Allina Health Mobility Plan

MOBILITY PLAN

Abbott Northwestern Hospital and Midtown Exchange

JANUARY 2019

ACKNOWLEDGEMENTS

STAKEHOLDER ADVISORY COMMITTEE

Earl Beitzel  Vice President, ANW Finance

Chris DuFrense  Director, IS Applications

Nancy Garner Ebert  Director, Marketing and Communications

Kerri Gordon  Director, Government Relations

Tim Grote  Vice President, Facilities and Construction

Sarah Hlusak  Director, Corporate Communications

David Joos  Executive, ANW Operations

Tony LaCroix-Dalluhn Vice President, Operations and Facilities

Kristyn Mullin Vice President, Hospital Region

Alison Pence Director, Community Engagement

Leah Schmoyer Director, Human Resources

Lisa Schwartz Vice President, HR Division

Jonathan Shoemaker Chief Information Officer

Sarah Stumme Director, Human Resources

ALLINA HEALTH STAFF

Adam Juul Director, Facilities Support Services

Jeff Karr Manager, Parking and Transportation

Shannon Nelson Manager, Facilities Support Services

Phil Olmstead Project Manager

Paul Leitman

Cynthia Lin

Jason Novsam

Jungwha Yuh Paulo Nunes-Ueno

CHAPTER ONE INTRODUCTION

WHAT IS THE MOBILITY PLAN?

At a time of rapid growth in the health care sector, hospital campuses are increasingly constrained by their physical surroundings. Balancing campus growth with improved mobility and access is paramount. This dynamic is front and center at Allina Health and its Abbott Northwestern Hospital (ANW) and Midtown Exchange (Midtown) campuses. With a high single-occupancy vehicle (SOV) commute mode share for employees, coupled with projected campus growth, the future will bring increased pressure on a parking system that is already severely constrained.

Convenient parking options will remain essential to ANW and Midtown, yet this is an opportune time for Allina Health to weigh the tradeoffs between parking supply expansion and a balanced mobility approach that reduces parking demand. Allina Health is ideally situated to leverage its setting and maximize existing and future transportation resources to serve the mobility needs for all patients, employees, and visitors.

The Allina Health Mobility Plan is the roadmap for a new mobility future at ANW and Midtown. A comprehensive approach to not just parking, but overall access and mobility is the guiding principle. At its core, the Mobility Plan guides Allina Health to a future where:

Single-occupancy vehicle trips are reduced through investments in multimodal policies, programs, infrastructure, and technology.

Parking is prioritized for patients and their visitors.

Employees have easy access to paid parking on the days they need to drive, but more employees are choosing not to drive for some of their commute trips.

Parking is a simple and user-friendly experience.

Transportation information is easy to find, programs are simple to use, and administration is streamlined.

Transportation is not a barrier to employee attraction and retention.

Transportation supports Allina Health’s long-term financial sustainability.

HOW WAS THE MOBILITY PLAN CREATED?

Mobility Plan Process

1 2 3 4 5

Project Initiation + Management Discovery of Current State Creating a Vision Strategy Development + Modeling Parking + TDM Plan Implement, Monitor, Adjust

Immediate Interventions Matrix

Stakeholder Engagement

Immediate Interventions Toolkit

Every workplace is different, each with unique qualities that demand tailored solutions. Allina Health’s workforce and patient populations hold a diverse set of values, goals, and needs. In order to create right-sized strategies to improve mobility to, from, and within ANW and Midtown campuses, a series of workshops, stakeholder meetings, and surveys were conducted.

These activities informed the development of the Mobility Plan and ensured that all key groups played a central role in strategy creation and implementation. Major engagement activities included:

Stakeholder interviews

Stakeholder Advisory Committee (SAC)

Employee Travel Survey

Stakeholder Interviews

The project team conducted a series of interviews with ANW and Midtown departments and stakeholders, including:

Facilities

Parking and Transportation

Human Resources

Information Systems

Government Relations

Midtown Exchange property management

Midtown Exchange parking operators

Stakeholder Advisory Committee

The SAC provided ongoing feedback and direction to the project team throughout the planning process and vetted both key findings and proposed strategies. The SAC included a diverse group of staff from a range of departments and backgrounds.

Earl Beitzel  Vice President, ANW Finance

Chris DuFrense  Director, IS Applications

Nancy Garner Ebert  Director, Marketing and Communications

Kerri Gordon  Director, Government Relations

Tim Grote  Vice President, Facilities and Construction

Sarah Hlusak  Director, Corporate Communications

David Joos  Executive, ANW Operations

Tony LaCroix-Dalluhn Vice President, Operations and Facilities

Kristyn Mullin Vice President, Hospital Region

Alison Pence Director, Community Engagement

Leah Schmoyer Director, Human Resources

Lisa Schwartz Vice President, HR Division

Jonathan Shoemaker Chief Information Officer

Sarah Stumme Director, Human Resources

A key milestone with the SAC was a June 2018 goal-setting workshop. Attendees identified Allina Health’s core values, discussed how those values are currently measured, and established the relationship between transportation conditions and those core values. The workshop resulted in an initial set of transportation and mobility goals, oriented to the needs and wants of the Allina Health community. The initial goals were refined by the project team to create a Mobility Vision and a set of Mobility Goals (see Chapter 2).

Another key SAC workshop was held in October 2018. This meeting emphasized refinement of the draft strategies prepared via the plan process. Attendees provided input on proposed strategies and helped craft a near- and long-term approach to ensure Mobility Plan implementation.

Employee Travel Survey

The employee travel survey, conducted in April and May 2018, gathered critical feedback from ANW and Midtown employees. Given the diverse travel habits of the workforce, variations in schedules, and mobility needs, the survey targeted a broad range of employee groups.

A total of 2,809 employees responded to the survey from both the ANW and Midtown campuses. Detailed employee survey findings are included in Chapter 3 and are also available in the Technical Appendix.

Midtown Exchange Respondents Hospital Respondents

1 Dot = 1 Employee N

Employee Travel Survey

An online survey allowed the project team to assess employee mobility needs by home location, place of work, and job position.

Nursing

Clinical or Technical Professional

Clerical

Executive/Management

Physician - employed

Non-Clinical Professional

Other Volunteer

Pharmacist Maintenance, service, or security personnel

Midtown Exchange Campus Abbott Northwestern Hospital Campus

WHAT IS IN THE MOBILITY PLAN?

Chapter 2 provides a summary of the Mobility Vision and Goals and a project roadmap towards a new 80% employee SOV rate.

Chapter 3 summarizes the problem statement and key findings from the existing conditions analysis.

Chapter 4 includes the Strategy Toolkit, a highlight of Quick Wins, and a userfriendly summary of the 21 Mobility Plan strategies and their implementation approaches.

The Technical Appendix includes several interim deliverables and technical memorandums, including:

State of the Commute Fact Book

Employee Survey Analysis

Memorandum on Mobility Goals

Memorandum on Parking Model

Best Practices Report

CHAPTER TWO MOBILITY PLAN FRAMEWORK

The Allina Health Mobility Plan is anchored by a Vision Statement and set of Mobility Goals. As conditions change, new technologies emerge, and employees come and go, the Vision and Goals will guide ongoing implementation of the Mobility Plan.

Allina Health Vision Statement

Mobility Goals

1 2 3

WHICH FUTURE SUPPORTS THE VISION AND GOALS?

Today, about 90% of ANW and Midtown employees commute by singleoccupancy vehicle (SOV). As a result, there is an almost 350-space parking deficit on the busiest days. New supply is planned, but it is very expensive to build and operate, and will not address the desire of many employees for multimodal transportation options.

To be able to grow, and support its overall values and bottom line, Allina Health simply cannot build its way out of its parking problem.

Instead, Allina Health must prioritize an 80% employee SOV rate by 2026. To achieve this goal, about 600 SOV commuters each day will need to use another mode of travel.

90%

CURRENT STATE (2018) TDM = Transportation Demand Management SOV = Single Occupant Vehicle

5,257 Parking Spaces

5,604 Peak Daily Demand

(347) Space Deficit

HOW DOES ALLINA HEALTH ACHIEVE

An 80% SOV target is ambitious, but achievable. There is no silver bullet. Success will require implementation of a suite of diverse strategies and approaches that will disrupt the current way of commuting, but ultimately provide a better travel experience for all.

The Mobility Plan includes a package of 21 strategies, grouped by six categories:

CHAPTER THREE SUMMARY OF KEY FINDINGS

The initial phase of the Mobility Plan development included a comprehensive existing conditions analysis that reviewed key data, travel behaviors, and the physical context of the campus. Key focus areas for this analysis were:

Employee and patient growth expectations

Current travel behaviors

Parking utilization and management

Transit use and infrastructure

Bicycle and pedestrian use and infrastructure

Supplementary transportation programs and incentives

In addition, the project team conducted an existing and future parking demand analysis, utilizing a parking model based on current and projected growth and employee mode split.

This chapter summarizes the key findings from these two efforts. A comprehensive State of the Commute Fact Book and a technical memorandum on the parking analysis are available in the Technical Appendix.

TOP 10 TAKEAWAYS

STATE OF THE COMMUTE 1.

The vast majority of employees drive alone to work.

Overall, 90% of employees are single-occupancy vehicle (SOV) commuters, with SOV mode share slightly higher at ANW than at Midtown.

Drive alone (including motorcycle/scooter)

Bike

Bus/Shuttle

Carpool/Vanpool (driver stays and parks)

Other

Walk

Dropped o (driver does not park/stay)

Telecommute

Light Rail or Rail

Taxi/Uber/Lyft

2.

Many employees would like to try other modes for some or all of their commute trips.

Only 43% of ANW respondents and 33% of Midtown Exchange respondents indicated that they currently take their preferred travel mode to work.

3.

Parking demand often exceeds capacity on the busiest days.

The lack of available parking and traffic congestion getting to and from work were the most significant negative factors cited by daily commuters.

4.

5.

Current parking policies and pricing incentivize employees to drive and get their “money’s worth.”

Allina Health employees are automatically enrolled in a payroll deduction program that charges employees by hour worked, not hour parked. Other payment options are available, but not well known or utilized.

“Employees should only be charged for parking when they scan their badge to park in the ramps, not on a payroll deduction basis!”

6.

New parking supply is planned, but Allina Health’s ability to build more parking is limited.

Approximately 1,240 new spaces have been identified, but Allina Health simply cannot build a parking space for every existing and future employee, patient, and visitor. A mix of cost-effective supply and parking demand reduction approaches is needed to accommodate projected growth.

The price for parking is low relative to demand, and will not cover daily operating costs for new spaces.

Parking rates have not increased in several years and current rates would only cover about 25% of the daily cost to operate, maintain, and fund debt service on a new parking space.

7. 8.

Despite a MetroPass subsidy available to Allina Health employees, transit use is limited.

