HomeMy WebLinkAboutStaff Report 4215
City of Palo Alto (ID # 4215)
City Council Staff Report
Report Type: Study Session Meeting Date: 12/9/2013
City of Palo Alto Page 1
Summary Title: Study Session - TDM
Title: Transportation Demand Management Study Session
From: City Manager
Lead Department: Planning and Community Environment
Recommendation
Staff recommends that Council hold a study session, receive a report from staff and
Transportation Demand Management (TDM) experts and engage in a discussion regarding
potential TDM solutions for the City of Palo Alto.
Background
As the economic recovery progresses, concerns about traffic congestion have increased in
tandem with employment rates. Traffic congestion impacts everyone in the community,
whether they live, work, shop or are only passing through the City of Palo Alto. This congestion
not only has a negative quality of life impact on all Palo Alto residents, but can also pose a
safety concern for pedestrians, bicyclists and motorists. In fact, traffic congestion and related
parking concerns have been one of the primary complaints voiced to staff, the Planning and
Transportation Commission and the City Council over the past year.
The recent increase in traffic congestion is a regional issue, and certainly not an isolated issue
within the City of Palo Alto. As noted in a recent San Jose Mercury News Article (attached), “Bay
Area commuters are getting a sinking feeling as we see firsthand what economic recovery looks
like -- miles of brake lights on commutes so congested we're wasting hours a week inching to
work and back.” Throughout the Bay Area, local agencies and the private sector employers are
searching for ways to solve this complicated problem.
Single-occupant vehicle transportation also has an increasingly negative impact on the
environment. The EPA estimates that transportation emissions account for 23% of all
greenhouse gas emissions, and that percentage is rising. In accordance with AB 32: Global
Warming Solutions Act, regional and local emissions reductions targets are necessary in order
to address the global climate change and the related health and environmental concerns. Given
the complexity of the transportation problem and its far-reaching implications, a
City of Palo Alto Page 2
comprehensive approach to getting people in, out and through the City of Palo Alto using
multiple means of transportation is necessary.
The term used for a comprehensive approach to solving transportation issues is
“Transportation Demand Management” or “TDM”. Although there are numerous TDM
definitions, the San Francisco County Transportation Management Agency summarizes the
intent concisely: “Transportation Demand Management (TDM) is a set of programs and policies
that respond to real and perceived barriers to taking trips by transit, bicycling, walking, or
carpooling/vanpooling, and that use market signals to reduce drive-alone trips. TDM strategies
include information and education, incentives, physical changes, technology, and pricing.” In
other words, a TDM policies take many forms, all of which aim to get people to reduce “solo”
driving, in favor of other modes of transportation.
Following a September Colleagues Memo, on October 3, 2013 the City Council gave direction to
staff to begin determining whether establishing one or more Transportation Demand
Management (TDM) Districts would be a legal, effective, practical and economic solution for
the City and its business districts. The Colleagues Memo and October 3rd memo are attached to
this report.
As part of their direction, the Council requested that staff organize a study session with
appropriate speakers with relevant TDM experience. Representatives from Stanford, Google
and the Contra Costa Centre Transit Village have all agreed to present an overview of their
programs and answers questions of December 9th. The following report gives a brief, written
overview of their respective programs; greater detail will be presented in the oral report. The
report also outlines several TDM related efforts already underway within the City of Palo Alto.
These efforts could potentially become part of a more coordinated TDM program within the
City. Staff’s report and recommendations regarding the use of TDM districts in Palo Alto will be
scheduled for the Council’s consideration in January or February of 2014.
