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Home My WebLink About1987-04-07; City Council; 8950; Peak Hour Traffic Management Programsx Q O V Q J L 2 n O 0 CI'" OF CARLSBAD - AGENt7" BILL AB# SOTITLEIVITG; DEPT. HD�� DEP y-7 PEAK -HOUR TRAFFIC MANAGEMENT PROGRAMS CITY ATTYIL� DEPT._R /AG CITY MGR,��---- RECi3�if�liENDID ACTION; City Council endorse the concept of a Peak -Hour Traffic Management Program (PTMP) and direct staff to further explore the development of a Northern County Regional approach to a PTMP. ITEM EXPLANATION: The City of San Marcos has initiated a Peak -Hour Traffic Management Program. Through the North County Mayor's Council other cities have been encouraged to develop similar programs with the overall goal being to reduce peak -hour vehicular trips within the area. Peak -hour Traffic Management Programs are not an alternative to the construction of badly needed highway projects, but rather a method to reduce congestion during peak -hours. A PTMP, as proposed, may become the needed effort for the San Diego Region to meet and maintain Federal Air Quality Standards. FISCAL IMPACT: Minimal at this time. The development and implementation of a Peak -Hour Traffic Management Program would involve staff costs of program development and the time of a City coordinator. EXHIBITS: 1./ Memo to Frank Aleshire from James C. Hagaman, dated March 30, 1987. 2:, , City of San Marcos information on its Peak -Hour Traffic Management Program. 3."✓San Diego Union news clipping of March 30, 1987, entitled "Urban Areas Face Pollution Funds Cutoff." EXHIBIT 1 MARCH 30, 1987 TO: FRANK ALESHIRE, City Manager FROM: James C. Hagaman, Research/Analysis Group PEAK -HOUR TRAFFIC MANAGEMENT PROGRAM (PTMP) The City of San Marcos presented its Peak -Hour Traffic Management Program to the North County Mayor's Council on March 7, 1987. The goal of a PTMP is to reduce peak -hour traffic on community streets and highways through a combination of car and van pools, transit programs, h staggered work hours, flex time and alternate work week programs. A PTMP is in no way a substitution for a community's critically needed street and highway construction program. Peak -hour traffic will continue to get worse even with a PTMP. However, it can help reduce congestion during peak -hours and can minimize delays during the constuction of needed street projects. During the Olympics in Los Angeles, a PTMP minimized congestion and the City of Pleasanton in Northern California has achieved a 32% reduc- tion in peak -hour trips over a three-year period. San Marcos has patterned its PTMP after that of Pleasanton and through the North County Mayor's Council is encouraging other communities to develop similar programs. In order for a PTMP to be most effective a regional North County effort would be a logical next step. Another good reason to pursue a PTMP is that as part of the overall Federal Air Quality Act, SANDAG and the Air Pollution Control District 1 have developed tactics to meet air quality standards. This December t 31 is the deadline for meeting these standards. Such programs as Com- muter Computer, bicycling to work and transit programs have been dev- eloped with some success. However, if the San Diego Region does not j meet the Air Quality Standards on two days per year, it means non - attainment of the air standards. Local and sub -regional directed PTMPs seem to have a higher success rate than the existing programs. RECOMMENDATION: The City Council endorse the concept of a PTMP and direct staff to further explore developing a North County regional coordinator through SANDAG, as well as an appropriate local approach, using the Chamber of Commerce Transportation Committee as a resource and other vital participants, such as North County Transit District, Cal Trans and Supervisor McDonald's office. / JAMES C. HA, AMA JCH:pgk a San - EXHIBIT 2 md� 0 c --� voile � 1� o � rC • y� A�SCoy4 n ` �v0� �cOr�Orni:a �9b� 105 W. RICHMAR AVENUE • SAN MARCOS, CALIFORNIA 92069 _,- • •r 619/744-4020 March 5; 1987 NORTH COUNTY MAYOR'S COUNCIL Welcome to the first (of many more to come) North County Mayor's Council meeting. These meetings are -intended to bring us together to present and discuss