Many employees citied existing barriers to taking transit including the length of trips, lack of service during off-peak commute hours, and comfort and safety issues.

Strong potential exists to grow biking and walking commutes by employees.

About 19% of survey respondents indicated that they would like to walk or bike as their primary mode, but do not currently do so. Limited incentives and insufficient trip-end facilities, such as showers and lockers, were identified as barriers.

9.

.

Marketing and communications for transportation is limited and not fully integrated into the employee on-boarding process.

Improved communication and new technologies for administering existing programs such as the CommuteShare program, MetroPass subsidy, and carpool program will likely increase participation.

Allina Health employees indicated a strong desire for additional mobility services, amenities, and incentives.

Shuttle service, greater discounts for Metro passes, a web or smartphone based platform for mobility information, and more flexibility to telecommute featured as the most desirable improvements.

PARKING DEMAND ANALYSIS

To estimate the future parking need by 2026 the project team utilized an iterative parking demand model calibrated to Allina Health’s unique conditions.

Key inputs were derived from a number of data sources, as well as assumptions based on best available information. It is important to emphasize two key points.

All future scenarios assume a reduction from the current 90% employee SOV rate.

The model results represent potential future scenarios, based on best available data and informed assumptions. Future parking demand is not fixed. Actual parking demand will depend on realized employee/ patient growth, effectiveness of SOV reduction strategies, and/ or macro-level demographic and mobility trends.

Based on the current SOV rate, the current parking deficit on peak days is approximately 347 spaces . Including a 10% buffer, the current deficit is approximately 382 spaces.

If no change is made to the SOV rate, Allina Health will need 1,540 new stalls by 2026 at a construction cost greater than $60 million.

Based on a project-specific modeling effort, an 80% SOV target was modeled, showing that Allina Health could reduce its parking need by almost 600 spaces. The Strategy Toolkit in Chapter 4 describes the means by which Allina Health can achieve its 80% SOV goal.

SUMMARY OF MODEL INPUTS

Employee SOV rate (2018): 90%

2018 baseline employee populations:

ANW non-contract employees: 3,840

ANW contract employees: 1,181

Midtown non-contract employees: 1,922

Midtown contract employees: 430

2018 baseline patient/visitor peak daily vehicle demand

ANW PV peak vehicles: 788

Midtown PV peak vehicles: 204

Employee show rate: 67%

Average annual growth rates:

ANW employees: 2%

Midtown employees: 2%

Patient/Visitor: 4%

Existing parking supply:

ANW: includes all ramps and surface parking lots. Assumes 50% of Ramp 2’s 541 spaces for ANW use and 37% of Ramp 5’s 940 spaces.

Midtown: Assumes 1,400 of the 1,865 spaces for Allina Health use.

On-street: 125 on-street spaces

Effective Supply Buffer: 10%

Midtown lease back = 100 spaces

CHAPTER FOUR STRATEGY TOOLKIT

The Mobility Plan includes a package of 21 strategies, grouped by six categories: Policy, Parking, Programs, Transit, Bike/Pedestrian, and Shared Mobility. All of these elements are required to ensure long-term success. Too much emphasis on one, or ignoring some altogether, will impact Allina’s ability to improve parking and mobility for all.

The Strategy Toolkit provides additional detail on each of the 21 strategies, as well as guidance to staff and leadership as it moves forward with implementation of the Mobility Plan. The following information has been provided.

Summary Statement: A brief overview of the strategy and its required action(s).

Evaluation: A high-level summary of the strategy’s benefit, cost impact, and priority relative to the other strategies.

Action Steps: A list of phased action steps to ensure efficient and productive implementation.

Cost Estimate: Planning-level estimate of the costs to implement the strategy.

Quick Fact: Key data point from the existing conditions assessment.

Stakeholder Input: Sample of feedback from the engagement efforts.

Best Practice: Case studies of successful implementation.

SUMMARY OF STRATEGIES

Adopt o cial goals, objectives, and metrics to guide investments, monitor performance, and calibrate policies and programs.

Expand and diversify sta ng to support Plan implementation.

multimodal standards for new development.

Revise employee policy and price to reduce SOV trips, incentivize use of multimodal trips, and streamline administration.

Upgrade system infrastructure to facilitate enhanced parking management.

Identify shared parking partnerships with nearby parking facilities.

Strategically invest in new parking supply, minimizing the number of new spaces to the greatest degree possible.

Unify all mobility and parking information and services in a mobile commute platform.

Create a rewards program that incentivizes and encourages transit, biking, walking, and shared rides.

Develop a comprehensive communications and marketing program for mobility and parking services.

Further develop and adopt robust policies and consistent training to increase the share of employees telecommuting.

Create tailored commute plans for employees.

Continue to o er subsidized Metro transit passes for all Allina employees. Evaluate additional incentives.

Enhance existing Metro services and passenger amenities.

Continue to evaluate a dedicated, high-frequency shuttle system that connects to key transit hubs.

Enhance

Incentivize and expand bike

Improve

Expand car

Expand and diversify

Implement an employee ride-hailing solution that subsidizes certain

QUICK WINS

Implementation of the Mobility Plan will not, and should not, happen right away or all at once. Some strategies will take additional time to plan, design, or finance. Some may be dependent on implementation of others first. Furthermore, changing the culture around parking and transportation can be difficult.

That said, immediate progress is within reach. Here are a number of quick wins Allina Health should prioritize to build momentum in 2019.

1. +

Hire additional transportation staff to support Mobility Plan implementation (Policy #2).

Finalize and distribute a Mobility Packet to communicate mobility programs to all new and existing employees (Programs #3).

3. 5. 2. 4. 6.

Offer a series of incentives to boost enrollment in existing and future multimodal programs (Programs #2).

Issue an RFP for a commute platform, select a vendor, and initiate platform design (Programs #1).

Formalize and adopt a telecommuting policy that provides flexible and consistent options to eligible employees (Programs #4).

Adjust 2019 parking prices to reflect high parking demand, increasing operating costs, and set the stage for flexible daily parking options in the near future (Parking #1).

STRATEGY TOOLKIT

POLICY | Mobility Goals

Adopt official goals, objectives, and metrics to guide investments, monitor performance, and calibrate policies and programs.

In order to uphold Allina Health’s core values, a goals-driven approach for parking and mobility is needed. Adopting a formal vision, goals, objectives, and performance measures for the Mobility Plan is crucial to long-term success. This framework anchors the plan, establishes a consistent process to more effectively integrate mobility into campus planning and culture, and enables staff to consistently measure program impacts and areas for ongoing improvement.

Action Steps

Short-term actions include:

• Finalize proposed mobility vision, goals, objectives, and performance measures, including a specific employee singleoccupancy vehicle (SOV) mode share target. Request formal adoption from Allina Health, ANW, and Midtown leadership.

• Refine or create the necessary infrastructure to monitor performance, including new data feeds from commute platform (Programs #1). Key data points include:

◦ Parking inventory and utilization

◦ Employee and patient/visitor travel surveys

◦ Transit ridership by stop and route

◦ Bicycle parking inventory, occupancy, and quality

◦ Collisions by corridor and intersection

◦ Ride hailing drop-offs and pick-ups.

◦ Car share and bike share activity on campus

◦ Program and incentive participation

• Establish an internal work group from key departments to fast-track implementation of Plan strategies.

POLICY | Mobility Goals 1

Medium/Long-term actions include:

• In coordination with Policy #2, hire and designate the needed staff to track progress toward goals.

• Establish standing internal and external advisory groups to advise and direct on key parking and mobility initiatives.

• Create and issue an Annual Report on Progress.

Cost Estimate

No incremental cost - assumed as part of existing and future staff time and/or as part of other strategy.

Mobility Vision and Goals

Allina Health will invest in parking and mobility management in response to the evolving and diverse travel needs of its patients, visitors, and employees.

GOALS 1 2 3 4 5 6 Prioritize access and mobility

Future growth should be supported by fiscally responsible transportation investments. Communicate Leverage technology and partnerships to create and support an intuitive travel experience. +

POLICY | Mobility Goals 1

Mobility Goals, Objectives, and Performance Measures

GOAL

Enhance the Patient Experience

Prioritize access and mobility for Allina’s core healthcare mission.

Attract and Retain

Invest in innovative and competitive benefits that retain and attract employees.

OBJECTIVES PERFORMANCE MEASURES

• Focus on the patient experience - from trip origin to trip destination.

• Inform patients about their parking and travel options early and often.

• Make available parking easy to find with clear and simple parking procedures and tools.

• Prioritize new and existing parking supply for patients before employees.

• Reduce overall employee demand for parking to preserve capacity for patients.

• Integrate multimodal policies and programs into Allina’s employee benefits package and as part of the on-boarding process.

• Pursue systems to increase employee satisfaction and help manage and facilitate the employee transportation program.

• Make the parking system flexible so that employees do not have to drive every day, but have the option if needed.

• Support transportation options that are affordable, equitable, and minimize the burden of those who choose to not drive and park.

• Accommodate the varied work schedules and non-traditional work hours of Allina employees.

• Encourage telecommuting for those employees whose roles and responsibilities allow for it.

Diversify Access Options

Enhance and augment policies and programs for transit, ride sharing, walking, and biking.

• Reduce employee SOV rate to 80% by 2026.

• Make the parking system, policies, and programs flexible.

• Equalize the costs, benefits, and marketing across all multimodal transportation options.

• Expand and improve bicycle infrastructure, services, and programs.

• Expand and improve pedestrian infrastructure, services, and programs.

• Expand and improve transit infrastructure, services, and programs.

• Explore shared mobility services and partnerships.

Key Performance Indicators

• Patient transportation/parking satisfaction survey (N)

• # of annual patient visits (A)

Additional Metrics

• % of available patient parking spaces by facility (A)

• # of patient complaints (N)

Key Performance Indicators

• Employee transportation/parking satisfaction survey (E)

Additional Metrics

• Average travel time to campus by mode (N)

• # of employees who cite commuting as reason for leaving or not taking position (N)

• # of employees participating in programs (E)

• # of employee complaints (N)

Key Performance Indicators

• Mode share to campus by user group (N)

• Average vehicle ridership (N)

• # of employee parking permits, by type (A)

Additional Metrics

• Annual/monthly/average daily transit ridership by route/stop (N)

• Annual/monthly/average membership/ usage, by program (E)

• # of bike parking spaces (A)

• # of pedestrian/bicycle end-of-trip facilities (A)

• # of bicycle and pedestrian network gaps (N)

POLICY | Mobility Goals

Mobility Goals, Objectives, and Performance Measures Cont.

GOAL

Be Good Neighbors and Stewards

Support transportation options that are high-quality, safe, and sustainable for the community and environment.

Prioritize

Costeffectiveness

Future growth should be supported by fiscally responsible transportation investments.

Communicate Leverage technology and partnerships to create and support an intuitive travel experience.

