Promoting Commute Trip Reduction:

Transcription

1 Promoting Commute Trip Reduction: CTR Outreach in Tumwater s City Center Neighborhood Thurston Regional Planning Council 8/31/2011 0

2 Table of Contents Introduction... 2 Background... 3 Literature Review... 4 Promoting CTR in Tumwater... 7 Survey Area and Characteristics... 7 Activities... 9 Methodology Survey Instrument Sampling Results Discussion Opportunities and Challenges Issues Heard Next Steps Conclusion References Appendix A: Tumwater Employee Commuter Survey... i Appendix B: Survey Results... iii Appendix C: Marketing and Promotion Materials... vii 1

3 Introduction This project addresses traffic and transportation issues in Thurston County by working to reduce drive-alone trips and Vehicle Miles Traveled (VMT). A US Department of Energy grant, awarded in 2010, provided Thurston Regional Planning Council (TRPC) funding to expand Washington State s Commute Trip Reduction (CTR) program. As part of this effort, a marketing campaign was conducted in the City of Tumwater between May 24 th and July 31 st, Smaller worksites, located along Capitol Boulevard and adjacent streets, from Southgate Mall (known locally as Southgate) to Tumwater Boulevard, were targeted. With the overall goal of reducing VMT and greenhouse gas emissions 30 percent over six years, this campaign s objectives were to educate business owners, managers, and employees about CTR; promote the business benefits of CTR; conduct a commuter survey; and initiate relationships with businesses and worksites located in the project area. This marketing campaign followed a survey of Tumwater residents, conducted in spring, 2011 that collected data on their perceptions of traffic and transportation-related issues along Capitol Boulevard corridor. Marketing and promotional materials were developed, along with a 13 question survey that measured participants commute behavior and their interest in trying alternatives to driving alone. Materials included a cover letter from City of Tumwater Mayor, Pete Kmet, and TRPC Director, Lon Wyrick, explaining the survey; a fact sheet describing how CTR can benefit local businesses; and maps, pamphlets, and brochures providing information on public transit and other commute modes. Packets, containing surveys, return envelopes, and other materials, were distributed during worksite visits. Survey packets were distributed to 163 worksites employing an estimated 1,460 people. Of 200 worksites originally selected, 21 were excluded on the basis of being home-based businesses without commuting employees. Packets were not distributed to 16 additional worksites because owners or 2

4 managers could not be contacted or declined to participate. Fifty-two worksites returned 312 survey forms. The majority of respondents live in Tumwater, Lacey, and Olympia. Not surprisingly, the results indicate a high rate of drive-alone commuting. On one hand, many respondents do not see alternative commute modes as an option. On the other hand, 20 percent of respondents have changed how they travel to work because of gas prices, and almost 50 percent expressed interest in trying an alternative to driving alone. The results provide a clearer understanding of the challenges and opportunities related to promoting CTR. The data gathered will aid in developing strategies and next-steps for reducing VMT and greenhouse gas emissions in Tumwater and Thurston County. Background In 2010, TRPC was awarded a US Department of Energy grant to address transportation-related fossil fuel consumption and associated greenhouse gas emissions by reducing drive-alone trips and vehicle miles traveled (VMT). This grant involves six related activities that will lead to a 15 percent reduction in VMT and transportation-related greenhouse gas emissions over the next three years for surveyed worksites, schools, or neighborhoods, and an additional 15 percent in the subsequent three years. These activities consist of: 1) Promoting trip reduction at more schools. 2) Expanding the Commute Trip Reduction (CTR) program to smaller worksites and residential neighborhoods. 3) Increasing telework and compressed work weeks. 4) Removing barriers to infill and redevelopment. 5) Creating community tools. 6) Monitoring and measuring. 3

