and memorialize in a Memorandum of Understanding.
3. Periodically evaluate the impact of partnership by
 collectively reviewing the success of TDM initiatives and
 adjust strategies as needed.




 Page 102 of 112
Management and Funding Strategies
M.4: Expand Public Advisory Roles for Non-Driving
Transportation Issues and Needs
Recommended Action Steps:
1. Review scope and responsibilities for the Walk | Bike
 council.
2. Ensure that a new or expanded council includes diverse
 representation of the community.




 Page 103 of 112
Neighborhood TDM Strategies
N.1: Establish a Public Bicycle/Electric Bicycle Lending
Library
Recommended Action Steps:
1. Identify partners and develop an operating plan.
2. Identify a central location for the library.
3. Promote the bike library. Integrate information about the
 library in citywide marketing materials and with
 community partners.




 Page 104 of 112
Neighborhood TDM Strategies
N.2: Establish Community-Based Mobility Hubs and
Delivery Hubs
Recommended Action Steps:
1. Pilot the community-based hub concept in the Old North
 End neighborhood.
2. Coordinate with community organizations in the Old
 North End to increase awareness about the hub and
 identify programming opportunities for the space, such
 as special events and service/resource distribution.
3. After 1 year, evaluate the impact of the hub and modify
 the approach as needed for application in other
 neighborhoods throughout Burlington.




 Page 105 of 112
Neighborhood TDM Strategies
N.3: Expand Burlington’s “Walk to Shop” Shopping Trolley
Program
Recommended Action Steps:
1. Include funding for shopping trolley distribution as part of
 neighborhood TDM implementation.
2. Explore the establishment of shared, neighborhood
 trolley libraries to facilitate convenient transportation of
 groceries and goods.




 Page 106 of 112
Neighborhood TDM Strategies
N.4: Implement a “Bus Buddies” Transit Rider Education
Program
Recommended Action Steps:
1. Form a “Bus Buddies” working group that includes GMT
 and community-based organizations who work with
 populations that may benefit from the program.
2. Develop and implement a training course for bus buddy
 volunteers to help them effectively support program
 participants.
3. Begin operating the program. Regularly gather input and
 feedback from bus buddy volunteers and from program
 participants to identify gaps in the program. Augment
 training as needed.




 Page 107 of 112
Neighborhood TDM Strategies
N.5: Pilot a Neighborhood Transportation Wallet Program
Recommended Action Steps:
1. Identify funding and develop a budget for the transportation
 wallet pilot program.
2. Identify eligibility criteria and a pilot area to test the mobility
 wallet.
3. Coordinate with local community-based organizations and
 residents within the study area to identify mobility needs and
 desired benefits to include in the wallet.
4. Develop a price structure that includes “base” and “affordable”
 options.
5. Evaluate preferred format and technology options for
 distributing and managing the wallet.
6. Define equity-driven pilot evaluation criteria.
7. Based on pilot evaluation, consider opportunities to refine or
 expand the program.

 Page 108 of 112
Strategies Prioritization
Based on the recommended timeframes, budget realities and
community priorities, the following strategies are recommended for a
first phase of implementation, to be completed in 2025:
1. Update and expand Burlington’s TDM requirements. Adopt a
 point-based requirement structure that includes additional TDM
 measures and provides flexibility for developers.
2. Adopt a Commute Trip Reduction (CTR) Ordinance, including
 amendments to Institutional Parking Plan requirements.
3. Adopt neighborhood-based TDM plans using the neighborhood
 TDM framework (New North End).




 Page 109 of 112
Next Steps
planBTV: New North End
• Neighborhood TDM Frameworks for 3-4 sub-areas
• Neighborhood Mobility Hub Conceptual Planning


Mobility and Transportation Innovations (MTI) Grant
• Funding for Mobility Hub Guidebook
• Funding for conceptual design and implementation of a pilot Mobility Hub in Burlington’s
 Old North End neighborhood

SECORD (South End Coordinated Redevelopment)
• Goal to create one or two Mobility Hubs that can facilitate the City’s and its partners’ goal
 of creating a car-light urban district in Burlington’s South End




 Page 110 of 112
THANKS!


 Charles Dillard
 Principal Planner/Interim Director
 City of Burlington Office of City Planning
 cdillard@burlingtonvt.gov




 Page 111 of 112
 City of Burlington, VT
 149 Church Street, 3rd Floor
 Burlington, VT 05401
 Phone: (802) 865-7144

 www.burlingtonvt.gov/plan



 TO: City Council Transportation, Energy and Utilities Committee
 FROM: Charles Dillard, AICP, Director, Office of City Planning
 DATE: March 25, 2025
 RE: Transportation Demand Management Action Plan



 Background
 The Transportation Demand Management (TDM) Action Plan is the outcome of the Citywide
 Transportation Options Study (CTOS), completed in summer 2024. The purpose of the study was to assess
 existing and previous TDM programs in the city and recommend approaches the City make take to build on
 those efforts. The CTOS itself was the product of a 2021City Council resolution. The goals of the CTOS
 were to evaluate the City’s TDM program and transportation needs, identify opportunities to expand TDM
 beyond new development, and explore models for neighborhood-based TDM.