OBJECTIVES PERFORMANCE MEASURES

• Link transportation to Allina’s overall healthcare mission by promoting safe multimodal travel and decreasing the amount of SOV trips.

• Reduce vehicle miles traveled (VMT) and transportation-related greenhouse gas emissions (GHG).

• Minimize the institution’s impacts on noise, traffic, safety, and air pollution within the surrounding neighborhood.

• Support multimodal infrastructure improvements that provide greater access for the Allina community and South Phillips neighborhood.

• Prioritize mobility investments that offer the greatest cost efficiencies.

• Maintain long-term financial sustainability of the transportation and parking program.

• Explore opportunities utilize existing Allina owned and nearby private parking resources efficiently before constructing new facilities.

Key Performance Indicators

• Mode share of active transportation modes (N)

• Collisions by mode near campus (N)

• Estimated VMT and GHG per user group (N)

Key Performance Indicators

• Annual revenue by mode/program (E)

• Annual expenditures by mode/program (E)

• Cost per trip/employee by mode (N)

Additional Metrics

• O&M cost per parking space (E)

• Pursue systems to increase employee satisfaction and help manage and facilitate the employee transportation program.

• Integrate all mobility efforts to provide a transportation information clearinghouse that is easy to understand and accessible to all Allina employees.

• Evaluate technology investments that provide seamless integration, access, and real-time information across modes and facilities.

• Create an institution-wide framework and policy for telecommuting.

• Engage with local and regional partners to implement visionary transportation technology, infrastructure, policy, and programs.

Key Performance Indicators

• Employee and Patient satisfaction survey (E)

Additional Metrics

• Use and integration of technology tools and platforms (N)

• Employee telecommute mode share (N)

A = available data/performance measure; E = enhance available data/performance measure; N = new data/performance measure

POLICY | Staffing + Training

Expand and diversify staffing to support plan implementation.

The ANW and Midtown campuses are served by a talented and committed set of staff who provide innovative solutions and strong customer experience. The Mobility Plan builds on this foundation, but proposes a significant number of expanded and new programs.

In order to effectively implement the Mobility Plan and ensure its long-term success, additional staffing is likely required. Additional staff can also diversify the skill sets at Allina Health, providing internal and ongoing expertise in transportation demand management and overall transportation planning.

Action Steps

Short-term actions include:

• Develop job descriptions for priority positions and skill sets, including:

◦ TDM/Mobility Coordinator to manage new and expanded mobility programs in parallel with existing parking staff.

◦ Transit planning and shuttle operations.

◦ GIS and graphic design.

◦ Employee on-boarding and customer relations.

◦ Clarify roles and responsibilities among existing and future staff, including coordination of parking and mobility services between ANW and Midtown Exchange. Ensure policies, practices, and implementation is consistent between both campuses to the greatest degree possible.

◦ Hire additional staff to support an overall mobility program and implementation of the Mobility Plan.

POLICY | Staffing + Training 2

Medium/Long-term actions include:

• Develop additional training and resources materials to educate parking and mobility staff on best practices and implementation of programming.

• Implement additional training programs for leadership, managers, and staff on parking and mobility options.

Cost Estimate

Assumes $90,000 per FTE, including benefits, and a 2% annual salary adjustment. Assumes one new planning staff in 2019 and 2022 to support implementation.

POLICY | Development Standards

Adopt multimodal standards for new development.

Future development on the ANW and Midtown Exchange campuses should align with the institution’s adopted Mobility Vision and Goals to the greatest extent possible. While additional parking is required to support growth, the institution should ensure site and building design prioritizes multimodal investments and reduced parking demand.

The City of Minneapolis currently supports a shared parking and mobility credit system that allows new development to reduce their parking requirements through shared parking agreements and transportation demand management (TDM) programs. Mobility programs in-lieu of additional parking include subsidized transit passes, shared vehicles, provision of a sheltered transit stop, bicycle parking, and more.

Allina Health should integrate the City’s municipal options as much as possible, but also evaluate adoption of internal standards that further prioritize multimodal travel.

Action Steps

Short-term actions include:

• Inventory and assess the quality of existing multimodal facilities (showers, lockers, bike parking, etc.).

• Identify and prioritize upgrades to existing facilities.

• Review proposed developments, such as a Ramp 6+ and new Ramp 7, and integrate multimodal design and programming to greatest degree possible.

• Research best practices for development guidelines from other institutional campuses.

POLICY | Development Standards 3

Medium/Long-term actions include:

• Adopt Allina Health-specific development requirements. Priority areas of focus include:

◦ Short- and long-term, secured bike parking

◦ Showers and lockers

◦ Transit amenities, information kiosks, and real-time travel information

◦ Designated car share, carpool, and electric vehicle parking

◦ Ride-hailing pick-up and drop-off locations

◦ Flexible and active workspace design

◦ Integration of daily services, such as: gym, food, commercial, and retail services

Cost Estimate

No incremental cost - assumed as part of existing and future staff time and/or as part of other strategy.

Best Practices

in Multimodal-Friendly Development

• The Association of Pedestrian and Bicycle Professionals (APBP) publishes industry standard guidelines for bicycle parking, bicycle facilities, and pedestrian facilities that should be observed during new development.

• Showers and lockers should be provided in new buildings for bicycle commuters in proportion with the observed bicycle commuter rates on campus.

• Campuses such as the University of North Carolina at Chapel Hill adopt internal bicycle parking requirements for new buildings. These requirements should be calibrated based on observed bicycle commuter rates.

Stakeholder Input

Improve staff services on campus: shower and gym facilities, post office, dry cleaners, small Target store, credit union...we spend a lot of time here.

Quick Fact

City of Minneapolis parking requirements for new development may be reduced up to 30% by providing the correct transit and bicycle amenities at new buildings.

1

PARKING | Policy + Price

Revise employee policy and price to reduce SOV trips, incentivize use of multimodal trips, and streamline administration.

Evaluation

Benefit:

Cost Impact: Priority:

Allina Health provides a variety of different parking contract options for employees. However, the system still requires that employees pay for parking based on hours worked, regardless of their commute mode. The standard payroll contract is financially punitive for non-drivers, while incentivizing most employees to drive and get their “money’s worth.”

Some employees are enrolled in the existing CommuteShare debit program, yet many said they were unaware of discounted options. Furthermore, no mechanism exists to track whether or not employees are actually commuting through other means to receive the discounted CommuteShare rate.

To improve parking management and reduce employee parking demand, Allina Health should prioritize both short- and long-term actions. In the near term, Allina Health should take immediate steps to reduce parking demand through pricing and incentives, while ensuring greater cost recovery.

Over time, and in conjunction with implementation of a commute platform, Allina Health should transition to a new framework for parking that allows employees to make a deliberate, daily decision about their travel behaviors. Switching to daily parking fees allows employees to save money when they do not drive and take advantage of the other financial incentives and rewards.

Action Steps

Short-term actions include:

• Pricing

◦ Increase the employee price of parking beginning in 2019 (Figure 1). Rates have not been raised in several years and do not reflect the level of demand.

◦ Maintain or decrease the cost of the CommuteShare and carpool rates to incentivize use of those programs and reduce parking demand (Figure 2).

◦ Coordinate prices between ANW and Midtown to ensure equity.

PARKING | Policy + Price 1

• CommuteShare and Carpool

◦ Prioritize a shift of employees who pay for parking via payroll deduction to the existing CommuteShare debit card and carpool programs.

◦ Conduct a marketing and outreach campaign to increase program awareness. Offer additional incentives to increase enrollment (i.e. the first 100 employees to sign up receive a free transit pass).

◦ Include information within on-boarding materials and Welcome Packet (Programs #3).

◦ Expand carpool parking program to ANW (Shared Mobility #2).

• Management

◦ Coordinate parking management with new mobility goals and objectives (Policy #1) to revise commute “work flow” to incentivize multimodal trips through enhanced commuter choice and daily parking charges.

◦ Identify system infrastructure needs and requirements.

◦ Work with vendors to develop an implementation plan for daily parking (Programs #1).

◦ Coordinate price, policy, and management practices between ANW and Midtown.

Stakeholder Input

Employees should only be charged for parking when they scan their badge to park in the ramps. It should not be based on your work schedule or days that you are punched in through KRONOS!!

I appreciate the discounted parking thru the Debit Card program. Would be even easier if it were payroll deduction.

I was paying my full parking for every day I drove. I now know that once I start biking that I can pay differently as needed. Not out of payroll deduction. I think this has to be advertised better. “

Figure 2 Existing and Proposed Parking Changes

PARKING | Policy + Price

• Monitoring

◦ Monitor and track enrollment trends, participation, and evaluate monthly.

◦ Assess impacts of pricing changes on parking demand and other travel modes.

Medium/Long-term actions include:

• Implement a commute platform (Programs #1) that automates parking administration and customer processes to the greatest extent possible.

• Via the commute platform, transition to “true” daily parking, charging employees only on the days they drive. Key changes include:

◦ A single daily charge for ANW and Midtown

◦ Only charge for parking on the days an employee drives

◦ Explore performance-based adjustments to daily rate based on:

» Proximity/level of demand by facility

» Day of the week

» Time of day

» Number of days parked per month

• To facilitate the transition:

◦ Make it easy to not park by improving non-SOV modes. Invest in improvements to transit, biking, walking, rideshare, and carpooling as outlined in the Mobility Plan first.

◦ Implement a commute platform and test the system. Ensure that systems are in place to facilitate data collection, rate adjustments, convenient payment, proper enforcement, and distribution of program information on multiple platforms.

◦ Integrate daily parking charges with complementary daily incentive program that provides a reward to those that walk, bike, take transit, or carpool. (Programs #1 and #2).

◦ Test daily pricing with a pilot. Start small and test the approach and pricing levels with a specific facility and set of employees.

◦ Develop a communications and marketing plan to educate employees about the daily program prior to full rollout.

• Utilize performance-based management to adjust rates up or down periodically based on demand.

Cost Estimate

No incremental cost - assumed to be net positive.

PARKING | Policy + Price 1

Best Practice

Seattle Children’s Hospital

In 2008, Seattle Children’s Hospital designed a transportation plan to reduce the number of employees driving alone to work. As with many other hospitals, Seattle Children’s devoted significant space for parking. When they wanted to expand and build new clinical space, the hospital made an agreement with the City of Seattle to reduce single-occupancy vehicle commutes.

The plan included many different initiatives, including free transit passes for all employees, free bicycles for employees who pledge to bike to work two or more days a week, and monetary bonuses for not driving to work.

Importantly, the hospital restructured their parking policies in order to disincentive driving. Parking rates are most expensive for employees that arrive to work during rush hour, and charges range from $2.25 to $10 a day based on how many hours they stay. The hospital does not offer monthly parking passes in order to dissuade employees from parking as often as they can to get the full value of their pass. Vanpool vehicles, however, receive free parking.

