• Commuter Choice Kicks Off With Three-City Summit As Coalition Grows
  
  
• ConnDOT announces program to help save employees from a taxing commute.
  
  
• Westchester County launches extensive study of its transit operations.
  
  

  Pitney Bowes and MetroPool create a winning team to combat congestion.
  
  

• OSHA examines and defines telework guidance.
  
  
• A look at a creative commuter incentive program in Silver Spring Maryland.

Metropool provides free services with the support of the Connecticut and New York State Departments of Transportation

Pitney Bowes Teams With MetroPool to Fight Congestion

The economic vitality of Fairfield County and the Coastal Corridor has resulted in an unfortunate side effect. Traffic congestion has grown worse as the region has generated greater employment. An active and concerned business community is shining a ray of hope on this scenario, however, as good corporate citizens seek ways to reduce commute-related congestion. Pitney Bowes offers a great example. The company recognized that, as a large employer, it could do a lot to take a bite out of congestion by encouraging its employees to use alternative transportation.

That realization led more than a half dozen Pitney Bowes senior managers to gather around a conference table last May and listen to representatives from MetroPool talk about the benefits of Connecticut's DEDUCT-A-RIDE tax-free commute program. They liked MetroPool's turnkey approach, which would include program development, implementation, and marketing support.

After that initial meeting, the company formed an implementation team under the leadership of Ed Houghton, Pitney Bowes' Manager of Work Life Programs. The team included representatives from payroll, MIS, the work/life office, Pitney Bowes' employee council, and commuter representatives. MetroPool staff also served on the committee. The implementation team worked through the details of setting up the tax-free commute benefit program. It also prepared a marketing plan to promote it to current transit and vanpool riders, as well as to new users of alternative transportation.

Market research preceded any employee outreach efforts. Houghton and his team organized a focus group of train riders to find out what questions or concerns they might have about the program. From this session, the team prepared a "Question & Answer" piece to use as the primary communication vehicle about the program.

In addition, the team conducted a survey to ascertain employees' interest in using alternative transportation, inventory current commute choices, and collect data on their work hours and other factors. The survey generated about 400 responses. Respondents who indicated an interest in a commute alternative were contacted and given additional information. They were also offered car/vanpool ridematching. In addition to responding to inforrnation requests generated by the survey, MetroPool worked with Pitney Bowes' direct marketing experts to design a direct mail package. (The Connecticut Department of Transportation co-sponsored this demonstration of direct mail to promote commute alternatives.) The package was sent to the home addresses of about 3,500 Stamford-based Pitney Bowes employees. It included a letter and brochure that highlighted the specific commute options available to Stamford-based employees. The package also contained some valuable enticements, including:

• a free round trip New Haven line train ticket (including free parking in Bridgeport, if desired);
• a free day pass for CTTRANSIT buses and the I-BUS;
• a "Commuter Survival Kit" for car/vanpoolers (canvas bag with a travel mug, sewing kit, pen, and other handy items).

Employees were provided with a business reply card in the mailing to facilitate their response. They were also invited to call a special voice mail number at MetroPool to take advantage of the offer. Slightly more than three percent of the Stamford employees responded to the direct mail campaign. "In direct mail marketing circles, a one or two percent response is considered good, so getting three-plus percent was a welcome achievement," observed Marsha Gordon, MetroPool's President. "We're grateful to Connecticut DOT for its co-sponsorship of the direct mail effort."

In addition to direct mail, the tax-free commute program was publicized through table tents at the employee cafeteria, a desk drop of DEDUCT-A-RIDE information, and lunchtime events held at each of the company's three Stamford sites. The lunch period events allowed employees to sign up for DEDUCT-A-RIDE by turning in their business reply cards in person rather than via the mail. Marketing staff rewarded employees who turned in their cards during the event with a special additional premium.

Why did Pitney Bowes go to all this effort? "We introduced the program for several reasons," explained Ed Houghton. "We wanted to help our employees offset some of the cost associated with using alternative modes of transportation, while giving them incentives to use those alternative modes. We also wanted to actively participate in efforts to reduce traffic and pollution, and to help our employees arrive at work and at home less stressed and fatigued." Houghton would advise others setting up a commute benefits program to watch for some key challenges. Chief among them: "Possible resistance or restriction from your tax department and payroll. Management support and the team were critical to the rapid implementation," Houghton observed. "MetroPool helped by driving the process externally. This helped to keep internal efforts on schedule."

What additional advice would Houghton give other companies? "Don't obsess over obstacles which will likely be smaller than you anticipate. Find individuals to work on your internal team who are interested in the success of the program, not just those that may have been assigned. "In larger organizations," said Houghton, "if you will be doing this through payroll deduction, you'll need the technical expertise and efforts of your information system or personnel data systems support staff, and contacts in payroll. Involve your tax department early. Set up the accounts necessary for fund transfers." An eye to the bottom line is essential, as well. "If you do what we did (pre-purchase 90-day supplies before deductions began), be sure to communicate the need for a significant amount of advance dollars," Houghton advised.

"Working with Pitney Bowes was a terrific win-win partnership," said MetroPool's Marsha Gordon. "The company's commitment started at the top. We especially appreciated the organizing skills of Ed Houghton. Pitney Bowes set a positive example for its corporate neighbors in the battle against traffic congestion."