HomeMy WebLinkAboutMINUTES - 02251986 - 2.3 c
2. 3
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on February 25 , 1986 , by the following vote:
AYES: Supervisors Schroder, McPeak, Torlakson and Powers
NOES: Supervisor Fanden
ABSENT: None
ABSTAIN: None
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SUBJECT: 2656-RZ9 DP 3063-85 , DP 3003-869 2658-RZ and DP 3002-86
Pleasant Hill Bart Station Area
The Board on February 11 , 1986 deferred to this date and
time its hearing on the recommendations of the County Planning
Commission on the following:
1 . Application of Hoover Associates & Merle Gilliland
(applicants) , and Taylor Woodrow of California Inc. , and Treat
Corners Partnership (owners) , to rezone land (2656-RZ) from Single
Family Residential (R-15) to Planned Development District (P-1) .
2 . Application for approval of Final Development Plan
3063-85 , Merle D. Gilliland and Wallace Olson Association, Inc.
(applicants) and Treat Corners Partnership (owners) for approval of
an office building, hotel complex and related parking.
3. Application for approval of Final Development Plan
3003-86 , Taylor Woodrow of California, Inc. (applicants and owners)
for approval of an office project and related parking.
4 . Application of Taylor/Ward Properties (applicant and
owners) , to rezone land (2658-RZ) from Single Family Residential
District (R-10 & P-1) to Planned Development District (P-1) , and for
approval of Final Development Plan 3002-86 , Taylor/Ward Properties
(applicant) and Sonspirit Properties (owners) for approval of an
office/hotel project.
Supervisor McPeak advised that the Specific Plan Review
Committee had met and was prepared to make its progress report.
Harvey Bragdon, Assistant Director of Community
Development, reported on the Department' s response to the concerns
raised by Gary Bingham of the City of Walnut Creek.
Mr. Bragdon advised that the County Palanning Commission
had held a special study session on February 18 , 1986 on the
Transportation Systems Management and Child Care Elements of the
Pleasant Hilll Bart Station area Specific Plan and as a result of
that meeting, on March 11 , 1986 it will hear the report from staff
and Contra Costa Centre Assocation with respect to TSM, and that on
March 25 , 1986 there will be a public hearing before the County
Planning Commission on that program, both as an ordinance and as an
amendment to the Specific Plan.
Supervisor Torlakson addressed the regional traffic miti-
gation proposal he had previously submitted. Mr. Bragdon responded
that it is staff' s interpretation that it will review all of the
regional traffic mitigation suggestions as part of the specific
plan, and the concept is covered in the proposed conditions.
Supervisor Fanden advised that she was skeptical about
a TSM. She inquired how the 500 a square foot is going to be spent
as there is no program as yet, and whether 500 will be enough. She
expressed concern that perhaps there were too many hotels being
built, noting the current level of vacanies in existing hotels. She
advised that too much development was being allowed for the capacity
of the streets , and further that she was not sure the proper kind of
development was occuring in the area, and for all of the above
reasons she would be voting against approval of the projects.
Supervisor McPeak advised that the Steering Committee had
determined that the improvements required for the project do miti-
gate the traffic impact generated by the project.
Supervisor McPeak advised that the Specific Plan would
allow additional FAR that could be placed in moratorium or be
removed if the infrastructure improvements do not accommodate the
traffic generated by these projects.
Supervisor McPeak commented that there had been a two-year
moratorium in the planning process and that process did have the
participation of the cities, Bart, and the homeowners association;
that the density is far less than the Golden Triangle or the Concord
Downtown Plan, it contained significant open space and green areas
and is the only plan in which TSM is required to be part of the
development and the only one for which child care has been required.
She stated that some $20 millon of infrastructure will accompany
this growth, plus 500 per square foot transit fee for public
transit, and she was recommending additional conditions with
respect to the proper allocation of FAR within the scope of the
Specific Plan and providing for a parking assessment district as the
equivalent of the Regional Transportation Mitigation Fund.
Supervisor McPeak thereupon moved for approval with the
conditions recommended by the Board members, staff and the County
Planning Commission.
Supervisor Schroder seconded the motion, but commented
that he was not in full agreement with the proposal for funding
traffic mitigation. He expressed concern that such a proposed fee
would not be applied uniformly throughout the County and that there
is not a total plan in place for the distribution of these funds.
Supervisor McPeak reviewed and clarified her motion.
Board members further discussed the various aspects.
Supervisor Fanden moved to amend the motion to provide for
$1 per square foot for the traffic contribution. The motion to
amend died for lack of a second.
As recommended by Supervisor McPeak, THE BOARD HEREBY
DECLARES ITS INTENT to approve the projects subject to:
1 . The conditions recommended by the staff including
having the final design of the hotels approved by the
Zoning Administrator.
2. The recommendations of the County Planning Commission.
3 . The recommendations of Supevsior McPeak.
4 . The motion submitted by BART as revised and approved
by County Counsel.
IT IS BY THE BOARD ORDERED that staff is to prepare and
submit the appropriate document, including findings, for adoption
by the Board.
Supervisor Schroder requested that the TSM Committee be
,expanded o nclude a staff person from the Contra costa County
Transportattioin Authority.
I hereby certify that this Is a true and correct copy of
an action taken and ontered on the minutes of the
Board of Supervir-orAon the date shown.
ATTESTED:
Pli'jl. BKTCHELOR, Clerk of the Board
of Supervisors and County Administrator
By Deputy
cc: Community Development
County Counsel
Applicants
BOARD OF SUPERVISORS
FROM: Anthony A. Dehaesus, ^_�+
Director of Community Development ,�,��,)tr
DATE: January 30, 1986 Pun�y
C ) to
Funding of Contra Costa Centre Association for Develo nt o
SUBJECT:
TSM and Child Care Programs in the Pleasant Hill BART Station
Area.
SPECIFIC REQUEST(S) OR RECOMMENDATION(S) a BACKGROUND AND JUSTIFICATION
RECOMMENDATION
A. Approve the reimbursement of up to $38,000 to the
Contra Costa Centre Association for direct costs in
developing a Transportation Systems Management (TSM)
program and Child Care Program for the Pleasant ,Hill
BART Station Specific Plan Area.
B. Approve a loan of up to $77 ,000 to the Contra Costa
Centre Association for TSM and operating expenses for
Fiscal Year 1985-86 in connection with the Pleasant
Hill BART Station Specific Plan Area.
C. Authorize the Director of Community Development to
negotiate and execute a reimbursement and loan
agreement with the Contra Costa Centre Association in
the above amounts.