Employees now appreciate that alternative forms of transportation are subsidized as well, which attracts potential workers and is a strong retention tactic. Furthermore, reducing the space devoted to parking helped the hospital become less isolated from the rest of the community, improved walkability, and attracted employees to the surrounding neighborhood.

“

You pay by the day. That monthly pass is really a 30-day investment. It sends a signal to somebody to optimize that investment by getting as much parking as possible by driving.

Quick Fact

13% of survey respondents indicated that daily parking charges would improve the current parking system – the third most popular management strategy.

Jamie Cheney, Director of Transportation Systems

PARKING | Technology + Wayfinding

Upgrade system infrastructure to facilitate enhanced parking management.

Effective parking management can be bolstered with strategic implementation of advanced parking technologies. Integrating new technology is necessary to facilitate implementation of the Mobility Plan, while ensuring more efficient operations and a better visitor experience.

Improvements such as real-time information can aid employees and visitors in finding available parking locations and reducing frustration. Upgrading and integrating access control systems with a commute platform will allow the institution to track demand and easily change regulations in response to demand.

In addition, navigating to, from, and around campus can be challenging for people who are unfamiliar with the campus. Providing a clear and consistent wayfinding system that is integrated with technology will ensure a positive experience for all users.

Action Steps

Short-term actions include:

• Ensure existing and future vendor contracts provide for simple and accurate reporting of occupancy data by facility and user group.

• Ensure existing and future vendor contracts facilitate implementation of daily pricing (Parking #1), real-time availability signage, and commute platform integration (Programs #1).

• Conduct a branding and wayfinding study that addresses parking, biking, pedestrian, and transit signage. As part of study, overhaul and simplify parking facility naming conventions to improve user-friendliness of system.

• Identify priority locations, such as primary corridors and at the entrances to all major parking facilities.

PARKING | Technology + Wayfinding 2

Medium/Long-term actions include:

• Install real-time and mobile signage systems. This system should be integrated into trip planning apps, as well as parking availability signage on major corridors approaching ANW and Midtown.

• Install mobility screens that provide real-time information on parking availability, transit arrivals and departures, and bike share in the lobby of major buildings.

• Monitoring

◦ Monitor and track enrollment trends, participation, and evaluate monthly.

◦ Assess impacts of pricing changes on parking demand and other travel modes.

Cost Estimate

~$1 million for new PARCS at ANW campus; $10,000-$20,000 per year for campus wayfinding improvements

Example Signage and Technology

Stakeholder Input

“

Provide more real-time information on which ramps are full and how many spots remaining would be helpful for people who arrive later in the day.

I wish there was a better way to know if the lot is full and where to relocate.

Not so much for staff, but it is really hard for visitors!! Poor and confusing signage.

“

PARKING | Shared Parking

Identify shared parking partnerships with nearby parking facilities.

The ANW and Midtown parking facilities experience high parking demand during weekdays. Allina Health’s investments in new parking management and mobility options will shift a portion of existing drive-alone employees to other modes, yet future growth warrants the need for additional parking spaces. New parking construction, however, is several years away.

Allina Health should invest in opportunities to lease existing and nearby parking spaces for employees as a way to provide additional capacity in the immediate term and potentially reduce long-term construction costs.

Action Steps

Short-term actions include:

• Identify potential shared parking partnerships for ANW and Midtown employees. Considerations should include:

◦ Proximity and/or accessibility to/from campus by walking, existing transit services, or potential first-/last-mile shuttle (Transit #3) should be prioritized.

◦ Ramps or lots that have complementary off-peak parking demands. For example churches, restaurant/bars, movie theaters, and shopping centers.

◦ Parking locations that are leased should be priced at a lower/free rate than ANW or Midtown ramps and lots to incentivize employee use.

◦ All shared parking contracts should incorporate, at a minimum, a 90-day termination clause to allow adequate time to obtain other leasing options, if needed.

• Potential locations include:

◦ 1010 Garage located at 601 10th Avenue S. Potential to accommodate up to 350 Allina Health employees at $70 per space per month. There would be some restrictions placed on access surrounding major events at US Bank Stadium. This ramp is within approximately 20-minute connection via Route 5 along Chicago Avenue.

PARKING | Shared Parking 3

◦ Central Lutheran Church located at 333 S 12th Street. This is a large surface lot and garage that may be underutilized during peak weekdays. The lot may be open for public use, but at an hourly/daily rate. It is within approximately 25-30 minute connection via Route 5 or Route 11.

◦ Wells Fargo parking ramp (on the south side of 28th Street). The leasing terms are currently in negotiation, such as pricing, number of spaces, and termination clause.

◦ Christ Church International on 13th Avenue and E Lake Street.

Medium/Long-term actions include:

• Monitor space utilization to efficiently utilize leased spaces and have the flexibility to sell back spaces, if needed, to the tenant.

• Adjust pricing as needed to incentivize use of remote facilities.

• Integrate any remote parking facilities into ongoing shuttle planning (Transit #3), ensuring that shuttles offer a more direct connection for ANW and Midtown employees.

Cost Estimate

Assumes an average of $50 per leased space per month.

Stakeholder Input

I would be more than willing to park and have to shuttle in if that meant I would be guaranteed a parking spot. This way I could account for the time it would take to shuttle.

Provide off-site parking with a shuttle service, discounted for employees who use it.

I would love a free employee shuttle/parkand-ride from multiple metro locations. My previous employer offered this and it was a wonderful option for the majority of employees

PARKING | Shared Parking 3

Figure 3 Potential Shared Parking Facilities

PARKING | New Supply

Strategically invest in new parking supply, minimizing the number of new spaces to the greatest degree possible.

Evaluation

Benefit: Cost Impact:

Parking demand is a function of population and mode share, the proportion of people who drive a car to their destination. Currently, ANW and Midtown campuses have an employee single occupancy vehicle (SOV) commute mode share of 90%.

Based on the current SOV rate, the current parking deficit on peak days is approximately 347 spaces. Including a 10% buffer, the current deficit is approximately 382 spaces. If no change is made to the SOV rate, Allina Health will need about 1,540 net new stalls by 2026 at a construction cost greater than $60 million.

Based on the site characteristics and design parameters, Allina Health has developed a preliminary design for an expansion of existing Ramp 6 and a new Ramp 7. This project would result in a net gain of 1,239 parking spaces.

Per the recommendations of the Mobility Plan, Allina Health should adopt a future SOV target of 80%. At this SOV mode split, an expanded Ramp 6 and a new Ramp 7 could accommodate projected growth beyond 2026, while ensuring a conservative buffer if ANW and Midtown grow faster than expected and/or additional existing spaces are removed.

Key Concept: Effective Supply / Parking Buffer

Parking demand should not be too high or too low. At 100% occupancy or more, drivers typically circle in search of parking, creating traffic congestion and high user frustration. By contrast, a lot/garage that is consistently underutilized represents an ineffective use of resources and valuable land.

Therefore, parking demand is often assessed not against 100% of supply, but against an “effective” supply or a “buffer.” Industry standards define effective supply for off-street parking at approximately 90%.

The Allina Health parking model utilizes a buffer of 10% to help ensure that there is always an available space for wouldbe parkers and that there is an adequate buffer in the parking system to accommodate typical fluctuations in daily or hourly demand.

In addition to building more parking, the target occupancy rate of 90% can be achieved through effective parking management and pricing structures, as well as strategies to reduce parking demand.

PARKING | New Supply 4

Action Steps

Short-term actions include:

• Adopt a new build supply number as part of the capital planning process. Pair new build commitment with adoption of a complementary 80% SOV target (Policy #1).

• Confirm appropriate location(s) for new supply, primarily within an expanded Ramp 6 and a new Ramp 7. Revise Ramp 6+ and Ramp 7 design as needed.

• Ensure new facilities integrate appropriate access control and technology systems to facilitate dynamic and daily parking management (Parking #1).

Medium/Long-term actions include:

• Evaluate re-striping of parking spaces in certain facilities or on certain floors to accommodate larger vehicles. Evaluate tradeoffs of re-striping to overall supply.

• Monitor utilization of facilities, SOV rate, and employee growth. Adjust parking model as needed.

• Prioritize additional TDM investments and shared parking agreements prior to building additional new supply whenever possible.

Cost Estimate

Construction costs per space for Ramp 6+ and Ramp 7 are still being finalized. Assumes $3,200-$3,500 per new space per year for debt service, operations, and maintenance.

Estimated Space Need by SOV Reduction Scenario

PROGRAMS | Commute Platform

Unify all mobility and parking information and services in a mobile commute platform.

Allina Health provides a suite of parking and mobility options for ANW and Midtown employees. However, information and administration of these offerings is dispersed across multiple departments, locations, and websites. The current processes are difficult to use for customers and administrators, causing inefficiency and a disincentive for people to not drive, even when it is convenient for them to do so. Ultimately, the current approach to employee transportation leads to an inflated demand for parking.

A commute platform can address these challenges by bringing programs, information, charges, and subsidies for all modes of transportation into one platform personalized for each user. The platform will also allow Allina Health to overhaul its approach to parking management and pricing (Parking #1), charging employees for parking only when they drive and providing incentives and charges directly into payroll.

Action Steps

Short-term actions include:

• Initiate Allina Health ATRF process and develop internal working group. Define platform specifications and vendor requirements.

• Finalize and issue a request for proposal. Evaluate vendor responses, select preferred vendor, and enter into negotiations. Define Phase I versus future phase elements.

• Initiate planning and design processes, including hardware and software inventory, data files and synching, content scrubbing, and systems integration.

• Develop standard operating procedures for program administrators.

• Pilot, test, and launch.

PROGRAMS | Commute Platform 1

Medium/Long-term actions include:

• Ensure commute platform supports daily and performancebased parking pricing, as well as a daily incentive program for non-SOV trips (Programs #2).

• Track and monitor travel data and utilize to shape improvement to parking and TDM programs.

Cost Estimate

Assumes $15,000 first year set up costs, plus $36 per year per employee.

Commute Platform Core Elements

• Commute calendar, allowing employees to log and track their trips.

• Payroll/HR Integration, allowing staff to streamline administration of transit passes, parking payments, and incentives.

• Incentives, gamification, and rewards, allowing staff to provide virtual, point-based, or direct cash for non-SOV commutes.

• Parking pricing and daily parking charges, connecting with existing and future parking access control and enforcement equipment and software. A commute platform will manage parking rules, rates, charges and credits, eligibility, and track other transportation/mobility assets. Therefore, the platform will need an employee roster file, single sign-on (SSO) for users, and payroll integration.

• Carpool matching, allowing employees to connect with others to share a ride.

• 3rd Party App Integration, allowing employees to utilize thirdparty mobility apps (e.g. Lyft, Strava, public transit apps, etc.) to track their commute performance.

• One-stop shop for commuter information, which could include a new mobility website, trip alerts, and announcement.