ideas and common interests; as well as working on mutual solutions wherever possible and practical. For this very first meeting, Supervisors MacDonald and Golding have requested a presentation of San Marcos' plan for Peak -Hour Traffic Management: - vR$`- Supervisor MacDonald; when first advised of this plan; recognized the 'potential regional benefits of such a program to reduce traffic congestion on . North County streets: The San Marcos plan is closely modelled after other programs which have been highly successful and beneficial to residents and r .,L • F employers alike: In fact; we believe that this plan can become a cooperative venture 'throughout North County in reducing a common nemesis -- traffic congestion: Such a cooperative venture could assist each of us in reducing congestion '-'while continuing our efforts to: widen and build local roads; deal with -financing for widening Highway 78; improve mass transit systems (including •..,:light rail as well as other transportation alternatives): Working together; we can maintain our commitment(s) to keeping our communities as attractive, pleasant places to 'live; work, visit and do business. i w • • y ' , ` �/ : SIB; ,� •• C ..1. 1 4CITY COUNCIL ,,. o,* •a:'' :.':? Lee B. Thibadeau. Mayor Mark Loscher, Vice Mayor Lionel G. Burton Pia Harris F.H. Smith ",! t a 6 WHAT IS PEAK -HOUR TRAFFIC MANAGEMENT? Peak -Hour Traffic Management is a rapidly emerging concept in reducing traffic congestion within the community during the rush hour traffic. The objective is to reduce vehicular trips during peak hour traffic periods. By incorporating a transportation system program into the City; both the City; and its employers and cornplexes,pn effectively work together towards reaching this objective: The Peak -hour Traffic Management program is designed to fit the individual needs of a particular community through a combination of; but not limited to; promotion and marketing of carpools; vanpools; bicycles; transit related programs; and alternative work hour programs: All these actions; in conjunction with street building and widening and providing mass transit facilities; are designed to improve a local transportation system by expanding --traffic capacity; increasing traffic flow; and reducing congestion on the -community's surface streets: The most important factor for effective implementation of a Peak -Hour Traffic Management Program is the contribution and participation of ` T i 1 employers: Employers are encouraged (it is the law) to provide assistance with: setting up carpools and vanpools for employees; offering priority treatment for public transit users; scheduling deliveries during non -peak hours; offering flex -time; modified work weeks; off-peak time schedules. Other transportation alternatives are designed and promoted encouraging employees to avoid peak hour traffic periods. With the assistance of a City or Regional Transportation Coordinator; employers are responsible, both individually and collectively; for setting up and running overall programs of reducing peak hour traffic based on the authority and power of local law. .. San Valle ��Co� . 1� of �� L I)arco.5 D.ScoyQr4 bra e� 105 W. RICHMAR AVENUE 0 SAN MARCOS. CAUFORNIA 92069 °Aoratad. \9 619/744-4020 PEAK HOUR TRAFFIC MANAGEMENT PROGRAM KEY COMPONENTS: --Applies to everyone (employers; employment centers) equally based on size of organization. Also includes new and existing businesses. --Objective is to achieve vehicular trip reductions during peak hour traffic periods, i.e.: 45% reduction over a four year period: --Structured as an incentive program for everyone: --Provide City staffing for coordination and assistance to employers/agencies. --Establishes a Task Force which will make recommendations and assist in the formulation and implementation of programs to include marketing.and educational programs for distribution and employer on -site programs. --Implements a City ordinance establishing enforcement authority to carry out program goals. --Specifies that an annual survey of all employers in City is done to establish employee commute patterns and data and to provide ride sharing information for car and van pool matching. --Establishes monitoring; coordination and assistance with Peak Hour Traffic Management programs for each business, agency or complex. --Links local efforts to regional activities by setting up a City staff position, usually the same coordinator, to act as liaison. CITY COUNCIL Lee B. Thibadeau, Mayor Mark Loscher, Vice Mayor Lionel G. Burton Pia Harris F.H. Smith X ..' 