5 Focusing on the second activity, outreach to businesses located along the City of Tumwater s Capitol Boulevard corridor was conducted to: Educate business owners, managers, and employees about CTR. Promote CTR as beneficial to local businesses. Solicit participation in a commuter survey. Establish relationships with the Tumwater business community. Outreach was conducted between May 24 and July 31, 2011, consisting, primarily, of on-site visits to talk with business owners and managers about the City of Tumwater and TRPC s work to address traffic circulation issues along Capitol Boulevard and adjacent streets, ask employees to participate in the commuter survey; and distribute survey forms along with information about alternative commute modes. On-site visits also provided opportunity to provide information about CTR and promote alternatives to drive-alone commuting. Literature Review Transportation Demand Management (TDM) is recognized as a viable strategy for mitigating traffic congestion and air pollution. Traditional strategies, such as expanding roads and parking can offer short-term solutions: however, their long-term benefits are questionable. Though additional roadway capacity will reduce traffic congestion initially; energy consumption, pollution, and automobile accidents tend to increase over time (Victoria Transport Policy Institute [VTPI], 2010). Moreover, traditional approaches are costly, require land that may not be available, and perpetuate society s unsustainable dependence on automobiles. Recognizing that traffic and transportation issues will not be resolved through traditional approaches, communities nationwide are integrating TDM strategies into their transportation plans. 4

6 TDM is about using existing transportation infrastructure more efficiently and reducing dependence on personal automobiles as a primary form of transportation. Compared with other strategies, TDM offers cost-effective means to mitigate traffic and transportation issues. TDM offers benefits unavailable through other transportation management strategies. These include: Reduced traffic. Reduced road and parking expenditures. Lower vehicle ownership and operating costs. Increased transportation options, road safety, community livability, and personal wellness. Environmental protection. Economic stimulus. Land use efficiencies. Cost effectiveness. While possessing advantages over more traditional approaches, TDM programs may be limited in their ability to significantly impact overall travel patterns. They tend to be modest in scale, can be constrained by institutional and political obstacles, and depend on building partnerships among stakeholders who support transportation alternatives (Victoria Transport Policy Institute [VTPI], 2010). These limitations fuel skeptics argument that TDM requires people to change their travel behavior, something they will not do voluntarily. This argument is not wholly accurate. People will often change, given suitable options and incentives (VTPI, 2010). Due to the limitations, and the need to offer options and incentives, effective TDM programs need to employ multiple strategies and offer a range of transportation choices. Consequently, outreach and marketing is essential to TDM success. The Victoria Transport Policy Institute describes marketing as determining consumer needs and preferences, creating appropriate products, providing useful information about products to consumers, and promoting their use (VTPI, 2011). More than simply promoting a product or activity, however, 5

7 marketing also involves ongoing dialogue between producers and consumers (VTPI, 2011). TDM marketing also involves developing partnerships among public officials, employers, community organizations and individuals. Effective TDM marketing programs include specific activities. VTPI recommends: Surveying users and potential users of alternative modes to determine preferences, knowledge, barriers to, and opportunities for changing travel behavior and providing TDM services. Identifying consumers most able and willing to change their travel patterns. Providing consumers with suitable incentives to try alternatives. Educating public officials and businesses about TDM strategies. Promoting TDM benefits and changing public attitudes about alternative transportation modes. Producing a multi-modal access guide providing concise and current information about accessing particular destinations by alternative modes. Improving way-finding. Improving the affordability of alternative transportation modes with appropriate prices, discounts, subsidies, and incentives. Identify and overcoming barriers to using alternative transportation modes. Encouraging transit ridership by increasing the convenience and attractiveness of transit service. Helping people with disabilities and special needs learn to use public transportation services. Providing information that encourages people to compete to achieve travel change objectives, such as contests between individuals, businesses, and communities. 6

8 Survey Area and Characteristics Promoting CTR in Tumwater The survey was distributed to businesses in an area of approximately 1.75 square miles, stretching from Southgate Mall to 76th Avenue, east and west of Capitol Boulevard. Interstate 5 forms Figure 1: Survey Area the survey area s western boundary. The eastern boundary encompasses the residential neighborhoods east of Capitol Boulevard. The survey area, consisting of commercial, non-commercial, and residential land uses, is home to over200 worksites. Commercial land uses include entertainment and recreation, automotive repair and service, gas stations, restaurants and fast food establishments, banks and financial institutions, hotels, retail, daycare and early learning centers, and professional office complexes and buildings. Restaurants, fast food establishments, health care facilities (ranging from medical to massage), and hair and beauty salons 7