Discussion
As noted above, the Council requested that staff organize a study session with TDM experts
that have relevant experience. With that in mind, representatives of the Contra Costa Centre
Transit Village, Stanford and Google will be present at the December 9th studdy session to give
an overview of their respective programs. The following section provides an overview of each
program as provided by the speakers or the associated online resources:
Contra Costa Centre (CCC)
Contra Costa Centre (CCC) is a non-profit mutual benefit company for which its purpose is to
enable its members to provide planning and programs designed to promote efficient
transportation services thereby reducing traffic congestion. Contra Costa Centre is comprised of
14 property owners with 6,000 employees and includes multi-tenant and single tenant
buildings. Transportation Demand Management (TDM) include:
Expanding the supply and availability of (more sustainable) alternatives
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Controlling demand for the use of unsustainable modes
Providing incentives and rewards for undertaking sustainable commuting habits
Contra Costa Centre has been operating a Transportation Demand Management (TDM)
program since 1988. CCC Transportation Demand Management Programs include a broad range
of commute alternative programs offering employees cash incentives and subsidies to help
promote taking an alternative to the worksite. These services help offset the cost of their daily
commute, provide transit alternatives, and benefit our community by alleviating single-
occupant vehicle traffic to and from the Contra Costa Centre area. The TDM programs include:
Green Fleet Program with the use of;
o Car share vehicles (Smart Cars & Electric Leafs)
o Segway’s
o Bicycles
BART subsidies (Authorized Clipper card dealer)
Bus subsidies
Carpool incentives
Vanpool incentives
Bike to Work incentives
Walk to Work incentives
Guaranteed Ride Home program
Free Mid-Day Shuttle to shopping centers
Since the Contra Costa Centre TDM’s inception, with a hands-on program, the Centre has
successfully achieved a 30-36% rate of employees using a commute alternative to arrive at
work for over 20 years.
John Muir Hospital– The Commute Solution (Managed and implemented by CCC)
The John Muir Health Transportation Demand Management Program is responsible for
managing programs to alleviate single-occupant vehicles to and from John Muir facilities,
including but not limited to two major hospitals totaling nearly 1,000 beds in Walnut Creek and
Concord. The John Muir Health Commute Solutions program is also responsible for creating a
good-neighbor policy by keeping employee vehicles from parking in surrounding
neighborhoods. The program’s purpose is to provide available parking for the patients and
visitors by encouraging commute alternatives for the employees. By encouraging the use of
alternative modes of transportation such as carpooling, vanpooling, public transportation,
bicycling and walking, John Muir is contributing to the welfare of the community with the
reduction of energy consumption, air and noise pollution and traffic congestion. The Commute
Solutions program components include;
Reduced BART fares (Authorized Clipper card dealer)
Free taxi to/from campuses and BART
Bus subsidies
Monthly carpool incentives
Special carpool parking
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Train subsidies
Bike and Walk to Work Incentives
Monthly cash drawings for commute alternative participants
Guaranteed Ride Home program
Rideshare matching services
Since 2006 John Muir Health’s Commute Solutions has provided a comprehensive commute
alternative program to reduce single-occupant vehicles on our roadways.
Stanford
Stanford University operates a comprehensive Transportation Demand Management program
in order to reduce traffic congestion, as well as reduce parking demand. A comprehensive list
of programs can be found at:
http://transportation.stanford.edu/alt_transportation/Programs.shtml. The following is a
summary:
Commute Club: A club for individuals agreeing not to drive alone to work, that includes: Up to
$300/year in Clean Air Cash or Carpool Credit, Reserved parking spaces for all
carpools/vanpools, Complimentary daily parking passes for carpoolers, Vanpool subsidies,
Online Stanford Ridematching Services, Commuter buddy program, Pretax payroll deduction for
transit passes, Caltrain parking, and commuter checks, A Refer-a-friend program pays you $50,
Emergency Ride Home , Up to $102 a year in Zipcar driving credit, Up to 12 free hourly car
rental vouchers a year (through Enterprise Rent-a-Car), Ability to purchase up to eight daily
permits per month, and have them mailed to your home, Exclusive member gifts, and
automatic entry into Commute Club promotion prize drawings.
Marguerite Shuttle: A free, comprehensive campus shuttle system, open to the public and
connects with local transit and Caltrain (as well as shopping and dining options). Also includes a
“Midnight Express”, which provides a night safety service. The system includes an Automated
Transportation Management System, with real-time information on the web.
Subsidized Transit Ridership: Eligible Stanford employees are provided free use of VTA buses
and light rail, Dumbarton Express, Highway 17 Express, Monterey-San Jose Express, and Caltrain
by (Eco Pass/Go Pass), and free use of “East Bay Express” bus that connects BART and ACE train
to Stanford (Line U Stanford Express). In addition, faculty, staff, and students receive a 50-
percent discount on ACE train monthly passes or 20-trip tickets (Altamont Corridor Express).
Bicycle Program: Bicycle registration, free bike rental and folding-bike promotion (limited time
and restrictions apply), complimentary Mid-Peninsula bike map, as well as city and county bike
maps, clothes and bike locker rental/shower information, safety education program (Sprocket
Man, helmet safety), dorm bike safety road show, bicycle facilities development, commute
planning/cycling information, liaison with campus Bike Shop, and bike light giveaways.