1 T Page Z PROTOTYPE'EMPLOYER REQUIREMENTS: The Peak Hour Traffic Management Program would be defined by the following prototype matrix: PROTOTYPE EMPLOYER'S REQUIREMENTS FOR PEAK HOUR TRAFFIC MANAGEMENT LOCATED WITHIN LESS THAN 9 10 to 49 ONON 50 to 99 100 OR MORE 'COMPLEXES* A COMPLEX " Ei11PL0YEES SEMPLOYEES SHIFT ''SIiNGLEEES SHIFT SINGLLEESHIFT 1. Transportation Survey ... X X X X ._...... X ... X...... 2. Information _ „Program X X X 3. Peak Hour Traffic Management Y `IHTM) Program ..X.. X ... .. .. _........................................... X 4. Appoint Transportation Coordinator X X X X 5: Include PHT14 Requirements in CC&R's and/or lease X 6. Annual Report X X 7. Participate on Task Force X X X *Complex is definedas any multi -tenant building or group o --buildings with ty or mare employees at the single site or any business park, shopping center, or other commercial/industrial project of 15 acres or more which is defined by two or more of the following characteristics: known by a common name, governed by a common set of CC&R's, approved as an entity by the City, covered by a single tentative or final subdivision map, or C:%ny multi -tenant building or group of buildings with 50 or more employees. 7 Page 3 DETAILS: (refer to prototype matrix) 1: Transportation survey: All employers complete and return an annual survey which will estab is emp oyee commute patterns/data as well as provide car/van pooling matching information. 2: Information program: All employers provide informational materials regarding transit services, riaesnai�ng; car/van-pooling and other commute alternatives to all employees: 3: Peak Hour Traffic Management (PHTM) program: Employers with 50 or more employees particiapte in the PHTM Program to help achieve a 45% reduction in the number of vehicle trips that would occur during peak periods (7:00 to 8:00 Afd and 4:30 to 6:00 PM) PHTM shall include any reasonable combination of measures which help achieve the targeted percentage of trip reductions and may include, but not be limited to promotion and marketing of car/van pools, transit -related programs; bicycles and other commute alternatives. 4. Appoint Transportation Coordinator: Employers or complexes (as defined) of 50 or more employees shall provide for an on -site coordinator to assist with implementing, monitoring C... PHTM programs: Coordinator will also act as City liaison with similar regional transportation management programs: 5: Include PHTM Requirements in CC&R's and/or Lease Agreements: Every complex owner, property owner's association, landlord, and/or manager shall include reference to, and participation in, the requirements of the PHTM Ordinance in the recorded Conditions, Covenants, and Restrictions (CC&R's) and in every lease. 6: Annual Report: Every employer or complex with 50 or more employees shall complete and return an annual report on various on -site PHTM Programs used; results achieved, i.e.: percent of trip reductions and programs intended to be used in the forthcoming year. 7. Task Force Participation: A Task Force comprised of representatives from employers with 100 or more employees shall participate and shall be responsible for implementation and coordination of the City-wide PHTM Program. The Task Force membership shall be comprised of representatives who occexecutiveor relativettoevel position or the mandated dutiesiofrtheposition and PHTM Task Force. The Task Force shall also have representatives from Palomar College, :-� SDSU, San Marcos Unified School District, San 14arcos Chamber of Commerce and North County Transit District. The Task Force shall hold regularly scheduled meetings in San Marcos. ®r ,;: '`age 40 A41 P ro TABLE 21 SAN MARCOS FIRMS WITH 50 OR MORE EMPLOYEES (1) COMPANY Singer Go.