9 (including barbershops) comprise approximately 37 percent of the commercial land-use in the survey area. Commercial land use in the survey area is largely service industry related. Some light industrial is located near the survey area s western boundary, along Linderson Way. Non-commercial uses include state and municipal government offices and facilities, Tumwater branch of Timberland Regional Library and Timberland Regional Library Service Center, public schools (Peter G. Schmidt Elementary and Tumwater High), New Market Skills Center, faith-based and community organizations, and a variety of other public and non-profit institutions. The corridor s architecture is varied. At the northern end of the survey area, Southgate Mall is a typical strip-mall: stores aligned in a row, sidewalk in front, and a large parking lot. Smaller strip malls are located throughout the corridor, many of which are oriented perpendicular to Capitol Boulevard. The corridor has many stand-alone businesses, as well as newer office complexes (such as on Lee Street and T Street) with more modern architecture characterized by faux timber-frame facades. South of Dennis Street, newer, multi-story buildings that house Washington State government offices and newer commercial development provide a modern appearance with more contemporary site designs. Set back from Capitol Boulevard, the State office buildings feature architectural and landscape amenities such as plazas, courtyards, lawns and ornamental plants. Most establishments along the corridor have ample onsite parking. Worksite size ranges from state agencies with over 100 employees to small, home-based businesses. Commercial uses are concentrated along Capitol Boulevard, primarily around Southgate Mall and the four blocks south of Trosper Road (see figure 1). Most businesses along the corridor are service industry related, but also include retail and professional establishments. The worksites that received survey packets reflect a similar distribution, with 79.1 percent service industry related (figure 2). Of the estimated 1,460 employees at these worksites, 85.8 percent work in the work in the service sector (figure 3). Food service accounts for the largest share of 8

10 employees with approximately 387 (26.5%) working at 29 dining establishments located in the survey area. Figure 2: Worksites by Industry Count Percent Housing 4 2.5% Religious 1 0.6% Retail 26 16% Retail/Service 3 1.8% Service % Total % Figure 3: Employees by Industry Count Percent Housing % Religious % Retail % Retail/Service % Service % Total % Activities Thurston Regional Planning Council s CTR marketing and promotional campaign incorporated many of the recommended activities listed on Victoria Transport Policy Institutes website. A survey was distributed to worksites along Capitol Boulevard corridor, and adjacent streets, in an effort to determine commuter preferences, identify barriers and opportunities for changing travel behavior, and establish a baseline for measuring progress in reducing drive-alone rates and VMT. Surveys were distributed primarily through onsite visits to worksites. Onsite visits also provided opportunity to: Talk with business owners and managers about benefits of CTR and available incentives. 9

11 Identify groups and individuals willing to promote CTR and change their transportation mode. Provide information on alternative transportation modes. Establish relationships with the Tumwater business community. This campaign was the initial step in identifying and overcoming barriers to using alternative transportation modes, changing public attitudes, and building support for commute trip reduction. Other activities were conducted to prepare for and support the marketing and outreach campaign, including: Preparing the 13 question survey. Preparing educational and promotional materials. Developing a worksite database, contact-list, and maps of worksite locations. Assembling packets consisting of educational materials, promotional materials, and survey forms. Maintaining and updating worksite database, contact lists, and maps. Follow-up phone calls to with reminders to complete and return the survey. Mailing thank you cards to worksites that returned surveys. Data analysis. Report and PowerPoint presentation preparation. Methodology Survey Instrument The survey (see appendix A) used for this project was adapted from the State of Washington CTR Employee Questionnaire. A Spanish version was produced and distributed as needed. Consisting of 13 close-ended questions, it was designed to gather data on: Employment status and work schedule. 10

12 Mode split by type of transportation and day of week. One way commute trip distance. Availability of worksite parking and broadband Internet service. Use of park-and-ride, Interstate 5, and telework. Inclination to try alternative commute modes. Whether gas prices have impacted how people travel to work. Where respondents live. Sampling Worksites with fewer than 100 employees were the primary focus of this marketing campaign. Rather than select a sample, the intent was to make contact with as many worksites as possible. Some worksites were intentionally excluded: State government offices because they have CTR programs in place, Peter G. Schmidt Elementary School and Tumwater High School because the marketing campaign was scheduled near the end of the school year, and home-based businesses with only one or 2 employees. Home-based businesses were assumed to have few, if any, commuting employees. Of the 179 worksites selected, four declined to participate and twelve could not be contacted within the project timeframe, despite numerous attempts. All told, 163 worksites, employing approximately 1,460 people, received survey packets. Survey Packets CTR promotional, informational, and educational materials were distributed with survey forms. Marketing packets consisted of: Survey forms. Pre-paid envelope for returning surveys. Cover letter explaining the survey s purpose. 11