D. Appropriate $38, 000 from planning fees and $77,000
from TSM fees collected in the Pleasant Hill BART
Station Specific Plan Area for the purposes indicated
above.
FINANCIAL IMPACT
The recommended action represents a grant of up to $38,000 and a
loan of up to $77 ,000. Funds would be drawn from monies
collected in the Pleasant Hill BART Station Area for planning
purposes and TSM implementation. Thus far, approximately
$134,000 has been collected for planning studies ( the "nickel
fee" ) of which $62,000 was spent on initial TSM studies. Over
$1,178,000 has been collected for TSM implementation (the "fifty
cent fee" ) of .which no funds have been spent, although $1,000 ,000
was loaned to the Redevelopment Agency temporarily. Most of
these funds were received through the formation of Assessment
District 1983-1 and 1985-3 .
Funds from the TSM fifty cent fee are not currently needed for
expenditure. A decision on how and when to spend these funds is
dependent upon the formulation, approval and implementation of an
acceptable TSM program. The proposed use of these funds as a
loan is consistent with their intended purpose and puts the money
to valuable use while a TSM program is developed.
CONTINUED ON ATTACHMENT: X YES SIGNATURE;
RECOMMENDATION OF COUNTY ADMINISTRATOR M1TTEE
APPROVE OTHER
SIGNATURE(S): O V
ACTION OF BOARD ON Februarys, 1986 APPROVED AS RECOMMENDED X •OTHER ^
The Board approved the above recommendations and in addition, requested the Redevelopment
Agency Director to report on the workplan for development of the program. Supervisor
Schroder requested to be kept informed of the progress made in implementing the workplan.
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS/IS A TRUE
X UNANIMOUS (ABSENT AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
t
CD: County Administrator ATTESTED February 25, -1986
County Auditor --
Redevelopment Director PHIL BATCHELOR, CLERK OF THE BOARD OF
Contra Costa Centre Association SUPERVISORS AND COUNTY ADMINISTRATOR
M382/7-83 BY ___,DEPUTY
TSM & Child Care Funding
Page 2
BACKGROUND
Over the past year developer' s in the Pleasant Hill BART Station
Area have been working to formalize an association which takes
responsibility and coordinates TSM and Child Care Programs in the
area. Most recently they have formed the Contra Costa Centre
Association, a non-profit corporation having formal bylaws and
elected officers.
The Association has continued the County' s initial work in TSM
and Child Care Studies by retaining qualified consultants in
these areas. In TSM their consultants have generated an initial
TSM Plan, which is directed toward the County goal of achieving a
30% reduction in single occupant vehicles in the area. In
addition they have developed a work program for further action
that includes studies to determine area commuting patterns,
implementation and enforcement measures, compliance surveys and
development of a potential TSM ordinance. Their efforts have
been directed toward fulfilling an areawide need and not just the
developer's individual projects. Infact, the Associations intent
is to develop a model program that can be used elsewhere in the
County and will serve as a basis for a Countywide TSM Ordinance.
In child care the Association has begun discussions with several
child care providers, approved a workplan for developing a child
care system and commissioned initial surveys of needs and
resources.
The Association has either committed or spent approximately
$15,000-$20,000 directly to TSM and Child Care Program
development, and the full work program for both items is expected
to total $38,000 for Fiscal Year 1985-86 . In addition the
Association has budgeted approximately $77 ,000 in TSM Management
expenses and operating costs.
REASONS FOR RECOMMENDATION
Given the substantial start up costs for the Association and the
TSM and Child Care Programs, the Association has requested
financial assistance from the County. The request comes at a
time when the individual association members have substantial
funds invested in start-up of their projects, without any project
revenue coming in. The developers/members have, however,
contributed over $1 . 3 million in Specific Plan fees expressly
earmarked for TSM and transit enhancement. Some of these funds
are to be used for study and planning, while expenditure of other
monies, which are intended for implementation, is dependent upon
the final adoption of programs.
It is also noted that the Association has voluntarily assumed
responsibility for areawide program development and is desirous
of working toward a countywide ordinance. To the extent that the
Association does this, it will save the County the time, trouble,
and expense of developing additional county measures.
It is the view of staff that direct costs of the Association
expended in planning and initial studies can and should be
provided as a grant. Other costs associated with the
implementation and operation of TSM and Child Care are costs that
were intended to be borne by the Association and its membership,
but a loan from earmarked funds would be appropriate during the
initial start-up period. The County, however, could consider
forgiving such a loan in the future depending upon the success
and effectiveness of the programs and the needs of the County.
Note that staff would not propose the grant or loan of any funds
until an agreement has been negotiated which specifies that work
to be done, authorized expenditures, auditing and monitoring
provisions and periodic review. Staff also proposed that future
funding be reserved for later consideration.
TSM & Child Care Funding
Page 3
The following documents are attachments to this Board order and
by reference are incorporated herein:
1 . Letter from Contra Costa Centre Association:
2. Letter from DKS Associates:
3 . Child Care System Workplan:
4. Contra Costa Centre Association/Transportation Systems
Management Plan
TAP:krc
CONTRA COSTA CENTRE ASSOCIATION
c/o NYSTROM ENGINEERING
i 700 YGNAC 10 VALLEY ROAD, SU ITE 320 -
WALNUT CREEK, CAr�4596 -
,f Contra Costa Coup
RECEIVED �ty
i' --- December 13, .1;985 %i 1
�r DEC 1985
Mr . Tom ProgenOffic
Director of Redevelopment d' COUnt%, Adm+.nrstra
651 Pine Street , 4th floor N. Wing for
Martinez, CA 94553
. SUBJECT: _ Funding for TMA Program —Contra Costa Centre Association
Dear Tom,
This is in regard to numerous previous discussions , olar letter of July
23, and our recent Director 's meeting of November 7 where we discussed
our Association' s request for funds to organize and administer our
Transportation Management Association (TMA) . Immediate action on this
matter is essential because of public concern regarding lack of action
on reducing traffic impacts while development proceeds .
,In response to our discussion at the November 7 Board meeting, I am
submitting this letter as the request from our Association that the
County finance , from the $1 , 026 , 000 funds included in Assessment
District 1.983-1 , the cost of organizing our TMA for the purpose of
administering future Transportation Systems Management (TSM) programs
to reduce auto traffic in our area. During our discussion, we agreed
that , for now, the request for these funds will be considered as a' loan
from the Assessment District fund . to the TMA, but with the .'provision'
that the loan could become a grant if it were shown that the organiza-
tion of the TMA and the programs of the TSM .were effective in helping.
to reduce auto traffic in the area.