- ear att ivision Signet/Armorlite; Inc. NAPP Systems; USA Price Club DeLong Sportswear Hunter Industries Lusardi Construction United Parcel Service Hol 1 andi a Dairy Alopex Industries Fluid Components Home Club Sullins Electronics Sears; Roebuck & Co: Cribwall Corp Ortho Organizers Decom Systems Mission Distributing -Mission Contracting Rex Industries Teledyne Aero-Cal Amistar Corp. Kimco Madden Enterprises Airco Supply Byrom Machine, Inc. Templeton Grading/Excavating Plasmetex Industries Judd Wire Total Living Cabinets Professional Care Products Construction Sepcialities Signs & Glassworks Hues Metal Finishing Calescon Hacienda Roofing TYPE OF BUSINESS it orne GVidance Equipment Plastic Opthalmic Lenses Printing Plates Wholesale Merchandising Athletic Clothing Irrigation Systems General Contracting Parcel Delivery Service Dai ry Pool Equipment Electronic Sensing Equipment Home Improvement Center Electronic Components Product Service/Sales Center Retaining Wall Manufacturer Dental Supply Distributor Electronic Manufacturing Beverage Distributor Electrical Contractor Industrial Contractor Metal Fabricator Electronics Electromechanical Devices Venetian Blind Manufacturing Welding Equipment Machine Parts Mfg Grading Contractor Plastic Molding Mfg. Electronic Wire Mfg. Cabinet Mfg. Orthopedic Products Xfg. Aluminum Building Pro6ucti Mfg. Mirror Mfg. Metal Finish Processing Dry Wall Contractor Roofing Contractcr PUBLIC & QUASI -PUBLIC AGENCIES (2) Palomar Community College San -Marcos Unified School Dist. North County Health Services City of San Marcos -City Home Health Assn. (1) -List is compiled from City 1987 OF EMPLOYEES 652 309 237 223 220 200 200 150 135 110 110 105 101 100 92 91 82 80 73 73 71 68 67 66 65 60 58 56 55 55 52 50 50 50 50 Education 1,106 Education 635 Primary Health Care 120 Municipal Government 83 Home Care Medical Services 52 Business License Directory as of January 9, (2) List is compiled from direct response from the various agencies and reflects personnel employed as of January 1987. 91, . I t FIRM/AGENCY NAME REPRESENTATIVE ortn County Transit District Paul Price 311 S. Tremont Oceanside, CA 92054 San Marcos Unified School District Jeff Okun 170 San Marcos Boulevard San Marcos, CA 92069 Palomar Community College Mike Gregoryk 1140 W. Mission 1 San Marcos; CA 92069 San Marcos Chamber of Commerce Margaret Ferguson 104 San Marcos Boulevard San Marcos, CA 92069 Office of the Chancellor Steve Lohr The California State University(SDSU) 400 Golden Shore Drive Long Beach; CA 90802 SDSU North County Center Richard Rush 800 W. Los Vallecitos San Marcos; CA 92069 North County Health Services Marion Hawkins 348 Rancheros Drive San Marcos; CA 92069 ( Sears; Roebuck & Co. Don Arney 1100 San Marcos Boulevard San Marcos, CA 92069 Sullins Electronics Helena Perzinskns 801 E. Mission San Marcos, CA 92069 Signet/Armorlite, Inc. George Benoit 1001 Armorlite Drive San Marcos, CA 92069 NAPP Systems, USA Joe Haring 360 S. Pacific ' San Marcos, CA 92069 Hunter Industries Ann Hunter -Welborn 1940 Diamond San Marcos, CA 92069 United Parcel Service Bill Eiland III Bingham San Marcos, CA 92069 Alopex Industries Candace Lyman 1709 La Costa Meadows Drive San Marcos; CA 92069 Hollandia Dairy Joe Fairchild 622 E: Mission San Marcos, CA 92069 Fluid Components George Tuck 1755 La Costa Meadows Drive San Marcos; CA 92069 Singer Co: - Kearfott Division Emmett Phillips 1370 San Marcos Boulevard San Marcos; CA 92069 Lusardi Construction Ken Lounsbery 1570 Linda Vista Drive San Marcos; CA 92069 Teledyne Aero-Cal Jerry Cleveland 528 E. Mission Road San Marcos; CA 92069 �l AGENDA INTERIM PEAK HOUR TRAFFIC MANAGMENT TASK FORCE DATE: March 4; 1987 TIidE: 1:30 p:m: LOCATION: Community Room Joslyn Senior's Center (behind City Hall) 105 W: Richmar Avenue CALL'TO'ORDER: 10L'L"CAL'L: INTRODUCTIONS: Task Force Members 2: City Staff r ORGANIZATION: 1: Purpose and Role of Task Force .. 2. Meeting Time and Place - Set Frequency 3. Election of Chairperson - Discussion 4. Meetings - Open or Closed: 'Discussion OVERVIEW 1. Why do Peak -Hour Traffic Management? -- City Perspective 2. Goals: (a) Develop peak -hour traffic management program(s) to reduce traffic n volumes by 45% over next 4 years. ' (b) Develop an ordinance to implement and monitor peals —hour traffic management programs: NEM MEETING TOPICS: (Preliminary Agenda) 1: Existing Conditions -- City Engineering Division 2. Existing Programs Being Used by Employers ITE14S TOR THE GOOD'Or THE. ORDER: ADJOURNMENT: ' -------------- t �c; my CNJ"Clb DATE; January 21; 198o Darrell ventr'y SUBJECT: Peak Hour Traffis �tanagene.a t�resentation 1 BACKGROUND _ 2 .. 