Improving Downtown Transportation

The year is 2020. Transportation to, and circulation within Victoria’s downtown is convenient and effective. Transportation policies support the region’s overall development objectives. This report and action plan by the Transportation Working Group of the Downtown Victoria Community Alliance provides specific recommendations for achieving this vision.

INDEX

• Introduction
• Where We Are Today: Downtown Victoria Today
• Where We Are Going: A Transportation Vision for Downtown in 2020
• Strategic Objectives and Measure of Success
• Objective 1
  • An effective structure exists for transportation planning and program funding.
  • Strategy A: Establish a Regional Transportation Planning Organization
  • Strategy B: Establish a Downtown Transportation Plan and Implementation Infrastructure
• Objective 2
  • Increase the portion of downtown trips made by walking, cycling, ride-sharing, public transit and telework, so total motor vehicle traffic volumes downtown remain at 2004 levels, or even decline.
  • Strategy A: Mobility Management Programs
  • Strategy B: Deliveries and Freight Management
  • Strategy C: Employee Transport Management
• Objective 3
  • Transit services to and within downtown continue to improve, making transit an attractive and affordable option for residents of all incomes and abilities.
• Objective 4
  • Parking management increases convenience for motorists and results in more efficient use of available parking facilities.
• Objective 5
  • Walking and cycling improvements provide convenient, comfortable and safe travel for non-motorized modes.
  • Strategy A: Improve walking conditions.
  • Strategy B: Cycling Improvements.
• Bibliography

Photo Credits: Todd Litman

 

Introduction

The Transportation Working Group (TWG) of the Downtown Victoria Community Alliance (DVCA) formed following the DVCA’s second conference, From Ideas to Action – Making the Future Happen , held March 23, 2004. The TWG identified problems and gathered ideas for improving transportation in downtown though a public survey, a community forum, review of numerous documents and consultation with various stakeholders. Based on this information w e developed the downtown transportation improvement action plan described in this document.

Participants in the working group are:

• Chris Foord, Consultant
• Irwin Henderson, Consultant
• Darlene Hollstein, Bay Centre
• Gerry Howell Jones, IslandTransformations.Org
• Jane Lunt, Former City Councillor
• Todd Litman, Victoria Transport Policy Institute
• Mike Skene, Boulevard Transportation
• Tathra Street, City Green
• Rob Wickson, Greater Victoria Chamber of Commerce
• Ernie Yakimovich, ENY Properties
• Matthew Love, Student
• The Working Group was assisted by Tim Galavan and Victor Van den Boomen of the City of Victoria, and Mark Hornell of the Capital Regional District.

Where We Are Now

Downtown Victoria Today

Downtowns have unique transportation abilities and needs. Downtowns exist because they offer a high level of accessibility – the ability to reach a diverse range of goods, services and activities with minimal physical travel. Victoria’s downtown contains more jobs, professional services, retail stores, restaurants, entertainment and tourist activities, and public services than any other location in the region. As a result, it is possible to accomplish many errands in one trip and enjoy a diverse range of activities. Victoria’s downtown is also a major transportation hub, containing a diverse range of travel modes (walking, cycling, pedal cabs, taxis, transit buses, shuttle buses, tour buses, ferries and float planes) and services (bus, rail, ferry and air terminals).

This intensity and diversity is an asset, but it also presents special challenges. An efficient downtown transportation system is designed to take advantage of a variety of modes. This requires careful coordination and balance. More than most other places, Downtown Victoria depends on walking, cycling, public transit, inter-regional transportation services (long-distance bus, ferry, float plane), and parking management to function efficiently. This diversity is both a strength and a challenge for the success of downtown.

During the last half century most cities have became increasingly automobile dependent: people drive for a majority of trips while alternatives, such as walking and public transit services, have become less convenient. This imposes costs associated with vehicle ownership on households, costs incurred by parking and congestion delays on businesses, costs relating to infrastructure on governments, and costs to the region’s environment. Downtown Victoria has resisted these trends. It maintains a relatively high level of accessibility, walkability and transit convenience for a city of its size. The result is a high level of livability that remains affordable, attracting visitors, residents, and businesses.