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Vehicle Rentals: Self-service, on-demand car sharing program with Zipcar, offering discounts
and driving credit to Stanford affiliates. Short or long-term car rental (through on-campus
Enterprise Rent-A-Car office) with discounts for Stanford affiliates. Both the campus Zipcar and
Enterprise programs are available to faculty, staff, and students 18 years of age and older
Other services: In addition to the services above, the Transportation program also includes
Charter Bus Services, a comprehensive parking program (including Residential Permit Parking),
additional bike resources and education, commute planning assistance and flexible work hour
for employees.
Google
OVERVIEW
Google’s Transportation program was established in 2004 and includes numerous programs
and incentives designed to encourage alternative commute transportation modes. Google’s key
program elements include free commute shuttles, community bicycles, self powered
commuting incentives, vanpools, carpools and carsharing.
Google’s Shuttle (GBus) carries over 6,000 unique riders (12K one way trips) per day.
Our shuttles and GFleet result in net annual savings of more than 20,471 metric tons of
CO2. That’s like taking about 4,014 cars off the road or avoiding Over 71 million vehicle
miles every year.
Google has its own carsharing program which is 60+ Evcars
Self Powered Commuters travel to and from work on bikes, rollerblades and on foot.
Carpooling and vanpooling is encouraged.
Community Bikes are available to all employees to travel around campus.
Showers and bicycle storage facilities (lockers, racks and indoor storage) are located on
campus.
Visitor bikes are loaned to provide for short-term use.
GRide offers scheduled service for movement around the Mountain View campus.
Guaranteed Ride Home is available for emergencies.
Tax savings through employee benefit plans.
The Hub is designed as a fun and functional space while waiting for GBus.
The City of Palo Alto
As directed by Council, in January or February, staff will be bringing forward a preliminary
report that will provide staff’s initial views on TDM Districts in Palo Alto, outline the steps
necessary for an in-depth study of TDM Districts and its timeline, identify any local or regional
governments that have comparable TDM Districts and advise whether the services of a
consultant would be needed for a more detailed, in-depth study of such proposed TDM Districts
and if so what the consultant would be expected to do and his/her expected cost. Although not
part of a comprehensive strategy that includes metrics and targets, there are several current or
in progress programs that could later become part of a more comprehensive and coordinated
TDM framework. Current programs include:
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1. Parking Management
The City currently provides free short term parking in its commercial districts, and charges for
long term (commuter) parking in off-street lots and garages. This form of parking management
creates an incentive for commuters to use alternatives to the private automobile where they
are available.
In addition, the City is considering establishment of an RPP (Residential Preferential Parking)
program, which would regulate parking and traffic within residential neighborhoods by
restricting the ability of non-residents to park there at certain hours. The City has received
significant feedback from residents in favor of a several neighborhood level programs. This has
spurred a development of a citywide framework so that all neighborhoods in all of Palo Alto
could have the option of becoming an RPP District if they meet certain criteria. Staff will be
presenting an RPP framework to Council on December 16th for consideration and policy
direction.
2. Caltrain GoPass and Related Incentive Programs
Staff entered into discussions with Caltrain around the possibility of creating a Downtown
business district GoPass program. Although this was not ultimately approved due to concerns
about equity for existing Caltrain customers, Council recommended that the Staff still find a
way to leverage Caltrain ridership to relinquish at least 50 parking spots within the Civic Center
garage. This can potentially be accomplished through an expansion to the commuter check
program or participation in the existing Caltrain Go-Pass program. Staff will also continue to
pursue ways in which Caltrain GoPass purchase can be incentivized in the community
3. Development Requirements
The City Council has approved recent development with specific conditions of approval related
to TDM. For example, as part of the project approvals associated with the Lytton Gateway
Planned Community project, the property owner is required to purchase a Caltrain Go-Pass for
all employees who work in the building. Staff will look to standardize project conditions to
routinely require TDM plans. As is the case with all project conditions, staff is tasked with
monitoring project compliance. Staff will also need to gauge the effectiveness of these type of
requirements, to determine if they are appropriate for future developments.
4. Carshare Opportunities in Downtown
City Staff have engaged with representatives from City CarShare and Zipcar to discuss the
potential of dedicating at least 20-30 spots in Downtown lots and garages to a Carshare service.