13 good for Business flyer explaining the business benefits of CTR. Poster reminding employees to complete and return the survey. Transit maps and schedules. Thurston County bicycle map. Intercity Transit guide. RideshareOnline brochure. Thurston Here to There brochure. Rural and Tribal (R/T) Transportation pamphlet. TRPC business card with contact information for those seeking more information. Results Fifty-two (32%) worksites, employing approximately 465 people, returned 312 survey forms for a response rate of 21.4 percent. A complete summary of the survey results can be found in Appendix B. Results show that the majority of respondents: Live in Tumwater, Lacey, and Olympia (72.3%). Are full-time employees working 35 hours or more per week (75.4%). Work 5 days per week (73.1%). Have not changed how they travel to work due to increased gas prices (80%). Drive to work alone (82.3%). Are not interested in trying an alternative mode of commuting, or do not have an option. Report adequate on-site parking for employees who drive to work (90.4%). Typically use I-5 as part of their commute (51.1%). Do not telecommute (93.4%). 12

14 Discussion In addition to establishing a baseline, the results help identify opportunities and challenges involved with promoting CTR to Tumwater s Capitol Boulevard business community. This information can aid with developing potential strategies and next steps. Furthermore, the marketing campaign provided opportunity to talk with business owners and managers about general traffic and transportation related issues near their businesses. Opportunities and Challenges The survey results identify populations that could be targeted for continued, more focused promotional efforts. These populations include the 72.3 percent of respondents living in Tumwater, Lacey, and Olympia communities served by transit; the 20 percent of respondents who have changed how they travel to work because of gas prices; and the 49.4 percent of respondents interested in trying an alternative to driving alone. The results also help identify alternative commute modes that could be developed and promoted. With most respondents living in communities served by transit and commuting to worksites located along or near established transit routes, opportunities for reducing drive-alone rates through promoting and developing public transportation should be explored. Carpooling and cycling should also be examined as respondents indicated they would be more likely to try these commute modes over riding the bus. While comparing favorably to public transit, the viability of compressed workweeks depends more on business type than employee preference. Because so many worksites are service industry related requiring onsite employees, compressed workweeks will have less impact on reducing drive-alone rates than other modes. Outreach to worksites located in the survey area offered the opportunity to begin establishing relationships and identifying potential CTR partners within the local business community. Finally, the survey results and marketing campaign have 13

15 laid the foundation for further research into the challenges related to removing structural, institutional, and motivational barriers to trying alternatives to driving alone. One challenge, mentioned above, is that compressed workweeks may not be appropriate for many of the service industry worksites located in the survey area. Many of these businesses need employees on site to provide customer service, limiting the extent to which compressed workweeks can be utilized. While compressed workweeks could be used, they will not reduce overall commute trips at worksites with a fixed number of scheduled shifts. Teleworking is hampered by similar reasons. Another challenge that emerged is a general reluctance to try alternate commute modes. Many respondents indicated disinterest, or see themselves as not having the option. Similar to compressed workweeks, a third challenge relates to business type. Individual CTR programs may be inappropriate for many worksites due to the small number of employees at each location. Exceptions exist, however, such as Timberland Regional Library Service Center, the UPS Customer Service Center, and the two public schools not included in this survey. Reducing drive alone trips along Capitol Boulevard corridor in Tumwater will require concerted effort. Changing commute behavior depends on shifting people s perceptions and attitudes about alternative transportation, having attractive and convenient options in place, and building a culture that supports CTR goals. Ideally, the City of Tumwater should assume a more proactive role in building support for CTR among the local business community. Realistically, the City s involvement in promoting CTR may be limited by resource constraints. Issues Heard Distributing survey packet to worksites in the study area provided opportunity to talk with business owners and managers about traffic related issues. Comments generally focused on the cause and impacts of increased traffic along Capitol Boulevard, revolving around the following observations and concerns: 14