The automobile is an important form of downtown transportation, but it must be carefully managed to accommodate available road and parking capacity. Traffic and parking congestion are virtually unavoidable in downtown areas due to the density of people and activities. This can be considered a sign of success but also a constraint on further downtown growth, and a problem to be mitigated. Although there is no single solution to congestion, there is much that can be done to manage road and parking resources, improve mobility options, provide more user information, and create a more accessible downtown that minimizes the need to drive.

In addition to improving downtown’s transportation system, it is also important to improve its image. Many people hesitate visiting downtown because they are unfamiliar with parking options and transit services, or have experienced problems. Downtown pedestrian facilities also need to be more welcoming. Significant work has been done to improve the downtown’s image through improved parking, transit and walking.

For good or bad, transportation decisions can have significant leverage effects on land use development patterns. For example, widening roadways and increasing parking supply to accommodate automobile traffic volumes and speeds tend to cause more dispersed, low density land use patterns, creating barriers to walking and transit access. The effects of such transportation decisions may seem small on an individual basis, but they are cumulative. It is therefore important that downtown transportation planning decisions be coordinated with regional planning objectives.

Currently, regional transportation planning is performed by the Capital Regional District, the Ministry of Transportation regional office, local municipal transportation staff, BC Transit, port and airport authorities, and various special interest groups, such as taxi organizations. The CRD attempts to coordinate overall regional transport planning, but with minimal resources and no authority. This current structure hampers the implementation of an effective regional transportation strategy, and qualification for federal transportation infrastructure grants. Planning decisions made in neighbouring municipalities affect downtown. For example, there is much that other communities can do to encourage residents who commute to downtown by car to consider cycling, ride-sharing and transit. However, there is currently no effective mechanism to implement supportive policies.

There is a consensus that a strategic approach to downtown and regional transportation is needed if downtown is to maintain its primary role in financial, management and government services, remain attractive to tourists, prevent the erosion of its core retail sector, and be attractive to more residents.

There are currently an estimated 673,000 daily automobile trips in the region. This is projected to increase to 938,000 daily trips by 2025 with current policies. The Capital Regional District’s Travel Choices Strategy (2004) establishes a goal of reducing this figure to 805,000 cars per day by applying smart growth land use policies and increased support for alternate travel modes. There are 89,000 daily transit trips in the region, representing 7.6% of total trips and 21% of trips to and from the downtown. Trips to and from the downtown core (Esquimalt, Oak Bay, Saanich and Victoria) account for over 70% of CRD travel. With the current mode split, the core can expect an increase of 185,000 car trips per day by 2025. The Travel Choices Strategy has a goal of reducing this increase to 92,000 additional car trips per day. The Downtown is a major regional destination, with more than 40,000 daily vehicle trips using the Highway 1 - Douglas Street corridor.

Where We Are Going

A Transportation Vision for Downtown in 2020

In 2020 downtown Victoria is the strong and vibrant urban centre for the Victoria Metropolitan area. This “metro” downtown continues to be the destination for the majority of the local labour force, shoppers and tourists. Growth of the downtown residential population, from 10,000 in 2004 to 30,000 in 2020, has resulted in vastly improved pedestrian amenities. With so many services and activities within walking distance, traffic volumes remain near 2004 levels. Residents and visitors walk, cycle or use the new streetcars for most of their travel needs.

Downtown is safe, vibrant and walkable, with sidewalk café’s, colourful shops and markets, and affordable residential and commercial developments, all supported by a sustainable transportation system. Streets are shared efficiently by cars and delivery trucks, pedestrians, wheelchairs, scooters and transit vehicles. Enhanced inter-regional air, ferries and rail provide convenient service to the core.