An RFP is in development for a Carshare entity to enter into an agreement with the City to
provide these services for Downtown.
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5. Satellite Parking Lots
City Staff are investigating whether it would be possible to use parking lots located outside of
the downtown core to provide additional places for commuters to park. A shuttle would then
bring these commuters directly to Downtown. A number of locations are also being
investigated.
6. Palo Alto Shuttle Program
Staff has drafted an RFP to continue and expand the Palo Alto Shuttle Program, which is a key
service to promote use of public transportation. There are currently two shuttles which are free
to the public, and the City is investigating aggressive expansion of this service to serve adjacent
communities and provide more frequent and user-friendly service.
7. Improved Bike Infrastructure
Palo Alto has a variety of existing efforts underway to promote a bike-friendly community,
including the following:
Improvement of existing and new bike boulevards
Multiple events to promote use of bikes around the City
Bay Area Bike Share services available at University and California Avenue locations
Bike Corrals
Bike Lockers for local use
Local Adoption of Calgreen ordinance which requires bike parking for all commercial
developments with visitors
8. Incentives for Rideshare Applications
Rideshare applications accessible by mobile phone allow the users to find out whether
employees located in the same area can find a carpool opportunity. The City is investigating the
use of these applications to determine if incentives could be provided for local businesses to
use apps like Lyft and Sidecar.
9. Safe Routes to School
Safe Routes to School is an international movement to make it safe, convenient, and fun for
children to bicycle and walk to school. In Palo Alto, City Staff work to make sure that the
program embodies what are known as the “5 ‘e’s”: education, encouragement, engineering,
enforcement, and evaluation. The program provides infrastructure such as bike and walking
paths to support children walking to school rather than being driven by their parents. Parents
are also exposed to alternate forms of transportation through the program.
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In addition to the demand-based strategies listed above, the City is also aggressively managing
its parking supply. While this topic will be discussed at greater length in the context of the
Residential Permit Parking framework on December 16, 2013, some strategies to address this
include the following:
New Garage Studies: City staff is investigating the possibility of creating public/private
partnerships to develop garages on existing City lots and is also investigating the potential for
public financing of new garages.
Attendant Parking: The City has a live RFP which is expected to be awarded in early January to
assign at least one City-owned garage (R) with attendants. If the program is successful the City
may consider implementing this strategy at other garages.
Permit Management: The City actively monitors activity in garages to confirm that the number
of permits released is maximized. The most recent permit release was in November of 2013. An
online permit management system is in the final stages of development so that applications can
be done without visiting City Hall.
Technology Enhancements for Garages: The City is developing an RFP for gate controls and
parking guidance systems to more actively monitor the occupancy of the garages and provide
the infrastructure to potentially implement paid parking solutions in the Downtown.
Timeline
City staff will be returning to the Council in January or February 2014 with a preliminary report
on potential TDM Districts and related programs. In accordance with the October 5th memo
from Council, this preliminary report will provide staff’s initial views on TDM Districts, outline
the steps necessary for an in-depth study of TDM Districts and its timeline, identify any local or
regional governments that have comparable TDM Districts and advise whether the services of a
consultant would be needed for a more detailed, in-depth study of such proposed TDM Districts
and if so what the consultant would be expected to do and his/her expected cost.
Resource Impact
Staff has only begun initial work on a comprehensive TDM strategy. In accordance with the
October Memo from Council, no more than $100,000 worth of staff time on this initial work. It
is expected that a comprehensive TDM program, however, would cost considerably more to
establish and operate. Staff will bring forward estimated costs to Council in January.
Environmental Review
This is only an informational report, therefore no enviromental review is necessary.
Attachments:
Attachment A: Mercury News Article on Traffic Jams Paralyzing Bay Area (PDF)
City of Palo Alto Page 9
Attachment B: September 16, 2013 Colleagues Memo on Palo Alto Traffic Demand
Management Plan (PDF)
Attachment C: October 3, 2012 Follow Up Memo from Councilmember Klein (PDF)
Traffic jams paralyzing Bay Area
By Gary Richards
grichards@mercurynews.com
Posted: 11/10/2013 12:01:00 AM PST Updated: 11/12/2013 08:08:32 AM PST
Bay Area commuters are getting a sinking feeling as we see firsthand what economic recovery looks like -- miles of brake lights on commutes so congested we're wasting hours a week inching to work and back.