16 Traffic volume, especially during peak periods. State office buildings contributing to congestion. Poor condition of roadway. Parking lot drive-through Trosper Road intersection. Southbound traffic turning left into Starbucks. Business impacts of traffic. Unsafe for pedestrians and cyclists. Aesthetic improvements such as street trees. The state office buildings located along Capitol Boulevard and Linderson Way were singled out as the primary source of traffic congestion in the area. Though the worst traffic occurs during peak periods, particularly lunch time and in the afternoon, many people expressed going anywhere any time of day can be difficult. Kathy Hawkins, owner of Southgate Barber Shop, described how it can take 30 minutes to drive from Southgate Mall to Fred Meyer west of I-5, less than one-half mile from her business. While walking would be faster, Kathy expressed reluctance to do so because of dangerous traffic. Dangerous for pedestrians a consistently heard comment was ascribed to high-speed, highvolume traffic; inattentive drivers; unsafe crosswalks; and poor-quality sidewalks adjacent to traffic. The Capitol Boulevard and Trosper Road intersection was singled out as having the worst traffic in the survey area, with Starbucks perceived as a major contributing factor. Business owners and managers in this area commented on the volume of traffic cutting through parking lots to avoid congested streets. Lost income was attributed to traffic congestion. Justin Clement, whose parents own Tumwater Lanes, talked about the loss of approximately 30 percent of the bowling alley s lunch-time business over the past three years. While acknowledging the impact of the 2008 economic downturn and addition of newer dining establishments to the south (around the intersection of Tumwater and Capitol Boulevards), Justin perceived traffic congestion to be the primary cause. Other issues mentioned were 15

17 poor roadway conditions repairs and repaving needed the need for aesthetic improvements such as street trees, and lost sense of community. Next Steps The opportunities and challenges identified, and the issues that were heard, help define some of the next steps that could be taken to continue promoting CTR along Capitol Boulevard corridor in Tumwater, and working toward trip reduction goals. These steps include: Further evaluating the data to identify barriers to trying alternate commute modes. Discussing opportunities to promote CTR with City of Tumwater staff and policymakers. Identifying CTR champions within the Tumwater business community. Hosting Tumwater CTR networking meetings with Employee Transportation Coordinators. Planning CTR promotions. Promoting CTR and expanding the survey to Tumwater public schools. Continuing to develop and promote ThurstonHereToThere.org. Continuing to educate employers and employees about CTR. Developing CTR resources for smaller worksites. Evaluating the adequacy of alternative commute modes. Exploring alternatives to individual worksite CTR programs. Identifying opportunities to promote CTR to specific audiences. Learning what would motivate people to change their commute behavior. Conclusion As the initial phase in expanding CTR to smaller worksites along Tumwater s Capitol Boulevard corridor, this campaign: 16

18 Raised awareness about commute trip reduction and alternative transportation modes. Surveyed employees about their commute behavior. Initiated relationships with the local business community. Raised awareness of the City of Tumwater and TRPC s efforts to address traffic and transportation related issues. Collected data that can guide continued CTR marketing and promotion. Established mode split and vehicle miles traveled baselines. To be effective, CTR needs ongoing and consistent promotion. Consideration must be given to identifying next steps, deciding where limited resources can have the greatest impact, and developing a sustainable CTR marketing campaign. In developing such a campaign, recognition should be given to the fact that current CTR policies and programs are not designed with smaller, non-affected worksites in mind. Likewise, a one size approach to CTR will not fit different worksite and employee needs. Reducing drive-alone trips in Tumwater will require an adaptable approach capable of accommodating those needs, as well as collaboration between local businesses, employees, community leaders, residents, policymakers, and public transit providers. Reducing drive-alone trips can be facilitated by a broader vision. Redeveloping communities to include a mix of commercial, residential, recreational, and transportation options needs to be part of that vision. Providing those options is a valuable tool in changing how people travel. Within this larger context, re-visioning is vital to achieving CTR goals. Planned and implemented carefully, CTR can achieve more than reducing drive-alone trips and traffic congestion. CTR can be a vehicle for protecting the environment, strengthening the local economy, and building sustainable communities. Doing so needs to be a part of Tumwater s long-term plans to redevelop the corridor. Though requiring considerable time and resources, the effort will be worthwhile. 17

19 References Thurston Regional Planning Council. (2007). Draft commute trip reduction plan. Retrieved from Victoria Transport Policy Institute. (2010). Why manage transportation demand? TDM Encyclopedia. Retrieved on 8/12/2010 from Victoria Transport Policy Institute. (2011). TDM marketing. TDM Encyclopedia. Retrieved on 8/12/2010 from Washington State Department of Transportation. (n.d.) Growth and transportation efficiency center planning guide. Retrieved from D2701/0/GTEC_Planning_Guide_ pdf 18