The Regional Transportation Authority (RTA) and an active Downtown Transport Management Association (TMA) mold the transportation system with innovations that enhance the sense that downtown is the place to be and easy to reach. Key elements include: convenient, real-time user information on parking and transit services, a downtown transport information centre, a light rail loop that provides access to and from the West Shore, Swartz Bay and UVic, streetcar links from the cruise ship and Belleville terminals, a transit free zone, plus greenways and bike paths that feed the downtown.

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Strategic Objectives and Measure of Success

• An effective structure exists for transportation planning and program funding.
• Increase the portion of downtown trips made by walking, cycling, ride-sharing and public transit, so total motor vehicle traffic volumes downtown remain at 2004 levels, or even decline.
• Transit services to and from, and within, downtown continue to improve, making transit an attractive and affordable option for residents of all incomes and abilities.
• Parking management increases convenience for motorists and results in more efficient use of available parking facilities.
• Walking and cycling improvements provide convenient, comfortable and safe travel for nonmotorized modes.

Objective 1

An effective structure exists for transportation planning and program funding

Strategy A

Establish a Regional Transportation Planning Organization

Current Conditions

The CRD works in partnership with the Province and member municipalities to establish, through an implementation agreement, a permanent and durable framework and mechanisms for short, medium, and long term transportation planning, governance and funding in the Capital Region within three years of the adoption of the Regional Growth Strategy. The CRD has already begun the process of examining the governance issue in the discussion document Regional Transportation Governance Considerations, A Discussion Paper , July 2004. This paper is an excellent beginning to the process of finding a solution for the regional district.

What Is Needed

Better coordination is needed among transportation decision-making organizations and jurisdictions. This is particularly important for downtown, which serves as is a regional destination and a hub for diverse transportation activities. The discussion has to be about which governance model would suitable for the metropolitan area. A coordinating agency is needed to provide regional transportation planning and services as indicated, and to attract additional provincial and federal funds for regional projects such as LRT or highway improvements. All that is needed is a champion to move forward. Below are specific ways to accomplish this.

• Investigate models for improving regional transportation planning, decision-making and service provision.
• Create a stakeholders task force to specifically assess options for regional transportation planning.
• Arrange for workshops and other professional development programs, to give stakeholders information and perspectives and guidelines for moving forward, and learn about successful transportation management programs in other regions.
• Combine planning resources as a regional planning exercise. It is logical that the CRD take a leadership role by bringing together all planning resources to consider the question “What will provide better service for residents and businesses within the CRD: the existing system or a new system for managing transportation services?”
• Create a mechanism for receiving and distributing funds for regional transportation improvements. As identified in the Travel Choices Strategy of the Regional Growth Strategy , funding remains a significant obstacle for any long term regional planning. It is imperative that the region share resources and expertise to access new federal and provincial funding.
• Integrate transportation and land use planning. For example, encourage more transit-oriented development throughout the CRD as a way to increase transit commuting.

Responsibility

CRD, and municipal governments, Chambers of Commerce, the Provincial government, the Ministry of Transportation regional office, port and airport authorities, BC Transit, and other stakeholder organizations.

Timeline: 2005

Strategy B

Update Downtown Transportation Plans

Current Conditions

The transportation and parking strategies and/or plans for downtown are several years old and need to be updated. For example, the City of Victoria manages its own on- and off-street parking facilities, but there is little coordination with private parking facility managers. There is also no organization to provide transportation management services in the downtown area.

What Is Needed

The downtown could benefit from updated transportation and parking strategies, that provide a vision of long-term improvements, defines specific planning goals and objectives, identifies implementation strategies, and coordinates actions between different agencies and organizations. The downtown also needs a transportation management association (a public-private association that provides transportation and parking management services in a specific area). Such an association is under active consideration at this time.

• Update downtown transportation and parking plans and strategies to address traffic, parking, transit, cycling and pedestrian issues, and include specific goals for improving and encouraging use of alternative modes.
• Integrate downtown transportation and land use planning. For example, encourage more people to live downtown, and encourage parking management at downtown developments.
• Finalize a transportation management association for the downtown area. Such an organization is needed to provide user information, parking facility management, parking facility brokerage, ride-share matching, and employee commute trip management programs.