 The TDM Action Plan includes 22 strategies, each of which includes a series of action steps that will
 guide the Plan’s implementation. The strategies are organized into four categories as follows:
 • Transportation Options: specific ways of moving that the City should prioritize
 • Regulations and Plans: ordinance and policy planning priorities
 • TDM Management and Funding: operational and funding priorities
 • Neighborhood TDM Strategies: tools that expand the reach and equity of TDM

 Given the complexity and depth of the TDM Action Plan, DPW, City Planning and TEUC have
 established a review process that will occur in the first half of 2025, with a goal of City Council
 adoption of the Plan in late spring or summer 2025. At the February 24th TEUC meeting, the
 Committee heard a description of the seven strategies within the Transportation Options Category.
 These strategies address recommended additions, expansions or modifications to transportation
 services and programs in Burlington.

 The goal of the March 25th TEUC meeting will be to review the Regulations and Plans strategies,
 which include the following:
 • R. 1: Update and expand Burlington’s TDM requirements. Adopt a point-based requirement
 structure that includes additional TDM measures and provides flexibility for developers.
 • R.2: Adopt a Commute Trip Reduction (CTR) ordinance that requires larger employers to
 implement TDM programs.
 • R.3: Adopt neighborhood-based TDM plans using the neighborhood TDM framework.
 • R.4: Adopt a framework for creating parking benefit districts (PBDs) in Burlington.
 • R.5: Update the Residential Parking Permit (RPP) program.
 • R.6: Develop and implement a downtown public realm safety plan.

 Of the above, Strategies R.1 and R.2 are the highest immediate priority, with R.3 also being
 implemented actively through ongoing planning work in planBTV: New North End and the upcoming
 update to planBTV. Following City Council adoption of the Plan, the Office of City Planning, Permitting
 and Inspections and DPW staff will coordinate the drafting of an amendment to the City’s
 Comprehensive Development Ordinance that will establish the point-based requirement structure. A
 Commute Trip Reduction ordinance may be included in the amendment.

 Ultimately, implementation of the entire TDM Action Plan will take several years, but the core
 components can be established in the near term, within the next year.

The City of Burlington will not tolerate unlawful harassment or discrimination on the basis of political or religious affiliation, race, color, national origin, place of
 birth, ancestry, age, sex, sexual orientation, gender identity, marital status, veteran status, disability, HIV positive status, crime victim status or genetic
  information. The City is also committed to providing proper access to services, facilities, and employment opportunities. For accessibility information or
 alternative formats, please contact the City Planning department or 711 if you are hearing or speech impaired.
 Page 112 of 112

CITY OF BURLINGTON, VERMONT

 CITY COUNCIL TRANSPORTATION, ENERGY &
 UTILITIES COMMITTEE
 c/o Department of Public Works 802.863.9094 VOX
 645 Pine Street, Suite A 802.863.0466 FAX
 Post Office Box 849 802.863.0450 TTY
 Burlington, VT 05402-0849 www.burlingtonvt.gov

 Councilor Mark Barlow, Chair, North District
 Inquiries:
 Councilor Gene Bergman, Ward 2
 Rob Goulding
 Councilor Evan Litwin, Ward 7 802.881-2278
 Councilor Marek Broderick, Ward 8 rgoulding@burlingtonvt.gov




 Transportation, Energy and Utilities Committee of the City Council
 Tuesday, April 22, 2025 – 5:00PM
 --DRAFT MINUTES—
 See video for full meeting: https://www.youtube.com/watch?v=cnmcQJSzpY4
Councilors absent: None

Councilors Present: Chair Barlow, Councilor Bergman, Councilor Broderick Councilor McKnight

Chair Barlow calls meeting to order at 5:00 PM
1. Agenda
Councilor Bergman moves to approve the agenda as posted.
Councilor Broderick seconds.
 All in favor, Unanimous approval.

2. Minutes of 3/25/25
Councilor Bergman moves to adopt the minutes as presented.
Councilor Broderick seconds.
All in favor. Unanimous approval.

3. Transportation Demand Management Study
Information Only

4. Public Forum:
In Person: Judy Barber, Glenn Jarrett, Kathryn Cartularo, David Klyszeiko, Jak Tiam, Nolan Rogers
Zoom: Sharon Bushor, Barbara

5. Deliberative Agenda

 5.1 Draft Recommendations for Walk/Bike Acton Plan
Information Only.

 .5.2 The Future of Recycling
Councilor Bergman made a motion that we move to support the first bullet on the TEUCS motion, that we
modify the second one to fundamentally be the medium curve strategies, bullet points one and two,
knowing full well that the number two is not just a cost, but is a full assessment of what we need to do to
fix the problems with the City running it and that we also include the third bullet about working with City
staff to evaluate a potential transit and propose basically a plan to the council by November of 2025.
Councilor McKnight Seconded. Chair Barlow, Councilor Bergman, Councilor McKnight – Aye.
Councilor Broderick - Nay

 5.3 New Committee Meeting Schedule
Discussion on new schedule.
.
 6. Director’s Report
Information Only

 7. Councilor Items
Information Only

 8. Next Meeting
May 27, 2025 at 645 Pine St at 12:00 pm

 9. Adjournment
Chair Barlow adjourns meeting at 8:27 pm.