3 L} The City of San Marcos has for some tins p:,iG a sr:, -at deel of 5 attenticn to traffic related conditions throughout the entire 6 . cal�ImElni ty: �� r �. The foc,s o� Otte-Ition has been on the ;ridenin, mild ••7 .7 5 improvement of the already existing arterial roadways within the 3 comimunity while requiring ned develo;; ent zo y pas ? is own ..:.... way rather than rely on public construction -of ne-c-essory roc;—,.. s to .t ::- 1J `:-serve existing and suture residents and us and - -- S. This commit- ; 11 ment was determine ' e -d to o� neca„ssay= 3 Lo ,�taintain ,our cfll munity as. 12 an attractive convenizent place tolive, ;ror<, visit and do bus- iness. 13: 14 ! '. To that end' the A City l.ounci? has alread, -nocted a number °of 15 tools to assist the City in providing trarsrorta t_cn facilities. 17 Those tools include a five year cup i ta`1 i r overte nt budget and 13 Program for major infrastructure projects, the Cit,'s tWo ra-- 19 development project areas and of course, ts1e City's Public Fac.il-*. 26 i .!ties Element which requires 'developer, to .,,. � ,, ;o ov_ de the necessary THE: CITY OF SAN MARCOS, CALIFORNIA 1 !J.41 :ri �I - i 2 3 li 5 6 7 3 9 1Q • •1l "12 !�•. �13 { 15' 16 17 19 20 21 22 23 2L4 25 Page 2 City Councif Report 1157A public infrastructure in advance of or* in conjunction with new developments; However; it is apparent more needs to. be done, At the request:•of Mayor Thibadeeu; City staff began a search into other methods to further address and improve traffic/transportation conditions as they exist in the City; This investigation by staff has revealed that to cd;'• ess these issues; the City r1just develop a con — pre -pensive. transportation/traffic management strategy for peak -hours which general l cddresses the three transportation categories: (1) traffic/transportation demand management; (2) traffic/trans- i . l" portatian system, ranagemant; and (3) trofffc/transportation fa-(--. ff cilities development; The first and the third categories are being studied currently in the revision of the City's Circulation Element to the General Plan or are being addressed i•n the Cap i L-al' Improve;�ents Program; 'those studies already project that the future levels on City streets will either .approach or exceed 'ex isting and/or planned roadacy capacities; One option to effectively deal with projected increased traffic loads mould be to significantly expand and widen the City's' 1.,arterial highways and upgrade .the capacfty roadway by providing t age 3 1 .11tyACouncil Report 57 3 additional lanes and rights -of -bray; This alternative can be an It expensive option . which would require significant costs 'Tor S rights -of -way acquisition and construction, Also; this option 6 may not be without significant public controversy since addi- tional rights -of -way acquisition could require the purchase of 3 commercial; industrial and residential structures; In. con- 9 junction with c classical response of acquiring and widening 1 10 e,istin; rocddays to increase capacity .There necessary, the staff ll has investigated transportation syste:a management programs as a d to mainhan • l� realistic option to be used . , Lain the community as attractive and convenient place to live; vior , visit and do bus-- '" lt� •1nes's. 15 16 In order to provide the Council With an overview of ho;t effective transportation system management approaches can be- in achieving 17 .trip reductions, the staff has secured � film from the auto club 19 of Southern 'California which describes the use of a traffic 20 system management program during the 1984 Los Angeles Olyiilpics. 21 The film will provide the Council with an overview of how a •22 transportation management program can Flork in conjunction with 23 alternative transportation modes, improved roadway systems, and 2b• other transportation programs. y ' � T 26 �L for �.. 2 3 u 5 ti• 7 8 9 10 11 If 12 .