Responsibility

CRD, City of Victoria, the Chamber of Commerce, the downtown Business Improvement Association (BIA), the Provincial Government (as a downtown employer and property manager), BC Transit, cycling and walking organizations, and other stakeholders.

Timeline: 2005

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Objective 2

Increase the portion of downtown trips made by walking, cycling, ride-sharing, public transit and telework, so total motor vehicle traffic volumes downtown remain at 2004 levels, or even decline.

Strategy A

Mobility Management Programs

Mobility management programs expand transportation options and encourage use of alternative modes, reducing traffic and parking congestion and improving downtown liveability.

Current Conditions

Although some programs exist to support alternative modes, such as walking, cycling, ride-sharing, public transit and telework (use of electronic communications as a substitute for physical travel, for commuting, shopping, government services, etc.), these could be better coordinated between different implementation organizations, and are sometimes contradicted by other policies, such as generous parking requirements in zoning codes and consolidation of public services (e.g., fewer neighborho3714chools and post offices).

What is Needed

The most cost effective way of improving urban transportation is better management, the only feasible way of addressing downtown congestion and parking problems. Also implement transportation and land use policies that focus on transportation diversity and land use accessibility, and develop government and professional capacity to support these objectives.

Actions

Establish support for downtown transportation management programs. This may be accomplished through the creation of a planning body or transportation management association as advocated above, and public/private partnerships. Establish a transportation centre in a downtown location to provide user information and services. Below are specific ways to accomplish this:

• Create a downtown transportation services office, where staff would provide transit and parking information, sell transit tickets and parking cards, offer commute trip reduction services, coordinate security and provide other user services.
• Provide more convenient information on downtown transportation and parking options, including brochures, maps, signs, websites and information incorporated into event promotion materials concerning transit, ridesharing, cycling, walking and parking options.
• Provide real time information on parking and transit options on access routes to the downtown to maximize the use of parking facilities, minimize search time and suggest alternative modes.
• Create a Guide to Downtown which includes information on attractions and activities, how to travel to and within downtown, transit and parking options, rules regarding cycling and sidewalk use, security information, and contact information.
• Encourage employers to establish and support commute trip reduction programs.
• Promote use of alternative modes for special events, such as concerts and arena activities.
• Better integrate public institutions, such as colleges and universities, into downtown.
• Promote “Car-Free” holidays in this region. Ensure that high quality, well coordinated services are available for visitors who travel without a car, and that such holidays are promoted to suitable markets (such as students, cyclists, elders and people with disabilities).
• Make transit attractive, including a special peak-period transit shuttle services and a 24-hour fare free zone within the downtown (see Objective 3 below).
• Sponsor workshops and other professional development resources for public officials, planners, designers and citizens on best transportation and land use planning practices to support transportation diversity and land use accessibility.

Responsibility

CRD, City of Victoria, BC Transit, planning and transportation engineering professional organizations.

Timeline: Ongoing

Strategy B

Deliveries and Freight Management

Actions

Establish a process to ensure that delivery vehicles, commercial vehicles and taxis are given proper consideration in downtown access. Specific steps include:

• Developing a strategic plan with all major stakeholders in the core to set-up main deliveries during non-peak times and have a set schedule for these deliveries.
• Examining the viability of establishing an inter-modal distribution centre close to downtown for freight.
• Providing coordinated delivery services to make it easer to shop downtown without a car.

Rationale

If businesses worked together to have large delivery trucks deliver during non-peak times this would alleviate some of the congestion in the core during peak times, not to mention the aggravation and time wasted by delivery people.

Responsibility

BIA, CRD, D/T Parking Association, City of Victoria, Businesses

Timeline: August 2005

Strategy C

Employee Transport Management

Action

• Finalizing a transportation management association for the downtown area. Such an organization is needed to provide user information, parking facility management, parking facility brokerage, rideshare matching, and employee commute trip management programs.
• Developing a starter kit to educate employers and employees of the different modes of transportation into the core. The starter kit would include promotion of public transit, rideshare matching, cycling maps, improved bike parking and changing facilities, and various incentives to use transportation alternatives.
• Encouraging employers to establish and support commute trip reduction programs.