The enclosed request ,is submitted for two purposes -
I . Reimbursement of expenses already incurred during the past.
one and a half years to form the Contra Costa Centre
Association in the amount of $65 , 400 (see enclosures) , and
2 . Anticipated expenses to administer the start up
administrative costs for the next two years 1985-1986 in
the amount of $95,000 and -1986-1987 in the amount of $132 , 000
(see enclosure) .
3 . After June 1987 , the expenses of administration and operation
of the TMA would be expected to be paid . by the Contra Costa
Centre Association members .
We , the property owners, took over the organizing of the TSM 1-1/2
years ago with the understanding that the first 2 years financing of
the organization would be from the Assessment District fund. We would
appreciate your reviewing the enclosed expense list and two year budget
and request that you present this request to Phil Batchelor and the
Board of Supervisors as soon as. possible . ' As you know , we have.
accumulated expenses over the past 18 months for administrative
se.rvices, coordination, legal expenses , and the TSM report , and we need.
a resolution of this matter and the receipt of your funds as early as
possible . . . Also , we need the funding to begin implementing the TSM
program . As you are aware , Central Bank already has about 300
employees in its headquarters building and the first step of our TSM
program is to conduct a survey of their employees and analyze their
commuting habits (see enclosed copy of our consultant 's proposal ) .
You have indicated you.'had ,hoped that your review might be accomplished
within two to three weeks after receipt of this letter . We would
appreciate your approval of our request for these funds and the receipt
of these funds at your earliest convenience.
Very truly yours ,
CONTRA COSTA CENTRE ASSOCIATION
Merle Gilliland
President
MG/RAN:aa
CCCFund.dck
CC : All Directors
County Board of Supervisors (w/enc)
Phil Batchelor, County Administrator (w/enc
NYSTROM ENGINEERING
RICHARD A. NYSTROM
CIVIL ENGINEER • PLANNER
700 YONACIO VALLEY ROAD, SUITE 3!0-WALNUT CREEK-CA 94696
OOKM OOM C ENM A.39=ATICK me of August 31, 1985
Aeaoclatlan Xqxwmww for 0orwultatlon 8axvioo ;
(Nyatna, Child Cmlre, Legal and TSI Oonaultation)
Puyamn" by:
Billing Service" Total
Dated r W-11" "L11000-0lam Uteri Hest T>:C 1gr Woodrow
6-1-84 Apr. A May $ 3,M 8 1,331 8 1,331 a 1,331
7-1-84 June 1984 1,449. ... . 481 481 481
8-1-84 July 1984 5,910 1,970 1,970 11970
Q-1-84 -Augumrt.,1984 6,426 ;:'.$.142 2,142 -'-.2,142
_ 10-1-64 Beptmbar 1964 4,407 ;,3:1;469 1.4m
11-1-84 October 1984 . 2,397 '799 799 799
1-1-85 Nov. A Dec. 6,492 X2,164 2,164 2,164
2-1-85 Jmnary 1985 2,763 921 921 '921
3-1-65 'FFebrvazy 1985 2,586 -862 862 862
3-1-85 February (legal) 1,164 388 388 388
4-1-85 torch 1985 5,847 1,948 1,949 1,949
5-1--85 April 1985 6,507 2,169
6-1-85 mery 1985 3,826 1,275
7-1-85 Jurke 1986 4,224
8-1-85 July 1985 2,386
9-1-85 August 1985 5,030
8651400 $17,920 $14,476 $14,476
l
"CONTRA--•COSTA CENTRE" PROPERTY OWNERS ASSOCIATION
Estimated Budget 1985-86 1986-87
I . Transportation Management
Association Expenses
A. Organizational Consulting $25,000 $ 15,000
Services
B. Legal Consulting Services 5,000 2 ,000
C. TSM Program Organization and 10,000 51000
Consulting
D. Organization filing fees 1 ,000 0
E. Clerical expenses 5,000 8,000
F. Salaries 15,000 35,000
G Meetings 1 ,000 4,000
H. Miscellaneous 5,000 5,000
$b7,000 $ 74 ,00.0
2 . Operating Expenses
A. Rideshare Coordination and 5,000 15,000
Matching
B. Incentive Programs -5,000 10,000
C. Monitoring and Evaluation 5,000 10,000
D. Travel--pattern determination 3,000 5,000
E. Clerical expenses 5,000 8,000
F. Printing of programs 5 ,000 10,000
TOTAL $55,000 $132,000
DKS Associates
1.11"1 fitci:rf}ti1)y,Stiller AN;
Ckjkl..Imt CA 94672
415 763.2061
September 23, 1985
Nystrom Engineering
Civil Engineering
700 Ygnocio Valley Road, Suite 320
Walnut Creek, CA 94596
Attn: Richard A. Nystrom
Subject: TSM Consultant Study
Contra Costa Conta Centre Association A85-0483/60
Dear Dick:
We are pleased to submit this proposal to conduct a survey of the' employees of
Central Bank for the Contra Costa Centre Association. This survey represents the
first implementation action of the draft Transportation System Management
(TSM) Plan which is being considered by the Association. Therefore, it is
important that the transportation survey provide both information to guide further
inplementation activities, and a means of introducing TSM alternatives to
employees of Contra Costa Centre. The survey is also a significant indication to
Contra Costa County staff that TSM is underway at the Centre.
.The project will entail designing a transportation survey, processing and analyzing
the responses, and preparing a report summarizing the meaning and significance of
the results. The survey will be customized to Central Bank employees, but still
sufficiently general for use by all tenants of the Centre as the need arises.
Survey responses will be processed on a microcomputer using Statpac statistical
software, providing a data base which can be used later for comparative purposes
with future surveys conducted at the Centre. The written report will offer _
summarized analysis to guide the commitment of time and money to the
continuing TSM plan.
DKS is especially qualified to undertake this work because of its expertise in TSM
and transportation market research. DKS is familiar with the Pleasant Hill BART
area's transportation environment and the needs of the LCCA. We have
completed several successful projects of this type, including:
1) Santa Barbara CBD Transportation Management and Implementation
2) Fireman's Fund TSM Plan
3) Stanislaus County Transit Market Research Project .
A/Ir. Richard A. Nystrom
Nystrom Engineering
Civil Engineering
September 23, 1985
Page 2
—SKS efforts for Santa Barbara and for the Fireman's Fund Marin County facility
included employee transportation surveys, while the Stanislous County project
involved processing almost 5,000 surveys using the STATPAC statistical software
package.
This project will be staff by the some individuals who developed the CCCA TSM
plan. Richard Sauve, DKS Vice President, will again serve as Project Manager,
drawing on his long history of successful traffic mitigation projects. He will be
assisted by David Sharforz, Senior Transportation Planner, who played a key role
preparing the CCCA plan. The staff will include Susan Pultz, Transportation
Planner, who has considerable past background with Crain and Associates, where
she designed and analyzed surveys and assisted in TSM studies.