• Data feeds, providing staff with ongoing data for multiple modes.

Stakeholder Input

I would like to be able to put money on my card online versus going into the parking office. Unfortunately, the personnel in the parking office are VERY busy and it is timely to go there.

It would be nice to be able to add money to my ID/Debit card via an on-line system rather than having to physically go to the parking office and write a check.

Quick Fact

Getting an ID badge, parking permit, and/or a transit pass often requires employees to make four visits to the parking office.

PROGRAMS | Commute Platform 1

A commute platform is an essential tool to changing the culture at ANW and Midtown. By providing a “Fitbit” for each employee’s commute, Allina Health can empower employees to make more informed and cost-effective travel choices. For staff, the commute platform can streamline operations and reduce administrative burden.

Commute

CO2 Saved

PROGRAMS | Commute Platform 1

Best Practice

Bill and Melinda Gates Foundation

In 2010, a location move prompted Bill & Melinda Gates Foundation to establish a TDM program. The Foundation partnered with Luum to reduce the number of employees who drive alone to work. Their solutions included:

• Daily parking payments instead of monthly permits to dis-incentivize parking and allow for user flexibility

“Robust reporting and data insights gathered through the Commute Tool also help us to understand commute behavior and continually refine our program for the greatest behavior change and bottom-line cost savings.”

Bree Moore, Bill & Melinda Gates Foundation Transportation and Life Safety Program Administrator

• Using a parking-management program that automatically charges single-occupancy and carpool drivers accordingly, and waives the parking fee for vanpoolers

• A $3 daily incentive given to employees who use any alternative to driving alone

• Providing benefits for using alternative commuting modes, such as free public transit passes Bree Moore, the employee who introduced Luum to the Foundation, highlighted the importance of giving employees flexibility with their commuting options, and utilized the simplicity and usefulness of the one-stop-shop platform. The Luum platform helped the Foundation lower the employee drive alone rate from 88% in 2010 to 42% just a year later.

Example Commute Platform Interface

Source: www.luum.com

2 Evaluation

PROGRAMS | Incentives

Create a rewards program that incentivizes and encourages transit, biking, walking, and shared rides.

Benefit:

Cost Impact: Priority:

Currently, less than 2% of Allina Health employees walk or bike to work. However, about 20% of survey respondents indicated that they would like to walk or bike as their primary mode, but do not currently do so. Although barriers to walking and biking include issues related to trip distance, infrastructure, and safety, a number of employees desire better incentives and amenities as a motivation for not driving alone to work.

Allina Health should create an incentive program to complement the proposed daily parking management framework. Daily incentives can be the “carrot” to the pricing “stick,” providing the extra push for those employees considering primary nonSOV commute mode, and reward those who already do so with consistent prizes and drawings.

A comprehensive incentive program can include one or more elements, such as: giveaways/raffles, discount services or gear, points-based programs and challenges, or direct cash payments.

Action Steps

Short-term actions include:

• Engage with Freewheel to negotiate an Allina Health employee benefits package, such as free/discounted services, classes, gear, or bike parking.

• Engage with Freewheel or local bicycle advocacy groups to host training sessions on bicycle maintenance and bike safety.

• Create a program to incentivize immediate enrollment of participation in existing or future programs, such as CommuteShare debit program, carpooling, or transit pass program. Incentives could include direct giveaways for enrollment or entry-to-win raffles with enrollment.

PROGRAMS | Incentives 2

Medium/Long-term actions include:

• Develop an incentive program that complements daily pricing. The incentive program could be: 1) direct financial payment based on trip activity (e.g. $1 for each non-SOV trip); or 2) a rewards-based program that provides redeemable “points” for “X” number of non-SOV trips.

◦ Establish individual and group reward/prize thresholds based on the number of trips logged, miles walked/biked, percentage of trips per month made by walking/biking, highest departmental totals, and/or other desired metric.

◦ Rewards could include bike/pedestrian fitness gear, gift cards, and/or free bikes.

◦ Such a program requires integration with daily parking charges (Parking #1) and trip logging via commute platform (Programs #1).

• Provide a bike loan program, with option to buy upon meeting certain criteria. Condition participation to a required number of bike trips or share of commutes per month and/or year.

Cost Estimate

Assumes $20,000-$30,000 per year for an incentives program, including a points-based rewards program via the commute platform, bike and gear giveaways, and subsidized Freewheel memberships and bike classes.

Stakeholder Input

“ “

Provide a direct financial payment, subsidy, or rewards program for each commute trip I take not by solo driving. It will make people think outside the box.

I live in Uptown but pay a flat rate every pay period for parking, which discourages me from biking. Maybe a financial incentive (like a discount on the flat rate based on how many times I didn’t park in the ramp) would make me more motivated to bike.

2

PROGRAMS | Incentives

Best Practice

Sonos

Sonos, based in downtown Santa Barbara, California, initiated the successful SmartRide program to incentivize employees to reduce the number of SOV trips taken.

Under the SmartRide program, employees can choose one of two incentive options. “Fast cash commuters” give up their parking space and make a complete switch over to alternative modes. In return, employees can earn points towards a free bike or monthly bus pass, or earn $5 daily every time they log a “sustainable commute.” For “Flexible commuters” who do not want to give up their parking permit, employees can still earn a bicycle or 10-ride bus pass with sustainable commutes, or $2 per day for commuting sustainably.

Sonos also partners with Traffic Solutions to offer a “Cycling University” class every quarter to help employees learn the cycling rules of the road. The offices have showers and changing facilities, secure bike parking, a bike sharing program, and an “emergency ride home” option as well.

The program has helped transformed the commuting habits of the company. Participating employees have collectively taken over 42,000 bike trips in this period, a substantial proportion of the 75,100 nonSOV commutes logged.

Fast Cash Commuters

Flexible Commuters

PROGRAMS | Incentives 2

Mercy General Hospital

Mercy General Hospital in Sacramento, CA uses a combination of financial incentives and commuting education and information to encourage their employees to bike, walk, carpool/vanpool, or take transit to work. The organization provides:

• Free transit passes

• A monthly drawing where employees using alternative commuting methods have a chance to win $100

• Free hospital cafeteria meal tickets for employees who biked or walked to work

• Gas cards and free preferred parking for carpoolers

• Showers, a secured bicycle cage, and dry-cleaning

MGH also connects their employees with the Sacramento Region Commuter Club, an extensive source of commuting advice and information with a particular focus on encouraging alternative commutes. The website contains bicycle maps, carpool ride match tool, transit information, and a trip diary where commuters can earn credits to bid on gift cards.

Mercy General Hospital successfully reduced parking demand with a robust package of commute incentives, direct communication with employees, and visitor-friendly information on transportation options.

Source: Dignity Health

PROGRAMS | Communication + Marketing 3

Develop a comprehensive communications and marketing program for mobility and parking services.

Evaluation

Benefit:

Cost Impact: Priority:

ANW and Midtown employees receive limited communication and marketing about mobility programs and policies. On-boarding materials and new employee orientation (NEO) materials are largely generic and not tailored to ANW- and Midtown-specific services. Furthermore, communication is primarily focused on driving and parking, while information on other mobility options is scarce. Employees must actively search for information across multiple sites to facilitate their commute choices.

To help shift the commute culture and improve the user experience, communication on mobility programs and policies must be more proactive, deliberate, and visible. Allina Health’s Parking, Human Resources, and Communication teams should partner to develop a unified and comprehensive communications and marketing program that provides information on mobility policies, programs, and services.

Action Steps

Short-term actions include:

• Re-position the existing “Parking and Transportation Department” to a “Mobility Services Department.” Develop a specific brand for the department. Integrate brand into collateral materials, newsletters, and annual reports.

• Update existing, and invest in new, NEO processes related to mobility and parking. Ensure NEO is tailored to ANW and Midtown employees to the greatest extent possible, including a “Mobility Welcome Packet.”

• Conduct a robust outreach campaign to existing management and staff. This could include:

• A new “Mobility Packet” for all existing employees.

◦ Transportation fairs, tabling, and mobile workshops to answer questions, distribute maps/FAQs/information, connect users with resources, and strengthen messaging.

◦ Recurring and required educational presentations/ trainings to management and employees.

PROGRAMS | Communication + Marketing 3

◦ Incorporate materials on Allina Knowledge Network (AKN) and internal communication networks.

◦ One-time incentive programs to encourage sign-up for CommuteShare and transit passes.

Medium/Long-term actions include:

• In coordination with implementation of a new mobile commute platform (Programs #1), evaluate the following elements:

◦ Creation of new parking and mobility website and/or integrate with commute platform

◦ Quarterly newsletter on mobility, including employee commuter “profiles”

◦ Annual Report on Progress

◦ Annual Commuter Awards lunch

◦ Commute challenges, giveaways, and other incentives

◦ Individualized trip planning (Programs #5)

• Develop formal and ongoing partnerships with Metro Transit, Freewheel, and other transportation organizations to host specific educational and training workshops around biking, taking transit, carpooling, etc.

Cost Estimate

Assumes $12,000-$15,000 per year for additional outreach materials and a Commuter Awards event.

Stakeholder Input

“ “

Allina Health must provide better communication about other parking options when the main ramp is full. Staff are not aware of what to do when this happens

I would like to bike to work, but I cannot find any information on the AKN about where exactly the Commons' bike storage room is located and how to access it.

Provide a website to go to for openings in parking spaces, road parking, and road construction.

PROGRAMS | Communication + Marketing 3

Best Practice

UC Davis Medical Center – Sacramento, CA

UC Davis Medical Center in Sacramento, CA hosts a robust parking and transportation website for employees and patients. The website clearly describes parking rules and rates, while offering userfriendly information and links to transit, biking, carpooling, and car sharing services.

PROGRAMS | Communication + Marketing 3

PROGRAMS | Communication + Marketing 3

Allina Health Mobility Packet

As part of the initial implementation work for the Mobility Plan, a draft Mobility Packet was developed. The draft Mobility Packet provides a template for staff to create a comprehensive and user-friendly communication tool for parking and other mobility services. The template should be refined and updated based upon final approval and immediate implementation priorities for the plan. It can be distributed to existing staff, posted on internal platforms, and deployed as part of NEO.

PROGRAMS | Communication + Marketing 3

TRANSIT

Save

PROGRAMS | Telecommuting 4

Further develop and adopt robust policies and consistent training to increase the share of employees telecommuting.

Evaluation

Benefit:

Telecommuting allows employees to work from home or another off-site location. It can be a permanent work option, but is typically done a few days a week in most companies or institutions. Telecommuting can provide flexibility to both the employer and employee, as well as reduce parking demand and the need for on-site workspace.

Allina Health recently instituted flexible work arrangements for employees at the ANW and Midtown Exchange campuses due to the I-35W construction project. Department leaders are now able to allow compressed work weeks, as well as partial or full telecommuting benefits. The program is still in its infancy and further assessment is needed.