Rationale

If employers and employees are given the tools and knowledge of the different options for travel and the benefits are promoted this would 1) alleviate the strain on the roads, 2) promote health and wellness and 3) take away some of the financial concerns of traveling into the core. If employers implemented the alternative transportation program they could be eligible for a tax discount or awards of recognition. Employees might, in the future, be eligible for income tax deduction for their transit pass.

Responsibility

CRD, City of Victoria, BIA, Transport Management Association

Timeline:2005

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Objective 3

Transit services to and within downtown continue to improve, making transit an attractive and affordable option for residents of all incomes and abilities.

Quality transit service is important for downtown as a way to reduce choke points and improve mobility throughout the region. Transit is particularly important in Victoria due to large retired and student populations, and increased urban residents. Transit provides access to and circulation within downtown for downtown employees, residents, customers and tourists. Governance reform is a needed to deliver these improvements.

Current Conditions: Downtown Victoria currently has relatively good transit service and high transit ridership, but this is starting to erode, and is far less than what could be achieved with improved planning and sustainable financing. BC Transit has plans for various regional transit improvements, but these are not matched with the financial ability to deliver them. Transit has received less investment than automobile infrastructure (roads and parking facilities). Lower-density, urban fringe development increases automobile traffic and reduces the feasibility of transit travel.

What is Needed

Make transit attractive and improve downtown service: speed, frequency, reliability, comfort, affordability and attractiveness. This will require new funding sources, such as a portion of fuel taxes. Creating a regional transportation authority will improve regional control of transit services, and expand funding options. Below are specific ways to improve transit services.

• Give transit vehicles priority in traffic. This includes more bus priority at intersections, dedicated bus lanes, improved scheduling, and, in some instances, grade-separated transit facilities.
• Provide more convenient transit user information, including brochures, maps and signs showing how to travel to and from downtown by transit, real-time bus information, and transit information incorporated into downtown promotion and event publicity.
• Create a downtown transit office or terminal that could be included in the transport information centre, where staff provide rider information, sell tickets, coordinate security and provide other user services.
• Create a downtown circulator using local shuttle buses or trams.
• Provide a streetcar service to link the cruise ship and Belleville terminals with downtown
• Introduce a local streetcar system connecting downtown to nearby communities such as Victoria West, James Bay, Fernwood and Fairfield.
• Work with downtown event organizers to promote transit use by participants. Have major event tickets include a free transit ride.
• Keep transit fares affordable. Establish an Eco-Pass – bulk purchases of transit passes for certain groups, such as residents of a particular neighbourhood or employees at a worksite.
• Offer discounts to lower-income users and for off-peak travel. Adopt time limited transfers so that two way trips can be accommodated.
• Create a regional LRT system from the Western Communities to downtown, and later from UVic and Swartz Bay. Actively plan for mixed land use and increasing densities around future stations. According to the Light Rail Economic Opportunity Study (2002) of the Langford – James Bay corridor, LRT and smart growth mix provides the greatest benefit to the region as compared with HOV lanes and three other options

Rationale

Transit currently carries 21% of all trips to and from downtown. In order to maintain this market share, a 30% increase in funding will be required. However, with implementation of some or all of the above, it is expected that transit’s mode share could triple region wide (from 89,000 to 275,000 trips per day) with comparable per capita ridership to other transit friendly communities such as Ottawa, Toronto and Montreal. All three communities have a portion of rail transit.

Responsibility

BC Transit, Ministry of Transportation and Highways, CRD, City of Victoria

Timeline: Ongoing

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Objective 4

Parking management increases convenience for motorists and results in more efficient use of available parking facilities.