To complete this project we will undertake the following four tasks:
Task 1: Finalize Questionnaire
Task 2: Process Surveys
Task 3: Analyze,Survey Results
Task 4: Meetings and Presentations
During Task 1, the employee travel survey instrument will be revised and finalized
through joint efforts of the consultant, COCA, and Central Bank. The survey will
be refined to gather the following information about employees that is critical to
effective TSM plan implementation:
o Travel patterns -- mode, commute distance, and work hours.
o Knowledge of and experience with alternatives to driving along.
o Attitudes towards commute alternatives and reasons why employees
may resist using them.
o Services that would be most helpful to employees in selecting and
maintaining new commute modes and patterns.
The importance of a well-designed survey instrument cannot be over-
emphasized. Questions must be worded in such a way that respondents are
unlikely to misunderstand them. The questionnaire must.be brief and designed to
maintain the respondents active attention so that they are sure to give careful
answers. A combination of objective and open-opened questions will be used.
Objective questions can be answered quickly and provide a wealth of information
that can be easily coded and computerized. Through open-ended questions, we
will probe more deeply about attitudes towards commute alternatives.
Survey results will be processed for Task 2 using in-house a microcomputer and
statistics software package. We will produce a hard copy of preliminary survey
results including frequency distributions of all question responses and cross
tabulations of relevant questions. These results will be used to facilitate
discussion between CCCA, Central Bank, and the consultants.
Mr. Richard A. Nystrom
- Nystrom Engineering
Civil Engineering -
September 23, 1985
Page 3
During Task 3, the survey results will be analyzed in view of TSM objectives and
plans. The commute pattern information will enable us to identify which
commute alternative modes should be stressed in the initial months of .plan
implementation. The results concerning knowledge of and attitudes towards the
various modes. will be used to select the best marketing and information
dissemination techniques. From this information, combined with the commute
pattern data, we will be able to assess the demand for and feasiblity of shuttle
bus, vanpool and subscription bus service. Finally, the TSM services questions
develop the type of services CCCA employees are most likely to value and to
determine the resources needed to provide the services.
Task IV will involve meeting as necessary with CCCA and Central Bank to review
the survey results, present recommended TSM plan modifications and, together
with CCCA, develop plan revisions or emphases.
PROJECT BUDGET
DKS will commit approximately 60 professional hours to conduct the employee
survey for the Association. This level of work will be accomplished within a
$3,600 budget maximum. The work effort will be distributed by*DKS staff person,
as follows:
Richard Sauve 8 hours @ $95.00
Inger Knox 4 hours @ 48:00
David Sharfarz 18 hours @55.00
Susan Pultz 30 hours @ 45.00 .
All services will be invoiced at the .above rates. Direct project expenses wiII be
invoiced at cost plus 10 percent handling fee. Approximately $300 in direct
expenses are estimated to cover computer time, survey printing and local travel
mileage. We will bill you every 4 weeks with payment due within 30 days after
the invoice date. Handling fees of 2.5 percent ,per month will be assessed on
invoices not paid within the 30 day period.
WORK SCHEDULE
DKS. Associates anticipates that the above work items can be completed within
four weeks of your authorization to proceed. However, we will remain flexible to
the. needs of the CCCA, particularly with respect to scheduling of meetings
involving Association members.
ADDITIONAL WORK
Our budget is based on the workscope and labor requirements presented above.
Should changes occur in the project or in the issues to be considered requiring
additional analysis and/or report writing, we would notify you and modify our
workscope and budget accordingly. Any changes would be based on the billing
rates identified in this proposal.
Mr. Richard A. Nystrom
Nystrom Engineering
Civil Engineering
September 23, 1985. - -
Page 4
WRITTEN AUTHORIZATION
Your signature below will constitute our written authorization to proceed with the
proposed work according to the terms of this proposal/contract.. Should you have
any questions concerning the contents of our proposal, please do not hesitate to
call.
Thank you for your consideration of our proposal.
Sincerely, Accepted by
DKS ASSOCIATES NYSTROM ENGINEERING
a California Corporation Civil Engineers
Richard T. Souve
Principal By
RTS:ceh
Title Date
LOUSE K RUSH -
Planning and Consultation 74 Perine Place
`Employment Related Child Care San Francisco, CA 94115
415 922 3578
CHILD CARE SYSTEM WORKPLAN
GOAL: TO DEVELOP A CHILD CARE SYSTEM FOR CONTRA COSTA CENTRE
EST.
OBJECTIVES =PEOPLE QUARTER COST
I Determine current tenants' child care 1st/86 $6262 ��
needs and interest in supporting those
needs
A. Complete survey process with employees Rush/Tenants
B. Complete survey process with tenants Rush/Tenants
C. Analyze and outline survey results, Rush
distribute to Committee and tenants
D. Research child care services near Rush
Contra Costa Centre
1. Investigate services of La Petite Academy Rush
F. Work w/DKS associates to avoid duplication Rush'
6. Meet w/Committee to review results Rush/Committee
of Quarter
II initiate child care information service 2nd-4th/86 $6000
A. Assume child care coordination services: Rush
define program components, costs,
interview service vendors, report to
Committee
B. Meet w/Committee; present budget, Rush/Committee
select program components and vendor
.pa.f, ,..' '''f,'S-d.'S,...:t:..+�;r :%...'ati$`"w"ti:s�."�k4'.,'S'.zs.saai: .e,a t^�'��Jfi'4'^..,,-�;..-„. . w t. _ .• .-';s.:'tis.,.., ,c. - �_. - r--t
-
EST.
OBJECTIVES PEOPLE QUARTER COST
11 Initiate child care information service
C. Negotiate 1 year information service Rush/Nystrom
contract w/vendor
D. Coordinate start-up and ongoing program Rush
operations
E. Meet and report bi-annually to Committee Rush/Committee
on status of service
III Determine additional child care services 2nd-3rd/86 $6000
to create system
A. Examine which child care services adddress . Rush
Contra Costa Centre's marketing goals,
tenant and employee needs- building on
-existing services when feasible
B. Assist BART Committee representatives Rush/Committee
w/ information necessary for BART to
reach decision concerning dual child care
needs of employees and patrons
C. Present viable services to Committee, Rush/Committee
select appropriate services
IV Finalize Contra Costa Centre Child
Care Plan lst/87 $4500
A. Meet w/Committee and achieve consensus Rush/Committee
on child child care plan components,timeline,
costs,and funding mechanisms
B. outline plan in a written report,distribute Rush
to Committee
C. Expand Committee to include interested Rush/Committee
participants
V Initiate services in accordance w/plan 2nd/87 ----
TOTAL ESTIMAT $22,762
rn
Contra Costa Centre Association
Transportation Systems Management Plan
FINAL REPORT
a _
September 1985
f
^ DKS ASSOCIATES
_ r DKS Associates
CONTRA COSTA CENTRE ASSOCIATION
71
TRANSPORTATION SYSTEMS MANAGEMENT PLAN
4 FINAL REPORT
September 1985
l
f.