It is recommended that Allina Health review, revise, and adopt formal telecommuting policies. Although there are existing guidelines, they are not implemented across departments in a similar manner or well-advertised among employees. As a result, only a small share of Allina Health employees currently take advantage of this opportunity. The employee travel survey indicates that many positions could easily support telecommuting at least one day a week and there is a desire for more flexible work options. There is an untapped market for telecommuting at Allina Health.

Action Steps

Short-term actions include:

• Conduct a survey and/or gather feedback on, and evaluate the effectiveness of, the I-35W telecommuting pilot.

• Revise and adopt formal campus-wide policies. Key elements should include:

◦ Consistent guidelines, such as employee eligibility and days allowed per week/month.

◦ Security and IT protocols.

PROGRAMS | Telecommuting 4

◦ Employee review protocols to ensure that telecommuters work performance is consistent, effective, and not a deterrent to departmental operations.

◦ Performance review processes and promotion criteria to identify and remove any bias for or against telecommuters.

◦ Management training for department leads to ensure consistent implementation across different departments and teams.

◦ Funding to support telecommuting set-up and support costs.

Medium/Long-term actions include:

• Monitor and adjust telecommuting policies as needed.

Cost Estimate

Assumes $5,000-$10,000 in IT support per year.

Quick Fact

Less than 1% of Allina Health employees telecommute.

Approximately 10% of survey respondents indicated that they would like to telecommute but cannot currently do so.

Stakeholder Input

If an employee's job could just as easily be completed off-site, why not encourage more telecommuting? So many jobs are done solely on computers for non-clinical staff that don't have direct patient care roles. We might as well catch up to other organizations.

We have a lot of opportunity to move to more telecommuting flexibility to open up space, to reduce pollution, and to support whole person care in reducing the stress of commuting.

Allowing workers at the Commons to telecommute would be very advantageous. This would clear up a lot of congestion at the parking ramps, and would also allow workers to spend less time commuting to work.

PROGRAMS | Telecommuting 4

Best Practice

Texas Health Resources

Texas Health Resources (THR), a large healthcare provider in the Dallas-Fort Worth area, uses telecommuting to remain competitive in the search for skilled healthcare workers. The organization welcomed telecommuting as an option to attract and retain employees.

As maintaining productivity is a concern for telecommuters, eligible employees must be in good standing, have device security as strong as they have at work, and must communicate with their supervisor about their hours and expectations.1

“As we have moved into a world with various generations working together, we did need to understand that our workforce was changing. While there are limits, we also have many instances where the work and technology have intersected to make working from home a reality.”

THR began by allowing a few workers to telecommute one or two days a week, and slowly expanded the program to accommodate other employees and more telecommuting days. All employees are required to set personal yearly goals, and managers work closely with their teams to ensure that they are on track even while working from home. With telecommuting comes difficulties with assisting employees who are struggling or not hitting their targets, so Texas Health urges other organizations considering a work-from-home option to have consistent communication and supervision between employees and their managers.

1 www.healthleadersmedia.com/strategy/making-telework-hospital-workers-work

Donna Coleman, human resource o cer at THR in Arlington

Source: Charles Davis Smith, AIA

PROGRAMS | Trip Planning 5

Create tailored commute plans for employees.

For some employees, transit, biking, and other alternative modes will never be a feasible or preferred option. Often times, however, employees simply do not know how to use transit, where to find the closest bus stop, or what is the most safe and direct bicycle route.

There are opportunities to leverage existing and potential programs to encourage both transit and biking commutes among employees that live within a reasonable distance from campus. These “high-propensity” riders are the most likely to consider transit and/or biking as a commute option if given the right resources and incentives.

It is recommended that Allina Health create a comprehensive and tailored “How To” guide for each ANW and Midtown employee, especially high-propensity commuters. Individualized trip plans can break down the initial barrier to use and thereby costeffectively increase usage.

Action Steps

Short-term actions include:

• Market existing trip-planning tools, such as those developed and hosted by Metro Transit or the University of Minnesota.

• Individualized transit and bike plans should be developed for all employees, but especially for high-propensity commuters. An individualized plan template has been developed and should be adapted by staff upon adoption of the Mobility Plan.

• For existing employees, Allina Health should:

◦ Utilize the database of high-propensity transit commuters to identify a priority list of employees. Approximately 1,700 of these employees have already been identified.

◦ Conduct a similar high-propensity analysis for bike commuters.

PROGRAMS | Trip Planning

◦ Utilize the plan template and replace key information for each individual.

◦ Email trip plan to all employees, with focused outreach on high-propensity employees.

◦ Existing employees who do not meet existing highpropensity travel sheds should still have the ability to obtain an individualized trip plan upon request.

• For new employees, Allina Health should:

◦ Analyze employee home addresses and create an individualized trip plan utilizing the template. The trip plan would be provided as part of the Welcome Packet (Programs #3).

Medium/Long-term actions include:

• Provide an option for a consultation with staff, in addition to printed and emailed materials.

• Materials should be updated periodically to reflect Allina Health’s latest programs and policies regarding transit and bike subsidies, potential shuttle program offerings, and other transit and bike programs.

• Transition to an automated trip-planning service as part of implementation of a commute platform (Programs #3).

Cost Estimate

No incremental cost - assumed as part of existing and future staff time and/or as part of other strategy.

Stakeholder Input

“ “

We should encourage people to carpool and emphasize these things more when new hires come on board. People are creatures of habit and may do the same thing that they've always done, so it would be good to get them to be bikers, carpoolers, bus riders early on.

Quick Fact

About 5% of ANW and Midtown Exchange survey respondents noted that a deterrent to taking transit is not knowing how to take transit.

PROGRAMS | Trip Planning 5

Allina Health Trip Planning

As part of the initial implementation work for the Mobility Plan, a high-propensity transit analysis was conducted. Approximately 1,000 employees were identified as high-propensity riders directly to ANW and Midtown, and close to 1,500 to US Bank Stadium station. To support immediate implementation a draft trip plan template was developed, providing staff with a user-friendly communication tool. The template should be refined and updated based upon final approval and immediate implementation priorities for the plan.

Who are High-propensity Transit Riders?

High-propensity transit riders meet one or more of the following criteria:

• Live within a quarter-mile of a transit stop

• Have a transit travel time to work of 20 minutes or less

• Are served by a high-frequency transit route (20-minute service or less)

• Have a single seat ride to their destination (ANW/Midtown or US Bank Stadium station)

Least likely to use transit

Most likely to use transit May use transit

PROGRAMS | Trip Planning 5

Allina Health’s Employee Trip Plans

JOE SMITH’S TRANSIT PLAN

Tired of paying so much for parking? Don’t have enough time to read your book? Want to catch up on your sleep?

Well…did you know you only live XX minutes away from work by transit on the XX route!?

We’ve done the heavy lifting and compiled all the transit basics to assist you in your commute. From Metro Pass benefits to route schedules, we’ve got you covered.

We’ve even included a personalized transit travel itinerary from the start of your commute to finish in order to ensure you have the best route to work!

TRANSIT | Transit Passes 1

Continue to offer subsidized transit passes for all Allina Health employees and evaluate additional incentives.

Evaluation

Benefit:

Transit pass subsidies for employees are an effective means of increasing transit usage and lowering overall parking demand. Allina Health currently subsidizes employee transit passes via the Metropass program. Employees pay $20 per month via payroll deduction, while Allina Health pays the remaining $56 per month per enrolled employee. A standard monthly pass can cost up to $120.

At ANW and Midtown, however, only a small portion of employees take advantage of this offering. For some, transit may never be a viable option, but other employees indicate that they would be willing to take transit if it was paired with other strategies described in this plan, such as a shuttle service (Transit #3), improved guaranteed-ride-home options (Shared Mobility #3), and additional incentives or subsidies (Programs #2). Enhanced communications could also increase transit pass enrollment (Programs #3).

Over time, transit passes should be integrated with a commute platform to facilitate administration and emphasize the cost savings to employees. Demand for passes should be monitored so that the subsidy amount and other incentives can be adjusted to grow overall transit demand. Ultimately, a 100% subsidy may be appropriate as transit services in the neighborhood (e.g. D Line BRT service), integration into the campus culture, and overall demand for transit grow.

Action Steps

Short-term actions include:

• Offer additional incentive(s) to increase employee enrollment in transit pass program. Incentives could include one-time or periodic prizes, and free passes or raffles for first “X” employees to sign up.

TRANSIT | Transit Passes 1

Medium/Long-term actions include:

• Integrate administration and trip tracking of transit passes into commute platform.

• Calibrate subsidy based on observed and desired demand. Evaluate an increased or 100% pass subsidy for employees.

Cost Estimate

Assumes $672 per year subsidy per transit pass.

Quick Fact

About 5% of employees at each campus are enrolled in the Metropass program.

13% of Allina Health employees are considered “most likely” to use transit based on their proximity to direct transit routes to the campus with high frequencies and low travel times.

Approximately 12% of survey respondents indicated that they would like to use transit as their primary mode, but do not currently do so. Free or more heavily discounted transit passes was the second most popular mobility improvement amongst survey respondents.

Stakeholder Input

The $20 MetroPass is a huge incentive for me to take transit!

Please continue to provide generous subsidies for taking Metro.

I do live close enough that public transit would be a fantastic idea, however I do not think it's worth it because the pass is not discounted enough. I'd like a free pass!

Making the bus pass free would be a good first step, but I think actually giving us a bonus on top of that (maybe in gift cards) would be workable option.

TRANSIT | Services, Amenities, + Safety 2

Enhance existing Metro Transit services and passenger amenities.

Metro Transit currently provides a mix of transit service to and from Allina Health’s campus, anchored by a transit hub at the Midtown Exchange. However, safety, comfort, and limited frequency and service spans on local routes pose challenges for ANW and Midtown employees.

Given the concerns regarding safety and amenities at transit stops, Allina Health must prioritize strategies with Metro Transit and the City to enhance comfort and access to transit. Bus stop amenities can improve rider comfort and safety, and attract greater transit ridership. These amenities can serve not only existing Metro Transit routes, but also potential ANW and Midtown shuttle service.

Allina Health should also continue to coordinate with Metro Transit to invest in opportunities for increased service on key bus routes. Improved bus service to the Blue Line and downtown transit hubs will facilitate a greater transit mode share among employees. An ongoing and proactive partnership on the new D Line service will also ensure that this transformational investment best serves ANW and Midtown affiliates when it begins construction in 2021.

Action Steps

Short-term actions include:

• Continue to partner with the City and Metro Transit to improve transit stop amenities and passenger safety. Explore a costsharing agreement to catalyze additional investment.

• Identify the most valuable amenities for implementation at nearby transit stops. Some opportunities may include:

◦ Additional security at Midtown transit hub.

◦ Real-time arrival/departure information in building lobbies and at all bus stops.