It almost makes you miss the recession.
Commuters say trips that took 30 minutes a year ago now may take 60 or more. It's happening on Highway 85 in the
South Bay, Highway 101 along the Peninsula, Interstate 880 through the East Bay and Interstate 680 from the Sunol
Grade to the Benicia Bridge.
Forget talk about Twitter stock. When people gather around the office water cooler, it's often to gripe about traffic, traffic,
traffic.
Highway 24 in Lafayette, Calif., October 2013. (Kristopher Skinner, Bay Area News Group)
San Jose had the 13th worst congestion in the nation in 2010, but now ranks fifth, according to Inrix, which monitors
traffic nationwide. Delays are also growing through San Francisco and Oakland, which are counted together and are
considered the country's third most congested city, a spot it has held for years.
"It's gotten noticeably worse, even in the last two weeks," said KQED traffic reporter Joe McConnell. "Every morning has been nightmarish.
"Something may have tipped, but it could be like trying to connect any particular stormy day to climate change or just bad weather."
Mostly, experts say, the congestion is a testament to the growth in jobs in Silicon Valley, San Francisco and the East Bay
as the economy recovers from the Great Recession. And that has exacerbated problems that were already worse here than
elsewhere.
Where drivers nationwide spend about 38 hours stuck in traffic a year, drivers in California's most urban areas waste 62
hours a year, says the Texas Transportation Institute.
"It takes me 1.5 to 2 hours to drive 30 miles from San Jose to Livermore each evening," said Sean Lamson of his I-680
trek.
If Brenda Nguyen hears a crash reported along her route from San Francisco through the Caldecott Tunnel, her 22-mile
drive can turn into two hours. "Bank on it," she said. "It used to be maybe 50 minutes at its worst."
Chris Lee of San Jose just wants to get her kid to class on time at Archbishop Mitty High School in west San Jose.
"In the past few months we have noticed a huge increase in the time it takes to get from 280 and 87 to Saratoga Avenue," she said. "We are now almost late every day, even though we allow 35 minutes to go about four miles."
Other than an improving economy that's putting workers back on the road, here are some factors behind our growing woes: Truck traffic from the Port of Oakland to the Central Valley has turned I-80, I-580 and I-880 into big rig alleys.
Thieves continue to steal copper wiring at metering lights, and when they don't work, highway traffic backs up. Road
construction is underway seemingly everywhere. Schools are back in session. Gas prices have fallen 28 cents a gallon over
the past year. And more traffic on the road means likely more crashes that make things even worse.
While ridership on BART, Caltrain, light rail and buses continues to grow and carpool use is on the rise, there are simply
too many of us driving solo to work.
Honolulu ranks as the nation's most congested city, followed by Los Angeles, San Francisco-Oakland, Seattle and San Jose. New York is No. 6.
Through the early part of this year, 61 of America's top 100 cities with the worst congestion saw delays worsen compared to the year before -- and San Jose's jump is at the top of the list. In 2012, only six cities experienced increases.
"That's incredible, to have such a huge increase so quickly," said Jamie Holter of Inrix. "San Jose people really have no
choice but to drive."
Traffic delays dropped by more than 22 percent during the recession of 2008, says Inrix, making any increase now seem
unbearable. But make no mistake, traffic officials say, delays are on a rapid spiral upward and might be a sample of what
is down the road as highway work wraps up and state transportation dollars dwindle.
"We are only experiencing the tip of the Silicon Valley congestion iceberg," said Rod Diridon of the Mineta Transportation Institute. "Since what we knew of as full employment before the Great Recession, government has been unable to invest significantly in highway capacity expansion."
He says Silicon Valley will soon bump against "terminal gridlock" like the kind that occurred in Beijing six years ago when
commuters were trapped in their cars for days.
"The capital of China was nearly paralyzed for almost seven days while that massive traffic jam was cleared," Diridon said.
"That crisis doesn't happen gradually. There is no quick fix."
Not unless we have another recession.
City of Palo Alto
COLLEAGUES MEMO
September 16, 2013 Page 1 of 3
(ID # 4087)
DATE: September 16, 2013
TO: City Council Members
FROM: Council Member Price, Mayor Scharff, Vice Mayor Shepherd,
Council Member Kniss
SUBJECT: PALO ALTO TRAFFIC DEMAND MANAGEMENT PLAN
Recommendation: Direct staff to develop a comprehensive Transit Demand Management
(TDM) plan for the California Ave and University Ave Downtown Districts and the Stanford
Research Park with the goal of reducing solo car trips by at least 30% and return to the full
Council for further policy direction prior to initiating CEQA review, soliciting contracts, or
proposing new fees, ordinances or resolutions. If appropriate, the City Manager may wish to
consider retaining a consultant to assist in the expeditious development of a rigorous TDM plan.