=` P85171-0-1/1
1
DKS Associates
OVERVIEW
The Contra Costa Centre is currently developing as a major regional employment
center near the BART Pleasant HiII station in
unincorporated portions of Contra
P
Costa County. By the end of 1986, 1,500 employees will be housed at the site.
Total employment on private property at build-out is estimated to approach
8,000. .Development will be predominantly low and mid-rise office buildings, with
multiple tenants and varying employee work forces.
The following report presents a recommended Transportation Systems Manage-
ment (TSM) Plan for Contra Costa Centre. The Plan.is based on meeting a trip
reduction goal of less than 70 percent of on-site employees commuting via single
.occupant automobiles. This, implies that 30 percent would use one of several
alternative modes, including carpools of two or more persons, vanpools, walking,
bicycling and public transit. It should be noted that just two persons travelling .
together to work reduces parking demand by 50 percent and mitigates traffic
intersection congestion. Two-person carpools are a significant contribution in
suburban TSM applications.
Transportation Systems Management is a relatively new and somewhat subjective
science, because potential TSM solutions must influence both tangible and Less
tangible factors used by employees selecting their commute mode. In the view of
j" most employees, the commute preference is the personal automobile. Many such
employees are unlikely to switch to another mode unless the relative attractive-
ness of personal auto use is diminished, and alternative transport modes are made
available.
Recognizing that TSM is an active process of modifying traditional habits of
commuting employees, the recommended plan is multi-faceted, requiring a full-
time manager to implement plan recommendations, manage the ongoing TSM
-° program, and control the costs of TSM activities on behalf of the Association.
_ Given the likely characteristics of Contra Costa Centre employees, much of the
manager's focus should be directed towards the promotion of ridesharing among
4 Contra Costa County residents, and use of BART by employees living in urbanized
Alameda and San Francisco.Counties.
If employees are to be encouraged to come to work without their personal cars, an
alternative means of local travel must respond to the mid-day transportation
needs of employees. Therefore, the recommended plan includes provision for a
mid-day bus shuttle connecting the Contra Costa Centre to major retail facilities,
most likely in downtown Walnut Creek.
Controlled access parking and parking user charges are powerful devices for
diminishing the relative attractiveness of the personal auto. Parking fees may be
used to discourage single occupant autos, but at the some time encourage the
formation of carpools and vanpools, through fee discounts- for multi-occupant
vehicles. Accordingly, these concepts are incorporated into the recommended
plan. A minimum monthly charge of $30 for all parking, except visitor parking, is
,. suggested.
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TSM PLAN CONCEPTS
The TSM Ian is unlike) to remain static but will evolve as external conditions
P Y �
contributing to workers' commute decisions change, and in response to initial
r„
impacts of the TSM plan elements. Nevertheless, the Contra Costa Centre
Association has adopted eight plan concepts as the basis for the recommended
plan, and to guide future plan changes as the need arises.
I. Evolutionary Plan with Multiple Solutions
a It is unlikely that any one element of a TSM plan will achieve the total auto trip
' reduction desired. A successful TSM plan will include many elements, each con-
tributing some percentage to the trip reduction goal, and each directed at a
specific "market" of employees. The plan incorporates various elements which are
partially interdependent. Additional elements are provided to be implemented
}' over time to help to continue to meet the TSM goal, as required.
2. Product Orientation
k^
Recognizing that commuters decide how they will get to work using both objective
and subjective criteria, TSM plan elements are designed to be attractive relative
to the solo auto trip. The Association Plan considers both incentives and disincen-
tives which will reduce the relative attractiveness of solo auto commuting. TSM
plan elements will receive an appropriate level of marketing and promotion, based
�,, on anticipated market impacts and implementation costs.
_ .
3. Strong Management
Since a substantial expenditure of funds is required to support and monitor TSM
aa activities, the Association will maintain an aggressive role in the management of
99 9
the plan, including implementation of plan elements. An internal organizational
structure, consisting of employer or building coordinators supporting the
Association's TSM Manager is provided.
4. Early Employee Contact
Alternative commute opportunities will be presented to new employees within the
shortest possible time after they begin working at Contra Costa Centre. New
employees are likely to be most receptive to an alternative commute mode.
5. Transportation Infrastructure
C
To convince employees to come to work without their personal cars, the mid-day
and afterwork travel needs of employees will be provided for. A bus shuttle
operating between 11:00 AM and 2:00 PM on 10-minute. service frequencies, will
be operated.
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6. Leverage External Financial Assistance
The substantial collective purchasing power of Contra Costa Centre employees
and businesses will be used to leverage financial assistance from the numerous
future beneficiaries who will compete for retail trade, and from neighboring cities
a which will benefit from sales taxes collected.
7. Funding Equity
The initial cost of the TSM Plan will be distributed equitably among developers,
employers, and employees, as determined by the Association.
8. Self-sustaining Program
The cost to the Association of maintaining an active TSM program at Contra
Costa Centre beyond the startup period should decline over time. A goal for the
TSM program is to eventually be self-sustaining, fully supported by user fees and
leveraged contributions.
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c'
RECOMMENDED TSM PLAN
I. Integration with Local Residential Community
Description (A) Sidewalks, bike lanes, bike racks, employee lockers, and
information concerning alternative modes available during
inclement weather months.
(B) Notification process through which employees are advised
of housing availability in the immediate area, and area
residents are advised of employment opportunities at
Contra Costa Centre. An information display listing
housing located within a 10-minute (1/2 mile) walk of
Contra Costa Centre will be updated regularly. Job
availability at the Centre will be posted such that access
to local residents is easily provided.
Cost Low capital cost if facilities are installed with site develop-
ment. Minimal operating cost.
Market Short-distance commuters, typically less Athan six miles one-way;
potentially including Concord, Pleasant Hill and Walnut Creek '
residents.
Impact Estimated 2-3 percent of employee trips. At Lawrence
Livermore Labs, almost 15 percent of the 7,000 person workforce
commute by bicycle. This represents a uniquely successful
bicycle program.• More typically, commuters using bicycles or
walking account for about 2 percent of all commute trips.