Current Conditions

There are 10,000-plus parking stalls in the downtown core, and these are managed to ensure that parking is nearly always available within a block or two of any downtown destination. However, there is a perception of significant parking problems downtown. Many potential visitors are unaware of available parking options and how to use them. Visitors often complain of difficulty finding a space, a lack of security, inconsiderate enforcement practices, excessive fees and fines, and difficulties with payment systems. These problems deter downtown trips and reduce economic activity.

The City of Victoria is implementing several initiatives to address downtown parking problems, including reviewing and updating on street parking allotment, improving payment systems (multi-space meters, parking cards, cell phone extensions, etc.) and encouraging shared parking facilities.

What is Needed

Coordination that results in more efficient use of available parking resources and addresses specific problems, including inadequate user information, a lack of short-term parking, inconsiderate enforcement, and frustrating pricing systems. Specific management strategies include more sharing of parking facilities, better regulation and pricing policies, use of offsite and overflow parking when necessary, and encouragement of alternative modes.

Below are specific ways of improving parking services and management:

• Improve user information by 1) providing real-time information on parking on access routes to the downtown to maximize the use of parking facilities, and minimize search time; 2) producing maps, brochures and signs indicating parking availability and price and 3) printing a brochure of downtown parking options and regulations that can be given away with each parking violation citation.
• Establish process for regular review of parking regulations and prices to insure that the most convenient spaces (e.g., on-street) to favor higher-value trips (delivery vehicles, customers, people with disabilities, taxis, etc.).
• Develop more convenient parking payment and enforcement systems. In particular, use payment systems that accommodate various payment options (including debit and credit cards), eliminate the need for motorists to predict how long they will be parked, and charge for just the amount of time a vehicle is parked. Promote existing parking payment cards, and make them available through numerous local stores.
• Ensure that parking enforcement officers are friendly and considerate. Improve the image of parking enforcement activities. For example, promote parking enforcement officers as downtown ambassadors that distribute visitor and parking information. Establish a “First time is free” policy, so the first time a vehicle violates parking regulations they receive a parking information brochure instead of a citation.
• Expand the range of where and when on-street parking is priced, including more priced parking outside the downtown core.
• Encourage downtown businesses that have private parking to share parking with other businesses and make their facilities available to the public when possible (i.e. a restaurant can share parking with a church, and office building can rent their parking during evenings and weekends). Investigate and overcome any barriers to shared parking.
• Develop overflow parking plans to address occasional peak demand, in order to allow more flexible parking requirements.
• Encourage employees to leave the most convenient spaces to customers.
• Offer discounts for use of less convenient parking spaces, such as the top floor of parkades, and for off peak periods.
• Improve parking security in city-owned and private facilities by increasing patrols, improving illumination, and applying Security Prevention Through Environmental Design (SPTED) – engineering/architectural controls process is integrated into their building/parking lot designs.

Rationale

The best way to address downtown parking problems and improve service quality is to manage available parking supply efficiently.

Responsibility

BIA, City of Victoria, TMA or D/T Parking Association

Timeline:A.S.A.P.

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Objective 5

Walking and cycling improvements provide convenient, comfortable and safe travel for non-motorized modes.

Current Conditions

Walking and cycling (and related modes, such as wheelchairs, scooters and skates) are particularly important travel modes in downtown, since nearly all downtown trips include non-motorized links. Walking and cycling conditions are relatively good in downtown Victoria compared to other areas, but can still be significantly improved. Cyclists often ride illegally, on sidewalks, and at night with inadequate lighting.

The CRD, City of Victoria and community organizations are implementing a number of programs to improve walking and cycling conditions throughout the region, including improved walking and cycling facilities, traffic calming of some streets, and various education and encouragement programs.

What is Needed

Implement the Greenway Plan, and improve bike paths to enhance access to the downtown. Continue to improve downtown walking and cycling facilities and services. Establish a planning process to identify and correct barriers to nonmotorized travel downtown. Survey users to identify problems and opportunities for improvement. Expand cycling and walking networks, particularly along the waterfront, and connecting downtown with nearby neighborhoods. Develop a “clean and safe” patrol program to improve sidewalk conditions. Improve downtown streetscape aesthetics so that downtown sidewalks are lively and attractive. Emphasise the environmental and health benefits of walking and cycling.