The TDM plan should:
1) Create a defined TDM boundary area for the University Avenue TDM District, the California
Avenue TDM District and the Research Park TDM District;
2) Provide a funding mechanism for the TDM districts (such as, for example, assessments on
existing businesses, impact fees on new developments, or a combination of both) that will fund a
robust TDM plan with measurable outcomes based on identified goals;
3) Develop a request for proposals (RFP), based on identified goals to contract out ongoing TDM
services which would include, but are not limited to, using revenue offsets for subsidizing public
transit, parking strategies and management, carpooling incentives, biking, car sharing services,
etc. for the purpose of reducing car trips into, out of and within Palo Alto, and supplementing
existing services provided by Caltrain, SamTrans, VTA, Margarite Shuttles, AC transit and links
to surrounding transit systems such as Bart, ACE and the Capital Corridor express;
4) Outreach to Stanford's TDM director for the purpose of collaboration and integration of
services;
5) Develop tools to monitor, evaluate and measure utilization of the various TDM elements and
progress towards the overall goal of reducing solo car trips throughout the city. Enforcement
could include penalties for applicants not meeting approved TDM criteria.
6) Return to full City Council for discussion and approval.
September 16, 2013 Page 2 of 3
(ID # 4087)
Background: Parking and traffic are one of the toughest challenges facing the City at this time
and a major concern for our residents. The twin challenges of parking and traffic are being dealt
with in a multi-pronged approach. The infrastructure committee is working on using a funding
mechanism such as a Mello Roos district to create new parking garages both downtown and on
California Ave. The City Manager advises that staff is developing a framework for a
Comprehensive Residential Parking Permit system for Council to consider in the next 90 days to
deal with the substantial issues of parking intrusion into our neighborhoods. In the next 45 days,
staff will also bring to Council proposals to suspend parking exceptions so that new
developments provide an appropriate amount of parking spaces.
However, a Residential Permit Parking program, new parking garages and requiring new
developments to be parked appropriately will not alone solve the issues of parking and traffic.
The City needs a comprehensive TDM program that will reduce trips by at least 30%. Stanford
has reduced trips by 40% or more through a comprehensive TDM program, and with the right
focus and attention Palo Alto could have similar results.
Comprehensive TDM ordinances and policies cover a range of areas and use various types of
management models in the public and private sectors. Over the past 30 years, numerous cities,
counties and states have successfully developed comprehensive TDM programs specifically
designed to reduce single occupant vehicle trips. During that period, a number of TDM
specialists and consultants have prepared plans for both the public and private sectors. In
general, the key elements of these comprehensive TDM programs focus on reducing use and
reliance on single-occupant vehicles through a combination of regulation, incentives and demand
pricing. Ultimate solutions have included transportation options (walking, biking, pedestrian,
transit), promotion of the use of alternative transportation modes and parking
management/pricing.
The key elements of a TDM program should focus on reducing use and reliance on single-
occupant vehicles through the promotion of various strategies such as improving transportation
options (walking, biking, transit); promotion of alternative transportation modes (ridesharing,
vanpools, shuttles), parking management of various types and mass transportation (i.e Caltrain,
BART, etc.).
Palo Alto now finds itself experiencing significant economic development and prosperity.
Although the City has existing Municipal Code provisions that address TDM measures, they are
not comprehensive, mandatory or current in nature or consider these districts as a unit.
Furthermore, the Municipal Code includes several “by right” parking reductions for new
commercial buildings. These provisions, in combination with nearby, unrestricted (free)
residential neighborhood parking, have encouraged the use of single-occupant vehicles, while
affecting the quality of life in residential neighborhoods. Finally, the workplace itself has
changed. The tech and start-up industry have abandoned cubicles and offices in exchange for
collaborative rooms that hold more people per square foot. For these and many other reasons
traffic and parking demands are currently unmanageable, and a comprehensive, district-wide
TDM program needs to emerge in our jobs intensive areas.