Among the over. 2,500 AT&T employees at Hacienda Business
Park, for example, 0.6 percent biked and 0.4 percent walked to
work as of July; 1985.
2. Parking Management
Description (A) Controlled access to all parking in each building.
(B) Parking user fees of at least $30 per month per parking
space for single occupant autos.
(C) Preferential parking space and discount fees for van and
carpoolers. Parking charges for two-person carpools will
be discounted by 50 percent of the solo occupant auto
rate. Free parking will be provided for carpools of three
or more persons, and for vanpools. Carpool and vanpool
parking spaces will .be situated in "preferred" locations
near building entrances and elevator cores. Vehicle pool
parking will be administered by the management of each
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r building. It is estimated that up to 500 spaces will be
needed to accommodate vehicle pools. This represents
about 9 percent of total parking supply.
Cost Low capital cost associated with signing and striping preferred
parking .spaces. Operating costs associated with controlled
access and enforcement are offset by user charges. The most
' significant operating cost is the loss of parking revenue due to
discounts provided to vehicle pools.
Market User charges for parking affect all auto commuters, and their
q choice of commute mode. Preferential parking is a supportive
incentive to van and carpoolers.
Impact Controlled access parking is the most effective way to meter the
r distribution of limited parking supply. User fees are used to
discourage single occupant auto commutation and encourage
ridesharing. Preferential parking is not highly effective indepen-
dent of ther activities. However, when used in conjunction with
a van and carpooling program, preferential parking offers a
,.� subjective incentive to pooling commuters.
3. Car and Vanpools
�'- Description (A) Encourage the formation of vehicle pools having a
minimum of two g
persons, including the driver.
(B) Provide computer generated ridesharing matchlists.
(C) Facilitate interaction of employees with similar start-quit
times , by sponsoring informal meetings during business
1
hours for ridesharing purposes.
(D) Provide ongoing promotion, and monitoring.
. Cost The capital and operating costs for commute vehicles are
typically borne by the users, although the formation of vanpools
r. could be stimulated by capital subsidy, if pooling among Contra
Costa Centre employees does not meet expectations. For the
h moment, the principal cost associated with vehicle pools will be
in staff time required to facilitate their formation. Bishop Park
! and Hacienda Park contract with Rides for Bay Area Commuters
(RIDES) Inc. to assist Association staff with car and vanpool
formation. RIDES offers computer matchlist capability and
processes applications for ridesharing at no cost to the applicant
or employer. Additonally, RIDES offers specific fee-based
services; for example, a coordinator to oversee the pooling effort
and train employee coordinators; design of employer-specific
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outreach efforts to increase the number of, pooling employees;
analysis and evaluation of TSM progress. During the initial
1 period of TSM plan development at Contra Costa Centre, all
activities except matchlist generation will be performed by the
Association Manger. Matchlists will be provided through
t RIDES.
Market Carpools will most likely be formed by persons residing from 2 to
25 miles away from Contra Costa Centre, including all of Contra
Costa and Alameda Counties, and portions of neighboring
counties. Vanpools are more likely to form among employees
commuting from at least 20 miles away. Pooling employees
should have reasonably constant start-quit times.
r Impact Estimated 20-25 percent reduction in total employee trips. Car-.
pooling, defined as a minimum of two persons per vehicle, and
supported by preferential parking, is regarded to be the single
most successful TSM program at Hacienda Business Park. AT&T
reported a total of 671.employees, or 26.5 percent of the work-
force carpooling, as of July 1985.
The smaller workforces and multi-tenant buildings at Contra
Costa Centre may produce in a somewhat lower incidence of
pooling. The Clorox Technical Center reported that
86.employees, or 23 percent of its 370 employee workforce on
Johnson Drive in Pleasanton carpooled as of July 1985. Farmers
Insurance Company, located on the periphery of the Stoneridge
Mall in Pleasanton,reported that 87 employees, or 17 percent of
a its over 500 employee workforce carpooled as of August 1985.
4. Public Transit
Description (A) Distribute BART and CCCTA timetables, CCCTA transit
trip planning brochures and sell transit passes on-site at a
centrally-located transportation store.
`-' (B) Request improved service frequencies on CCCTA's local
_; . routes operating to the Pleasant Hili BART station.
(C) Encourage BART and CCCTA to . provide discounts to
Contra Costa Centre employees utilizing excess capacity
on these transit systems.
Cost Minimal cost is associated with distribution of transit informa-
tion, timetables, and trip planning brochures. Bishop Park and
Hacienda Park provide such information in the transportation
store. Several Silicon Valley employers including ROLM and
Hewlett Packard individually sell transit passes on-site as a
i convenience to their employees.
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f- Market Due to the proximity of Contra Costa Centre to the BART
station at Pleasant Hill, public transit could prove attractive to
more workers here than at other suburban office parks. San
Francisco, Oakland, and Berkeley residents have a greater
nj propensity to use transit than their suburban counterparts, and
there is substantial reverse direction capacity available on the
x BART line to Concord. The availability of BART without a
suburban bus connection at the destination reduces overall
transit travel times, making a transit commute more competitive
with auto travel times from San Francisco and parts of the Easi
rq Bay
Impact Estimated 7-10 percent of total Contra Costa Centre employee
commute trips. Surface bus transit has contributed approxi-
mately 2-3 percent trip reductions for similar suburban office
developments in Orange and Santa Clara Counties. The direct
availability of BART could add an additional 5-7 percent, de-
pending on the distribution of employee residences.
5. Bus Shuttle
Description Provide mid-day bus shuttle service for employee's convenience
N during lunch hours. A minimum 10-minute service frequency will
be provided between the hours of '1 1:00 AM and 2:00 PM. If the
shuttle can be integrated with the new CCCTA Route 104 (Main
Street) operating between Walnut Creek's Golden Triangle and
_J Broadway Plaza, logically the route could to icall be extended via Main
Street and Treat Boulevard, then circulate through Contra Costa
Centre. If an independent shuttle is required, the recommended
U`� route is as follows:
s From Contra Costa Centre, via Oak Road, Civic Drive,
left onto South Broadway, right onto Mt. Diablo
Boulevard, right onto Locust Street, right onto Civic
Drive, continuing via Oak. Road to Contra Costa Centre.
i The bus loading area at the BART Station entrance will
` serve as a central boarding area for the Centre.
i=
This route requires three vehicles to provide a 10-minute service
frequency. Bus stops should be located within the Centre and in
the downtown area.
jj Cost As indicated above, shuttle service may be operated through
CCCTA, directly,, or under contract through a private carrier.