�..3 1c1 � 15 16 17 19 20 21 22 23 24 s 05, !Q[hA h C 26 Page It City Council report 1157A ' The staff has invesA. tigated the City of Pleasant,on's transp or`a - � Lion system management progra;:t; MUCh of this report will focus in on the Pleasanton Transportation System Management program, In both tiie 1984 Olympics and in the Pleasanton Transportation tion Model; the objective .to be achieved is reduced traffic levels:The. public benefits identified with reducing v%ahicle trips include reducing the Li: PollutL ion and nois;. 1�;��'•s �s 1t�i 1 as cons--rva- tion of ever-ey resources; i;e; gasoline and ether petroleum based products I N "TRAi`lSt UTA'rTAM cv^rc -I MA .:', In October of 1984; the City of Pleasanton developed and i ple'- mented a .transportation system management ordinance; The ordi- nance calls for employers, -employment complexes, and the Cit.y to work together in reducing traffic trips on City streets, The City of Pleasanton is a cof"l;p,iunity of arpro;i ately 40,000 located between Tracy and Oakland, Pleasanton, is located along the 580 Freeway and is bounded by that free;:oy and a second freeway called 680 on the west, The commulnity of Livermore is to the east, Dublin, San Rattton and Danville are ILcated to the north, The major ei;iployment centers ►-tithitl the city include the Hacienda to '43P �s t • r Page 5 i City Council Report 11S7A 2 3 u 5 6 7 3 9 1� 11 12. 15 . 16 17 ' .18 19 20 21 22 23 24 r Businesspark which; over the next decade; is expected to contain approximately 11 million •square feet of commercial, research; development and office uses and employ 3;000 people: Between 1985 and 2000; Pleasanton's population is expected to increase -by 65%: Employment- opportunities are projected to increase by 173%; Given the magnitude of this expected growth, Pleasanton realized in the early 1980's that a long -terra transportation man- agement s irategn cs nee{.led; In 1984; the enactment of the Trans- portation System i•ianagement (Tsm) ordinance; called for employ- ers; emp'•oy.ment co;;plexes and the City to work together toward reducing vehicle trips during peak hour periods: The key to. the Pleasanton ordinance is a TSM task force: The task force -is made up of -representatives from employers that have more than 100 emmployees on any single shi►t: The responsibil- sties of the task force are; to not oniy to designate their .rep--:-* resentative from each business complex or from each specific con - pony or business; to provide the authority to act on the require- ments and mandates in the TSM ordinance and to report directly to the City Council: Additionally, the task force made' up of a rep- r resentative from each enployer who has more than 100 employees, the dovinto,rn merchants association, and representative from the transit authority, and any other ouencies, The City provides a transportation coordinator as a member of the tasl: force.' The Page 6 ` 1 City Council Report 1157A 3 task force holds regularly sc1ed._Iei, r,;Vet1119s; There 4s variety 0f options and responsibi l i _i a are a L fOr 5 various sized employ- ers spelled out in the ordinance; o so ;hat all employers in community are treated fairly; For instance :the 7 � a business employing' less than 9 persons has t0 provide for an annual transportati on 3 survey in conjunction with the city; The 4;e, 9 is the task force working with the various businesses to ac,l1eye trip reductions In Pleasap-t^rl; 1—ir ICJ task force e h L mac, has �::�t'.nL�(: the following II s types Of . optional prosra;iis•: 'r ' (1) e-alo,;.r s SPOInsored shuttle 12 syste,� between locations and designated par; ing areas .� j outside the' - munity; (2) coin • assisted with a freeway i�proveme •� • ...::. nt ass essr�ent dis- ct to 'improve Its ' construction of Heir free;r�; ray:cps along thei r- � free;��ay corridor; (3) initiation of bic� � 1• . r ycle and other pedestrian .. I6 related facilities; (4) assist in the estab'•ishr;,ent °r the City 17 - bus system which Was started in Jul., i�o6; (5) evaluate .I$ annual transportation surveys fro,�i all er,;plaf�rs and 19 report results to the City Council; (6) provide an on-Soin g _ OMOtion/education 20 program through the •City's tronspLc-L ti • �a�laa coordinator; 2l (7)' include the TSi1 requirements in all Heir developments, (8) 22 estab-. lish on -site transportation coordinczors in - i multi-tenont Aro j ect' s 23 or buildings which have more than, D0 employees at the single 24 I.,10cation or businesspark, shoppi,;; center or other conlm.1r- cial/ir�dustriol projects of 15 acr e,s or „or e; (9) develop and I „ ��. tG i m l em k p e.