Strategy A

Improve walking conditions.

Below are some specific ways to improve walking conditions:

• Improve sidewalk management. Establish, promote and enforce sidewalk use policies that give priority to walking over other activities.
• Improve streetscape security, including protection from assaults, and reduced traffic risk.
• Create more “delight” in the downtown streetscape, such as attractive street furniture and public art scaled for pedestrians to enjoy.
• Improve pedestrian connectivity. Create more walking shortcuts, such as mid-block crossings. Create promenades, including along the waterfront, where there are currently poorly-connected parking lots. Improve walking conditions around and across the Johnson Street Bridge.
• Implement traffic calming downtown where appropriate to make streets safer and more pleasant (i.e. downtown Greenways).
• Ensure that pedestrian facilities accommodate special needs, such as people with disabilities, strollers and handcarts.
• Reprint, and distribute to tourists and others, the walking tour brochure produced for the recent Walk-Bike Conference.

Strategy B

Cycling Improvements

• Cycling and other personal mobility devices such as motorized scooters are popular in Victoria, but some people do not feel comfortable riding downtown, and there are conflicts between some types of uses. There were several ways to make these modes easier, safer and more popular, and to reduce conflicts. Below are some specific ways to accomplish this:
• Improve bicycle parking, including short-term parking at each destination, and secure long-term parking for commuters.
• Create more bike lanes so it is easer to ride in downtown, particularly for less experienced riders.
• Ensure that bike rentals are available to potential users.
• Establish rules for use of sidewalks and paths to minimize conflicts between different types of users, including pedestrians, skaters, wheelchair users, scooter users, etc.

Rationale

Walking and cycling are particularly important in Downtown Victoria. Virtually all downtown trips involve walking links, and improving Downtown walkability provides numerous benefits.

Responsibility

City of Victoria, BIA, Transportation Management Association.

Timeline: A.S.A.P.

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Bibliography

Center for Livable Communities ( http://www.lgc.org/center) helps local government and community leaders be proactive in their land use and transportation planning.

Greater Victoria Bike To Work Society ( www.biketoworkvictoria.ca )

Island Transformations ( www.islandtransformations.org )

Livable Centres ( www.gvrd.bc.ca/livablecentres ), by the Greater Vancouver Regional District (GVRD), provides information about the design and benefits of compact urban centers.

Nelson/Nygaard Consulting, Housing Shortage / Parking Surplus , Transportation and Land Use Coalition ( www.transcoalition.org ), July 2002.

Oregon Downtown Development Association, Parking Management Made Easy: A Guide to Taming the Downtown Parking Beast , Transportation and Growth Management Program, Oregon DOT and Dept. of Environmental Quality ( http://www.oregon.gov/LCD/docs/publications/parkingguide.pdf ), June 2001.

PSRC, Parking Management Plan Checklist: Planning for Your Regional Growth Center , Puget Sound Regional Council ( www.psrc.org/projects/growth/parking.pdf ), Summer 2003.

Seattle, Parking: Your Guide to Parking Management , City of Seattle ( http://www.seattle.gov/transportation/parking/parkingguide.htm), 2001.

SGN, Getting To Smart Growth: 100 Policies for Implementation , and Getting to Smart Growth II: 100 More Policies for Implementation , Smart Growth Network ( www.smartgrowth.org ) and International City/County Management Association ( www.icma.org ), 2002 and 2004.

“Smart Growth,” and “Parking Management,” Online TDM Encyclopedia , Victoria Transport Policy Institute ( www.vtpi.org ), 2003.

USEPA, Parking Alternatives: Making Way for Urban Infill and Brownfield Development , Urban and Economic Development Division, US Environmental Protection Agency, EPA 231-K-99-001 ( www.smartgrowth.org/pdf/PRKGDE04.pdf ), 1999.

Victoria Transport Policy Institute ( www.vtpi.org )

 

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