The cost of a three bus shuttle providing 10 minute service
frequencies to downtown Walnut Creek or Pleasant Hill between
11:00 AM and 2:00 PM would be approximately $350 per day
(including vehicles), or, up to $90,000 annually, if operated under
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;: ®KS Associates
contract with a private carrier. At least 25 percent of this cost
1 would be solicited from area merchants benefitting from the
shuttle service. No fares would be collected.
The cost of contracting for service through CCCTA could be
y lower, depending on whether mid-day shuttle service to the
Centre can be incorporated into the new Route 104 Main Street
shuttle, co-sponsored by the City of Walnut Creek and CCCTA.
The Association Manager should initiate discussions with CCCTA
to determine the cost of this service, if this is an option.
Regardless of operator, a portion of the cost of the shuttle may
Al be provided through cooperative agreements with retail mer-
chants. For example, Bishop Park has a commitment from area
merchants to contribute 25 percent of the operating cost for the
midday shuttle recently initiated by Sunset Development
Company.
I< Market All employees at the Contra Costa Centre potentially benefit
from the availability of shuttle service. .Persons who commute
using modes other than the single occupant auto are the most '
immediate beneficiaries.
Impact A 10 minute shuttle service would have sufficient capacity to
transport up to 300 persons per hour. Given the traffic con-
gestion and metered parking in downtown Walnut Creek, the,
shuttle is likely to be well utilized.
S6. Subscription Bus
Description Facilitate the formation of peak period express bus trips serving
groups of employees who ride regularly. Subscription buses (also
called buspools, club buses) currently operate. to Bishop Park,
into San Francisco from outlying areas as for east as Fairfield,
and throughout Marin County under a large program sponsored by
Golden Gate Transit. However, buspools are relatively difficult
to form, due to their size (40 or more people). Typically,
f buspools will be formed by employees who already vanpool from
`- a specific geographic area. It is reasonable to expect that few
employees will desire to establish buspools during the initial
years of developing the Centre. The TSM' Manager will work
with interested employees and service providers as the need
yarises.
Cost There are many examples of subscription bus services which
. operate entirely on user fares. The cost of one bus trip during
` each peak period ranges from $250 to $400 per day, depending on
type " of . equipment and distance travelled. Divided among
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®SCS Associates
40 riders, roun&trip transportation ranges from $6.25 to $10 per
ay.
Market Subscription bus pools are most likely to form among employees
with very long commute distances, and typically after carpools
y and vanpools have been operating fora period of time.
Impact Estimated 0-1 percent of employee commute trips. Bishop Park
is the destination for 5 subscription buses per day. These formed
:.� without financial assistance from Sunset Development Company,
but are not fully occupied at present. It is not clear how long the
service provider will continue to operate these trips below
capacity.
7. On-Site Support Businesses
Description (A) Attract service-oriented retail businesses, including
banking, postal service, eating establishments,
convenience groceries, pharmacy, cleaners, and a health
club offering showers to members and non-members. The
availability of commercially-provided showers will help
y support bicycling to the Centre.
At Such service need not be provided in each building, but
rather a mix of stores should be located throughout the
Centre.
(B) A transportation store should be provided.
�. Cost Transportation store office space and information telephone.
Market All employees of Contra Costa Centre, plus neighboringresidents
and employees.
Impact Retail stores are both a convenience to employees and a way of
reducing the number of external person trips, particularly if
-= restaurant facilities are diverse and banks are reasonably well-
represented.
'A
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DKS Associates
TSM PLAN MANAGEMENT
The.Organization
Major responsibility for plan implementation will rest with a TSM Manager
employed by the Association. The Manager should be assisted by a number of TSM
"coordinators who work for employers at the site and who are assigned to work
with employees in an individual building or with a large employer.
Even though there are only about 400 employees currently at the site, it is
important that CCCA hire a TSM Manager during the near-term future to start
i'ntiating new employers into the program as they arrive at the Centre. A part-
time Manager will be sufficient until employment reaches.approximately 4,000.
yx At bui•Ldout, with 8,000 employees on site, a clerk may be needed to assist a full-
time-:Manager.
There should be one TSM Coordinator for every 800 employees or one for each
'building, depending on the number and composition of tenants within each
building. Their functions will require about two to four hours of work per week
per Coordinator. The Manager will work with new employers to select appropriate
staff members for this job. As "go-betweens" for the TSM Manager and
_ employees, the coordinators will disseminate promotional materials prepared by
the. Manager. As part of orientation they will provide detailed background and
site-specific information about TSM to all new employees, and then direct them to
the Manager and Transportation Store.
The Coordinators through the Manager will provide for personalized car and
vanPoof matching, by processing RIDES matchlist applications, and following-up
�.' with employees who apply for a match list. Experience.has shown that many
people who apply to RIDES lose their initial enthusiasm and do not actually start
carpooling before they receive some additional encouragement, or go to an
arranged meeting with others on their match lists.
This TSM organization should not function in isolation. As described in the
1 Z4 following section, the TSM Manager will meet regularly with transportation ser-
4r
vice I ,providers (BART and CCCTA), merchants associations, local governments,
and obtain their assistance in implementing the plan and improving TSM services
at the Centre.
Management Functions Performed by TSM Manager
1. Information Dissemination and Marketing: A key function of the TSM
Manager will be to provide information about the various alternatives to solo
driving and their benefits. Information dissemination techniques that have
proven successful and will be used at the Centre include:
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o Posters to advertise. RIDES matching services, bicycle paths, and
CCCTA and BART transit services.
o Regular articles in company newsletters. These will be prepared and
updated by the Manager,
o Memos and flyers enclosed with paychecks. Brief announcements
regarding TSM services will be prepared at least quarterly.
o Conduct informal meetings between employees who are potential car
and vanpool matches. The Manager will get them talking to each other
over coffee and donuts to see if the people have compatibility as to
their travel needs and personalities.
o Display table or rack in reception areas or cafeterias showing transit
routes and schedules.
o Bulletin board showing residence locations of employees interested in
car and vanpooling.
o Bulletin boards displaying housing availability within walking distance '
of Contra Costa Centre and employment opportunities available at the
=� Centre. These should be located in the Transportation Store.
o Transportation "hot-line" number. The Manager will have.an informa-
tion number for center employees to call with any questions con-
cerning TSM programs.
2. Management Support: Top management support greatly enhances a TSM
program's effectiveness. The TSM manager should therefore encourage
employers to support the TSM program through top management policy
support.
3. Orientation for New Employees: It is easier to influence commute travel
= patterns among new employees. Orientation of all new employees will
include a packet of information about transportation to the center and a
meeting to discuss commute alternatives.