20 APPENDICES Appendix A: Tumwater Employee Commuter Survey Page 1 i

21 APPENDICES Appendix A: Tumwater Employee Commuter Survey Page 2 ii

22 APPENDICES Appendix B: Survey Results Question 1: Has the price of gas changed how you travel to work? Count Percent Yes 55 20% No % Total % Question 2: Which of the following best describes your employment status? Employment Status Count Percent Full-time (35 hours or more each week) % Part-time (20 to 34 hours each week) 65 21% Part-time (less than 20 hours each week) % Total % Question 3: Which of the following most fits your normal work schedule? Schedule Type Count Percent 5 days a week % 4 days a week (4/10) % 3 days a week % 9 days in 2 weeks (9/80) 4 1.3% 7 days in 2 weeks 1 0.3% Other % Total % iii

23 APPENDICES Appendix B: Survey Results Question 4: In a typical work week, what type of transportation do you use each day to commute to your usual work location? Mode Count Percent Drove Alone % Carpool % Vanpool 9 0.6% Bus % Motorcycle 5 0.3% Bike % Walk % Telework 8 0.5% Other 1 0.1% Compressed Work Week % Potential Trips % Question 5: If you used a carpool, vanpool, or rode a motorcycle as part of your commute, how many people (age 16 or older) were usually in/on the vehicle, including yourself? Passengers Count Percent 1 person % 2 people % 3 people 2 0.7% Not applicable % Total % Question 7: One way, how many miles do you commute from home to your usual work location? Distance Count Percent 1-2 miles % 3 to 6 miles % 7 to 15 miles % 16 to 30 miles % greater than 30 miles % Total % iv

24 APPENDICES Appendix B: Survey Results Question 8: Where you work, is there enough onsite parking for everyone who drives to work? Available Parking Count Percent Sufficient % Insufficient % Total % Question 9: Does your business have computers with high speed internet access? Count Percent Yes % No % Total % Question 10: Where do you live? Count Percent Olympia 74 32% Tumwater % Lacey % Thurston County, but outside city limits % Centralia or Chehalis 7 3% Grays Harbor County 6 2.6% Pierce County 6 2.6% Mason County 5 2.2% Tenino 4 1.7% Lewis County, but outside Centralia/Chehalis city limits 3 1.3% Other 3 1.3% Rainier 2 0.9% Yelm 2 0.9% King County 1 0.4% Total % v

25 APPENDICES Appendix B: Survey Results Question 11: Last week, did you use a park-and-ride lot as part of your commute? Count Percent Yes 1 0.3% No % Total % Question 12: Do you typically use I-5 as part of your commute? Count Percent Yes % No % Total % Question 13: On average, how many days do you telework in a typical month? Frequency Count Percent 1 day 2 0.7% 2 days 4 1.3% 3 days 2 0.7% 4 days 6 2% 5 days 2 0.7% 6 days 1 0.3% 8 days 1 0.3% More than 8 days 2 0.7% No days % Total % Question 14: How likely would you be to try the following? Compressed Percent Who: Bicycle Bus Carpool Work Week Park and Ride Telework Vanpool Walk Do Now 4.3% 3.2% 11.3% 5.9% 0.4% 3.3% 0.4% 3.6% Likely 15.4% 14.1% 20.9% 16.8% 6.3% 12.3% 10.4% 9.9% Not Likely 36.2% 35.3% 33% 21.2% 38.3% 17.4% 42.2% 30.3% Not an Option 44.1% 47.3% 34.8% 56% 55% 67% 47% 56.2% Total Responses vi

26 APPENDICES Appendix C: Marketing and Promotion Materials/Cover Letter vii

27 APPENDICES Appendix C: Marketing and Promotion Materials/CTR Good for Business Flyer Page 1 viii

28 APPENDICES Appendix C: Marketing and Promotion Materials/CTR Good for Business Flyer Page 2 ix

29 APPENDICES Appendix C: Marketing and Promotional Materials/Take the Survey Poster x

30 APPENDICES Appendix C: Marketing and Promotional Materials/Bus Map xi

31 APPENDICES Appendix C: Marketing and Promotional Materials/Here to There Brochure xii

32 APPENDICES Appendix C: Marketing and Promotional Materials/Here to There Brochure xiii