September 16, 2013 Page 3 of 3
(ID # 4087)
In August, Vice Mayor Shepherd, Councilmembers Price and Kniss, and Interim Planning
Director Aaron Aknin, took a field trip to the Contra Costa Transit Center to see firsthand how
its TDM program has successfully reduced single car trips by more than 30%. The program
emerged as BART ridership expanded in the 1980s and large and small companies brought jobs
into the area. Palo Alto could have a similar experience as both Contra Costa and Stanford have
shown with the right TDM policies and focus in place.
The Contra Costa Transit Center offers on-site services for commuters employed by companies
of anywhere from 2 to 1,000 employees. The Center’s initial capital came from new commercial
development of 50 cents per square foot, grants, and now a voluntary transit district assessment.
BART fare subsidies, gas cards and special parking for carpools are examples of their TDM
strategies. Car share services are available for mid-day errands or emergency trips home, and a
contract with the local taxi company gives the commuter vouchers for final leg journeys if
needed. This is all being done in conjunction with a mandatory TDM ordinance that applies to
this entire district, thereby creating the regulation that is necessary to create the critical mass of
employers participating in the program. This approach actually created a Transportation
Management Agency (TMA) to manage these programs. Palo Alto’s review of TDM options
should consider a TMA and also explore ways to capture funding and participation related to
existing development and existing traffic, in addition to new projects.
One emerging trend in terms of demographics is that young adults are choosing not to own a car
if there are viable alternative transportation options. A significant percentage of young workers
want to live in San Francisco and commute via Caltrain to work in Palo Alto As this trend
matures, commute options into, out of and within Palo Alto also need to reflect what is called a
"shared economy" where people borrow, rent or pay for the short time use of vehicles and
equipment. A TDM program could support and encourage this new trend.
Conclusion: Alternative transportation models are not a new idea in Palo Alto. Many of our
policy documents have identified the importance of alternative modes as a means of reducing
greenhouse gas reductions. The City, employers and transit agencies have already promoted trip
reduction and alternative transportation options. Yet, these initiatives are not comprehensive in
nature, and have not been effective from a district wide standpoint. The idea of considering
downtown districts as a unit, with an experienced TDM contractor, working directly with
employers and commuters is a smart, and proven strategy to address the City’s traffic and
parking issues.
Staff Impact: The implementation of this program will take a considerable amount of staff time
in the short term during the RFP and consultant selection process. In addition, an ongoing
connection with the TDM contractor will be necessary, and take additional staff time. To some
extent, however, this will be offset in the long run. As the more comprehensive strategy takes
effect, staff will not have to tackle individual issues to the same degree. A new position in the
department, Parking Manager, will soon be hired and will provide needed support in the above
mention efforts, under the direction of the Chief Transportation Official.
Proposed Motion from Council Member Klein
Subject: Transportation Demand Management (TDM) Districts
In order for the City Council to determine whether one or more
Transportation Demand Management (TDM) Districts as proposed on
the Colleagues’ memorandum or as reasonably modified would be
legal, effective, practical and economic for any or all of the University
Avenue, California Avenue, East Meadow Circle and Stanford Research
Park Business District, the City Council hereby directs the City
Manager and the City Attorney as follows:
City Attorney – Advise the Council whether such TDM Districts would
be legal and if so what laws and legal procedures and processes would
apply to them;
City Manager – 1) Prepare a preliminary report on the proposed TDM
Districts, at a cost of not more than $100,000 in staff time, (a) setting
forth staff’s initial views on TDM Districts, (b) outlining the steps
necessary for an in-depth study of TDM Districts and its timeline, (c)
identifying any local or regional governments that have TDM Districts
comparable to that proposed in the Colleagues’ memorandum and (d)
advising whether the services of a consultant would be needed for a
more detailed, in-depth study of such proposed TDM Districts and if so
what the consultant would be expected to do and his/her expected
cost.
2) Organize one or more Study Sessions on TDM Districts with (a)
appropriate speakers with relevant experience in TDM programs such
as Stanford’s and Contra Costa County’s and (b) outreach to various
stakeholders including but not limited to adjacent residential
neighborhoods and potentially effected business interests to attend
and participate in such Study Session(s)
3) Advise the Council on other possible solutions to the City’s traffic
and parking problems
Schedule – The reports from the City Attorney and the City Manager
shall be due not later than January 20, 2014 and the initial Study
Session shall take place not later than February 03, 2014