◦ Improved lighting, benches, shelters, heaters, and maintenance service.

TRANSIT | Services, Amenities, + Safety 2

Medium/Long-term actions include:

• Continue to work with regional partners to expand transit service, span, and frequency on key routes. Key priorities include additional express services and local routes that connect to/from ANW and Midtown, downtown, and/or light rail stations.

• Propose increased service on key lines for Allina Health employees, such as Routes 5, 21, 27, and 53 which provide direct service to and from the Lake Street and Midtown station and downtown.

• Expand coordination with Metro Transit. Establish an ongoing working group to address existing and future issues, potentially with a new TDM/mobility coordinator as primary contact. Continue to work with Metro Transit on design and implementation of new D Line service.

• Coordinate potential shuttle service (Transit #3) and shared/ remote parking locations with existing transit services and stops.

Cost Estimate

No incremental cost - assumed as part of existing and future staff time and/or as part of other strategy.

Quick Fact

Over 10% of employees indicated that existing comfort and safety levels are the main reasons they do not take transit to work.

Stakeholder

Input

two things stop people from riding the bus the most. Fear or not feeling safe on the number 5 bus and the fact that there are very few direct buses to Midtown.

Abbott should be advocating the City for better and safer and more frequent public transit options for employees. Abbott should do more to invest in the neighborhood, which would make public transit a more realistic option. We have no connection or presence in the neighborhood, which makes taking public transit unapproachable for a lot of people.

“ “ I think

TRANSIT | Shuttle Service 3

Continue to evaluate an employee shuttle system that connects to key transit hubs.

An analysis of employee home locations indicates that a large share of ANW and Midtown employees live either outside of the Metro Transit service area and/or transit commutes are too lengthy because of multiple transfers.

As a result, many employees are deterred from taking transit, yet they also desire more direct and frequent transit service. According to the online survey, a majority of employees stated that their most preferred mobility improvement would be a dedicated shuttle service between the ANW and Midtown Exchange campus to remote parking lots and/or transit stations.

To support immediate implementation of the Mobility Plan, Allina Health staff have conducted a high-level assessment of potential shuttle services, offering direct connections for ANW and Midtown employees to the US Bank Stadium station in downtown. Allina Health should continue to investigate opportunities to provide this first- and last-mile connection for employees.

Action Steps

Short-term actions include:

• Further refine shuttle proposals, including more detailed analysis of proposed route alignments and service based on employee home locations.

• Refine current shuttle proposals and costing, as needed.

• Conduct focus group with employees to get feedback on potential services.

• Evaluate impacts of other immediate strategies as proposed in this plan. Depending on parking demand, implement shuttle service. A pilot program should not be run for less than 12 months. Modifications to service can be made within that time, but 18 months is ideal.

TRANSIT | Shuttle Service 3

Medium/Long-term actions include:

• Ensure that shuttle service can be integrated into key strategies, namely the commute platform and shared parking lots/garages.

• Monitor, adjust, and revise shuttle service as needed.

Cost Estimate

Assumes approximately $740,000 per year for a shuttle service providing three buses at 7-minute frequency.

Plan Spotlight: Key Considerations for Shuttle Planning

• Park-and-ride lots should be located in easy-to-reach locations that make sense along a commuter's path of travel.

• Shuttle wait times should be short and predictable.

• As Allina Health identifies potential remote/shared parking opportunities (Parking #3), investigate alignment options that provide access to these locations.

• A first-/last-mile shuttle should aim to complement existing transit services, not compete directly with them.

• 15-minute or better service frequency should be targeted during peak times, with off-peak headways no greater than 30 minutes.

• The shuttle must be marketed as part of a comprehensive mobility package that includes subsidized passes, guaranteed ride home service, and off-peak and last-mile TNC (e.g. Uber/ Lyft) rides.

• Shuttle schedules and other info should be provided with all Welcome Packets and as part of individualized transit plans.

• Stops should be coordinated to pick up employees from western, eastern, northern, and southern points that do not require people to double back in the direction from which they came.

Stakeholder Input

I would love to take the light rail/North Star if there was a shuttle just for Allina employees to use. I don't want to take a Metro bus from downtown to here. I wouldn't mind if the Allina only shuttle dropped me off at ANW and I had to walk to the commons.

I would like to see a shuttle. Even if I had to park at a ramp/garage elsewhere, it would save me from driving.

Providing a just for employees to go directly down town to shorten commute would be helpful. I use to ride the bus but, my commute to work was an hour and home was about 1.5-2 hours.

TRANSIT | Shuttle Service 3

Best Practice

Texas Medical Center

Texas Medical Center (TMC) is the world’s largest medical complex, and navigating the 1,345 acre district can be challenging.

To assist the many employees, patients, and visitors, TMC runs three free shuttle routes that transport passengers almost all day long, with one route running from 4:30 a.m. to midnight.

The shuttles provide frequent transportation from the many parking facilities and four light rail stations, and bring passengers to the varied clinics that make up the expansive district.

A shuttle tracker on the website displays the routes and the real-time position of the buses, as well as up-to-date service announcements and alerts.

The TMC live shuttle tracker shows real-time location of shuttle buses that service transit stops and o -site lots.

TRANSIT | Shuttle Service 3

Shuttle Proposals

Allina Health staff have developed two proposed shuttle options to connect to transit. Both use the US Bank Stadium station as the most northern stop, which works best for employees coming from north of ANW or Midtown, or from the east on light rail. Both routes are loops that focus on north/south connections, and both offer front-door service to ANW and Midtown.

Alignment 1

Length: 5.9 miles

Who is served: Employees who live to the north or northwest of campus.

Considerations: Overlaps Route 21 on Lake Street, but does not connect to the closest light rail station. The portion of the route people would ride on is between US Bank Stadium Station to ANW and Midtown since there are no stops on the highway.

Alignment 2

Length: 4.8 miles

Who is served: Employees who live to the north or northwest of campus are served, but commuters coming from the south must double back.

Considerations: Duplicates Metro Route 5, but would be much faster because it would eliminate local stops.

BIKE & PEDESTRIAN | Parking + Amenities 1

Enhance and expand bike parking and amenities.

Evaluation Benefit:

The ANW and Midtown Exchange campuses are served by one of Minneapolis’ most extensive biking and walking trails, the Midtown Greenway. The campus is also connected to the neighborhood and region by a number of on-street bike lanes. The employee survey indicates that a lack of adequate trip-end infrastructure and amenities on campus, especially at peak biking season, is a barrier.

Investments in trip-end infrastructure should be prioritized to meet increasing demand and to encourage active transportation as a priority commute mode to campus. New facilities should not only provide a safe, secure space for parking, but also incorporate and/or easily connect with showers and locker rooms.

Action Steps

Short-term actions include:

• Enhance and upgrade existing bicycle parking facilities, such as the 28th Street Employee Ramp to include better lighting, directional signage, and security.

• Replace older short-term bike racks on an annual, rolling basis. Utilize inverted U, post-and-ring, or wheelwell racks only.

Medium/Long-term actions include:

• Monitor bicycle occupancy and adjust supply to adequately support high-demand locations.

• Convert designated areas on campus, such as portions of surface parking lots or areas near the Midtown Greenway, for peak-period bike parking.

• Explore a bike valet program and evaluate potential vendors to provide free or low-cost parking services at high-volume locations during peak biking seasons.

BIKE & PEDESTRIAN | Parking + Amenities 1

• Work with facilities department to identify additional locations for indoor bike parking, lockers, and showers that are accessible to all Allina Health employees.

• Modify development requirements to ensure that all future developments and parking garages provide indoor and secure bike parking that meet minimum code requirements and/or Association of Pedestrian and Bicycle Professionals (APBP) guidelines (Policy #3).

Cost Estimate

Assumes $25,000-$35,000 per year to provide new bike racks, lockers, and a peak period bike valet program.

Quick Fact

There are a total of 396 bicycle parking spaces on Allina Health’s ANW and Midtown Exchange campuses. Given that about 2% of employees consistently bike to work, the current day-to-day demand for bicycle parking is 130 spaces. However, demand spikes significantly in the summer months. Certain facilities are less desirable than others, putting pressure on existing bike rooms.

Stakeholder Input

Provide more bicycle parking especially in the summer. I normally park my bike by the emergency department because I couldn’t get into one of the cages when I started.

Add showers and lockers to the Commons near the lower level bike parking. It takes additional 2035 minutes to shower or wait for a shower at the bike shop or Sheraton.

Having an Allina-owned and operated secure locker room with full size lockers and clean showers near secure bike storage would be FANTASTIC!

BIKE & PEDESTRIAN | Bike Sharing 2

Incentivize and expand bike sharing.

Minneapolis’ Nice Ride bike share system provides an easy and accessible way for employees to travel to, from, and around ANW and Midtown. Bike share supports bike commutes, shorter, midday trips, and first- and last-mile connections to transit.

Nice Ride currently maintains two dock-based stations on the ANW and Midtown campuses, and a newer dockless, “virtual” hub along the Midtown Greenway near 10th Avenue S. Additional virtual hubs are located along E Lake Street.

In the coming years, Nice Ride will integrate more dockless bikes and “virtual” stations into its system. Approximately 1,500 additional bikes per year are proposed until 2021, providing greater network density and enhanced connectivity. Nice Ride’s existing and future bike share system should be further leveraged by Allina Health to provide additional mobility options for ANW and Midtown employees.

Action Steps

Short-term actions include:

• Enroll as a Corporate Partner with Nice Ride, offering a discount annual membership to employees. Through the Corporate Program, memberships are discounted by 20%. Employers must contribute at least 20%, but can offer deeper subsidies.

• Offer one-time and ongoing enrollment incentives such as free helmets, biking gear, or one-time free memberships.

Medium/Long-term actions include:

• Integrate bike share into the Commute Platform (Programs #1) to ensure that bike share trips are logged, incentivized, and rewarded.

• Identify opportunities and locations to add “virtual” stations. Partner with Nice Ride to submit a permit application for desired locations. Priority areas should focus on first- and lastmile connections between transit, shuttle, and remote parking facilities.

BIKE & PEDESTRIAN | Bike Sharing 2

Cost Estimate

Assumes $15 subsidy per Nice Ride employee membership per year.

Quick Fact

The Nice Ride station adjacent to Midtown Exchange is one of the busiest in the entire system, with 2,862 trips ending there annually, while the station adjacent to Abbott Northwestern has less usage, with only 808 trips ending there in 2017.

Allina Health should leverage Nice Ride’s ongoing expansion of the Minneapolis bike share system. Discount employee incentives through the Corporate Partner program would allow ANW and Midtown employees to take better advantage of the existing docks and new virtual hubs.

BIKE & PEDESTRIAN | Bike/Pedestrian Network 3

Improve safety, access, and connectivity of bicycle and pedestrian network.