4. Coordination with other Institutions: The TSM Manager should stay well
informed about local activities and ordinances and state legislation that
could influence the program and its effectiveness, The Manager can.then
disseminate information to the Association and also act as the Association's
{� advocate with the community.
Working with RIDES, BART, and CCCTA will also be important as the TSM
Manager develops ideas about potential service improvements. Employees
should be made aware of BART and CCCTA fare discounts for regular rides,
of free "Trip Planner" service offered by CCCTA. Finally, meetings
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DKSAssociates
with TSM Managers at other employment centers should help keep the
Association aware of TSM innovations and findings concerning their
effectiveness.
5. Employee Surveys and Program Effectiveness Monitoring: The TSM Manager
will monitor the program's effectiveness at regular intervals. The status of
plan implementation, costs, and all TSM marketing activities should be
identified and described in semi-annual progress reports to the County.
The details of the TSM plan will be refined by the Manager after a survey of
employees is performed. This survey will be performed when a building is
- 25 percent occupied or for employers with 50 or more persons. Any
employees coming in after that will also be surveyed. The employees will be
surveyed asto the details of their commute times, current travel modes,
propensity to carpool or vanpool, distances travelled, planned work
schedules, and other details that will assist the Manager in focusing
attention on TSM measures that. will attract the highest level of usage.
Results of the survey will help determine whether emphasis should be placed
j on shuttle buses, vanpooling, carpooling, subscription bus, bicycling or other .
treatments. Surveys will be updated annually. 'The'overall TSM program
will be updated after each survey to reflect changing employee residence
locations and travel needs.
6. Transportation Store: The TSM Manager's office will operate as a transpor-
tation store, where transit passes are sold, RIDES carpool matchlists are
made available and transit. schedule information is provided. Employees at
the center will be encouraged to visit the store during the day and the
Manager should be accessible as much as possible.
;j .
7. Coordination with Building Managers
The TSM Manager will coordinate with management of each building with
regard to carpool and vanpool preferential parking. The TSM Manager will
assure that these elements of the plan are uniformly applied throughout the
Centre.
' ^ PLAN PHASING
The basic plan elements will be implemented during the coming year. Table
provides a summary of the elements of the plan, and additional elements which
could be considered after an initial period of 24 months. These potential future
elements would be used to strengthen the overall plan and help to achieve the trip
reduction goal, if it is not being attained within that time.
4
Figure I provides an organizational structure to facilitate implementation
phasing. The TSM Manager will coordinate activities with building managers,
external agencies and service providers to implement the plan elements.
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:t Table I
TSM PLAN PHASES
Potential Future
Y Recommended Plan Plan Elements
4
Management
1. TSM Manager and - full-time Manager at - clerk
4,000 employee level
Coordinators - 10 Coordinators at
F! 3 hours/week
2. Monitoring - count transit pass - questionnaire
sales; bicycles and
parking lot counts
3. Marketing - half-time Transporta- - full-time Transportation
tion Store Store
orientation packet - semi-annual transporta-
J marketing materials tion fair with prize
4 drawings
- informal meetings - audio-visual presentation
pursuing a ridesharing _ for orientation
theme marketing materials
Plan Elements
1. Pedestrian and - encourage use
Bicycle Improvements install bike racks
local housing availability
_mss information
2. Parking Management - preferential parking
- discount parking for
�r carpools and vanpools
=' Parking .Charges ($30/month user fee) ($45/month user fee)
3. Car and Vanpools - RIDES matching with - vanpools capital cost 50%
Coordinators Association funded
}
following-up
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DIKS Associates
4. Public Transit - sell passes at discount - sell passes at additional
rate provided_ by operators 25%discount provided
j' by the Association
5. Bus Shuttle ID minute service - 7-I/2 minute service
frequency mid-day frequency mid-day if capa-
city is more than 75 percent
used.
6. Subscription Bus - Facilitate formation - .Detailing subsidy during
as requested start-up phase
7. On=site promotion - reduction in Tease cost
Support Businesses for desired businesses.
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ii
PLAN EFFECTIVENESS
These measures should lead to at least 30 percent of the work force commuting by
means other than solo driving, based on commute modes recently observed at
similar locations. The selected measures will operate more effectively together
than they would alone. It is estimated that promoting bicycling and walking and
installing bike racks will lead to 2-3 percent of the work force using these
modes. Twenty to 25 percent should carpool or vanpool, stimulated by the
combined effects of parking management, promotional efforts, and matching
A services. About 7-.10 percent should commute by transit, and less than I percent
is likely to use a subscription bus. Together, these measures could account for
' 30 percent of all employee commute trips at Contra Costa Centre.
•�k
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1 tii{{
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3
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EMPLOYERS ASSOCIATION
STEERING COMMITTEE
'r
••• BUILDING MANAGERS
•
CITY AND COUNTY TRANSPORTATION 6.10 TRANSPORTATION
I: OFFICIALS MANAGER SERVICE PROVIDERS
OTHER TSM
t MANAGERS
C
0
TSM TSM TSM TSM TSM 17ECOORD.
SM
COORD, COORD, COORD, COORD. COORD.
I LE
h
L�
Figure 1
Contra Costa Centre
-.` DKS Associates TSM ORGANIZATION
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PLAN COST
Table 2 summarizes the estimated yearly costs in 1985 dollars of the proposed
plan. The total plan cost is approximately $242,800.
73
Table 2
YEARLY PLAN BUDGET
' Total Funding
Costs Source
TSM Manager $39,0001 Association
TSM Coordinators 18,0002 Employers
Bike racks 492003 Developers
VD
Discount parking for car
and vanpoolers 98,1004 Developers
Shuttle buses 6795005 Association
Marketing materials 5,000 Association
Transportation Store Office Space 109000 Association
Transportation store hot-line 1` 000 Association
TOTAL $2
a
1 Salary of $30,000 plus 30 percent or $9,000 for benefits.
s:e
2 Ten Coordinators working a" total of 30 hours/week, or 75 percent of
equivalent of one $24,000/year clerical employee's time including benefits.
3 120 bicycles stored. Capital cost is $35/rack.
4
Assumes that 25 percent of average 4,400 employees per year, over a '
10-year build-out would carpool or vanpool. . Assume that 875 of pooling
employees will be in 2-person carpools; remainder in 3 or more person
r pools. Remaining 225-employees will be distributed among 60 vehicles.
Two-person pools receive $180 annual discount; others receive $360 annual
discount at $30/month rate.
'= 5 _ Area merchants coven 25 percent of cost or $22,500 of total $90,000 cost.
No fares collected.
tom.
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