The existing bicycle and pedestrian network features major assets such as the Midtown Greenway and bike lanes serving the campus. Yet, employees indicate that safety and comfort concerns are often a barrier to more walking and biking.

Improvements to pedestrian and bicycle infrastructure will facilitate easy access to and from the campus and enhance the safety for walking and biking trips. Allina Health should continue to advocate for bicycle and pedestrian improvements in the area with a particular focus on better connections to and from the Midtown Greenway, improved sidewalks and lighting around the campus and near major transit stops, and high-visibility crosswalks at all intersections adjacent to the campus.

Action Steps

Short-term actions include:

• Identify and evaluate critical walking and biking gaps in and around the campus, with particular attention paid to Midtown Greenway connections and mid-block locations with high pedestrian crossing activity.

• Prioritize improvement on corridors to, from, and within campus by identifying and integrating lighting, landscaping, and other safety measures such as high-visibility crosswalks.

• Implement additional bike and pedestrian wayfinding signage to and from existing facilities, such as the Midtown Greenway and on campus destinations.

Medium/Long-term actions include:

• Work with the City and Metro Transit to prioritize improvements on corridors to and from transit stops that are well-utilized by ANW and Midtown affiliates.

• In partnership with the City, collect, map, and utilize collision and traffic data on an annual basis to identify and address hot spots.

BIKE & PEDESTRIAN | Bike/Pedestrian Network 3

• Partner with the City to address ongoing sidewalk and bike lane maintenance.

• Continue to participate in the City’s short- and long-term planning processes to ensure future network changes support ANW and Midtown access and circulation.

Cost Estimate

No incremental cost - assumed as part of existing and future staff time and/or as part of other strategy.

Quick Fact

Poor safety and discomfort when walking or biking was

Stakeholder Input

I have a short bike commute, but working overnights biking in the Phillips neighborhood is not the most safe. Improved lighting and bike lanes on Chicago Avenue (between Lake and Franklin) should be implemented.

The Greenway is great. It’s getting off the Greenway to get to ANW that is hazardous.

There’s a serious safety issue when pedestrians cross over several lanes of congested traffic on 26th Street mid-block between the Piper Bldg. and Mother Baby Center.

The Midtown Greenway is a world-class facility that provides a vital link between the Midtown Phillips neighborhood and the rest of the city. Direct connections between the Greenway, ANW, and Midtown would increase its value and utility.

SHARED MOBILITY | Car Sharing 1

Expand car sharing services and incentives.

Car sharing services offer a convenient, low-cost option that complements transit, biking, walking, and carpooling to reduce the need to drive alone. For ANW and Midtown campuses, car sharing can be a valuable service for employees who do not drive to work, but may require a car for mid-day personal or work trips.

Allina Health should expand on-site capacity for HOURCAR and/ or other car share vendors, and incentivize car share use through a subsidy program. A stronger car sharing presence will help to grow employee usage of alternative modes, as employees will have easy access to short-term vehicles when car-dependent trips arise.

Action Steps

Short-term actions include:

• Enhance marketing of existing HOURCAR service and location on campus.

• Evaluate additional car sharing vendors and partnerships.

• Offer discounted memberships to employees via vendor corporate programs, such as HOURCAR’s Corporate Advantage Program.

• Partner with HOURCAR and/or other vendors to identify and designate additional car sharing parking spaces. Disperse car share locations across campus and parking facilities.

Medium/Long-term actions include:

• Monitor program usage and explore additional car sharing offerings, such as department-level account or an Allina-wide account that provides access to all employees.

Cost Estimate

Assumes $625 subsidy per HOURCAR employee membership per year.

SHARED MOBILITY | Car Sharing 1

HOURCAR Corporate Advantage Program1

HOURCAR’s Corporate Advantage Plan offers discounted rates for enrolled employees. Rates are $6.50 per hour with a $40 daily maximum. Employees must pre-pay $50 of driving credit each month. Any unused credit is considered a donation.

SHARED MOBILITY | Carpooling 2

Expand and diversify carpooling services.

Quick Fact

1% of Abbott Northwestern and 2% of Midtown Exchange employees currently carpool to work versus 8% of employees in the Minneapolis metropolitan area.

42 employees are enrolled in the carpool parking program, which offers 20 dedicated parking spaces in the Midtown Exchange ramp.

Allina Health currently provides a discounted parking rate to encourage carpooling at the Midtown Exchange, but there are few additional incentives or systems to support carpooling. For example, no internal ride-matching service exists, as Allina Health directs employees to sign up for carpools through Metro Transit’s regional carpool program.

There is also limited marketing, support, or incentives for employee carpools. Furthermore, regional carpooling programs often have limited effectiveness, especially at hospitals where many employees do not work the traditional 9 to 5 schedule. Institutions with the most successful carpool cultures are those that match rides internally and dynamically.

Action Steps

Short-term actions include:

• Increase marketing of, and employee enrollment assistance for, the regional carpool program through Metro Transit.

• Emphasize the benefits of carpooling during the on-boarding process, including: discounted and dedicated parking in prime locations, use of the MNPASS express lanes for free, and access to Metro’s guaranteed-ride-home service.1

• Offer one-time and ongoing incentives for carpool enrollment and participation.

• Expand the existing dedicated carpool parking program by:

◦ Lowering the carpool parking rate for ANW and Midtown employees (Parking #1).

• Provide preferred and dedicated carpool parking spaces in all major ANW parking facilities.

Medium/Long-term actions include:

• Ensure that a future commute platform (Programs #1) provides an internal ride-matching tool.

SHARED MOBILITY | Carpooling 2

• Integrate carpooling into the commute platform (Programs #1) to enable automatic trip-logging and splitting of parking fees.

• Evaluate internal and peer-to-peer carpool solutions that can be paired with subsidy programs. Options include:

◦ Internal ride-matching tools via commute platform vendors.

◦ App-based services that dynamically match co-workers into carpools the night before to get to work and on the same day to get home.

Cost Estimate

Assumes $40,000-$50,000 subsidy per year for a peer-to-peer, dynamic carpooling program for 250-300 registered users. Does not include a first-year set up fee.

Best Practice

LinkedIn and Scoop

LinkedIn recently partnered with Scoop, the Bay Area’s largest ride-matching and carpooling site. Scoop’s platform offers a variety of services to assist members with coordinating convenient rides to work and helps companies incentivize carpooling. The site’s algorithm matches drivers and passengers and identifies the fastest route to work, taking into account factors such as availability of carpool-only lanes.

Drivers are typically reimbursed $2-$9 per passenger per trip, and passengers usually pay about the same for a ride. However, companies can offer discounts and bonuses to drivers and passengers, so passengers pay less and drivers earn more.

Scoop also provides members with a “Guaranteed Ride Home” in case an employee takes a Scoop carpool to work in the morning and cannot be matched in the evening. The employee can be reimbursed up to $50/month by Scoop for a public transportation or Uber/Lyft trip.

Stakeholder Input

I think staff that work in an office or do clerical work is where carpooling can be more enforced because their schedules are more regular.

Many RNs work very random schedules, so finding people to carpool with would be challenging.

Allina Health should institute a rideshare account. People can ask for rides or offer rides at specific days and times.

SHARED MOBILITY | Ride-hailing

Implement an employee ride-hailing service that subsidizes certain trip types.

Evaluation

ANW and Midtown employees indicate that the inflexibility of biking, walking, or taking transit is often a deterrent to use of those modes. For example, the shift worker who can take transit during the day, but when their shift ends at night, transit is not available. Or, the employee who would like to carpool, but is hesitant because they may have to pick up their child at the last moment.

Subsidized ride-hailing can be packaged with other mobility programs to provide a “guaranteed-ride-home” and/or a first- and last-mile connection. Almost 10% of survey respondents indicated that subsidized ride-hailing services would be one of their preferred mobility improvements.

Action Steps

Short-term actions include:

• Establish internal goals, KPIs, and vendor/partnership requirements. For example, a key goal may be that ride-hail trips target existing single-occupancy vehicle trips, not existing transit riders, bicyclists, or pedestrians.

◦ Primary KPIs may include: number of program participants, number of daily trips accommodated by program, and cost per participant.

◦ Key vendor requirements may include use of geo-fencing, use of coupon codes, and pick-up and drop-off locations and procedures.

• Evaluate market segments to prioritize, such as:

◦ An Off-Peak program, helping employees who work early or late get to and from work without driving alone. This program could include subsidized one-way rides to employees whose shifts either start or end when transit is not in service or is not an effective option. It would be assumed that the employee takes transit (or another nonSOV mode) for the portion of their commute that is during normal business hours.

SHARED MOBILITY | Ride-hailing 3

◦ An Emergency-Ride-Home program, providing a limited number of subsidized rides per year to non-driving employees who need to get home in the event of an emergency.

◦ A First-/Last-mile program, providing a limited number of subsidized rides to connect employees to transit stops near their home.

Medium/Long-term actions include:

• Conduct detailed market analysis and costing.

• Define program guidelines, including use of coupon codes and geo-fencing.

• Issue a formal RFP and/or establish an MOU with preferred vendor.

• Integrate with commute platform to capture trips and facilitate subsidy payments.

Cost Estimate

Assumes $100,000 - $125,000 per year to subsidize a employee TNC program for 30-35 daily participants.

Stakeholder Input

would be much more open to public transportation if my shift didn’t end at 11:30 p.m. (at the earliest). If there was a shuttle/ taxi/Uber option to get home I would consider it as an option.

Allina Health should offer additional parking options or subsidized Uber/Lyft for connecting to transit or work-related off-site meetings.

“ “ I

SHARED MOBILITY | Ride-hailing 3

Best Practice

Mercy General Hospital (Sacramento, CA)

In early 2018, Mercy General Hospital (MGH) partnered with Lyft to enhance transit access. MGH ran a shuttle between an off-site parking lot and two light rail stations near the main hospital campus, so employees had to arrange their commutes around the shuttle schedules, or else spend time waiting for the shuttle.

To improve the commute experience of their employees, MGH ended shuttle service and replaced it with on-demand Lyft service, free of charge. Wait times typically range from just two to five minutes, allowing for more flexibility of arrival and departure times. By improving the commute experience of employees taking light rail and by providing an easy way to reach the off-street parking lot, MGH was able to take steps towards freeing up parking spaces on main campus lots.

The program was tested with an initial 30-day pilot program for a small sample of employees. MGH assisted employees with sign-up by providing detailed FAQs, as well as information booths where staff could assist employees with sign-up.

To incentivize sign up, MGH offered the first 1,000 employees to sign up a chance to win $1,000. Finally, all employees who created and used a separate Lyft business account for the program received $15 in Lyft credit for personal use.

Top: Lyft provides user-friendly instructions for employee account set up. Bottom: Employee-paid rides are limited to certain locations via Lyft’s geo-fencing feature.

Source: Lyft for Work Guidelines at Mercy General Hospital