�t a preferred parting program; (10) establish a F4 r, 2 3 4 5 6 8 9 10 11 12 14. 15 16' 17 '-18 19 20 21 22 23 24 C 5 Page 7 City Council Report 1157A monitoring procedures for the employers; (11) set-up an.d estab Iish alternative daily work: hours es.viell as alternative` weekly work. hours;. Currently; members of the task; force are investigat- ing additional incentive progrofas which ;•could include a variety of prizes or monies for the use of mass transit f aci.lities; car- pooling and preferred parking fociIiLies,-bicycle and pedestrian facilities; Tile City of Pleasanton's TSMI ordincnce specifies as a target' a 457. trip reduction in a 4 year phased time frame; As of December (1986; the Cit had achieved a two year reduction of 387'in the � volume of vehicle trips itithin theirc '_-� . omTunity; A 25%;reduction' was reported in , the past reporting period by the task force Therefore; the City of-Pleasonton's transportation coordinator' anticipates that the City is on schedule to its ultimate target of a 45% trip reduction, although they believe there may be some'- difficulties in achieving that goal unless newer incentives are developed, ' The TSM prnrarr. 'being employed by Pleasanton has not altered the City's committment to road improvements or getting new develop- ments to "pay their own way", .Page 8 1 1.itJ Council Report CF 2 3 An overview of the TSM pro;rom employed b, Pleasanton is attached as a part of this report; Additionel information about their 5 program is on file and available for the Council's review, 7 The Transportation coordinator for Pleasanton also indicated that 3 a TSf°I strateG-Y could be modified and employed for locations 9 involved with universities or colleges; Such application would obvlousIP naed =^= VOILIntar, a;;d full coicp-era:lon of such univer- 10 11 sities and col?:.ges within the comromity; 12 Staff has also received information frc,•m SANDAG and its companion gency: SCAG <<(Southern California Association of Governments) about traffic system management progr ems which are modelled after- 1 15 the Pleasanton ordinance, l% �`,T I 0 i'� t y.l8 • STAFF REC+�MME_sI±1 19 Should the Council elect to take action to create a peal -hour 20 traffic manage ent program, nodelled after the City of Pleas- 21 anton's approach, then staff would reco;,;^end that the City Coun- 22 cil consider initiating th% fallowing: . 23 , 24 '• Interims Task F;:rce Creattorp. At the February 24th Council meeting, appoint 22 people to an C1 � L6 interim tas;; force to work; on drafting a final version of at, ...._.....aft..... Page 9 li't� COUncil deport 2 3 peak -hour traffic manoge.-men - ordinance and program. The interim ti task force should be made up of 22 executive or mid -management 5 •staff: (a) representatives from each of the 16 firms/ organiza-'• tions 1tith 100 or more employees, (b) representative(s) from North County Transit District: Palomar College; San Marcos i 7 . 8 Unified School District; SHN; the Choimber and the City; 9 _ C 10 This interim tag; `force �dould be respo::sible for developing rec- ommendation= concerning an ordinance and program by My 12; Thin 1� time frame would, allots the Council to enact an ordinar:ce and pro- f 2 �., gram which would be effective on July 1; 1987; 15• The makeup of the interim tast; force could be determined by City 16 Council appointments at the Council's 24th meeting; This 30 day 17 period ;Mould cllow for adequate- time for the various• organiza; �18 Lions to the contacted and to respond. .19 20 Also, assuming July lst` is an acceptable date for implementing a ?1 peak -hour traffic management progra~, then this date would coin-- 22 tide with staffing requirements, hssU3:1ing the Council elects to 23 implement such a pea'k-hour` troff is -management program, staff pro- 211 •lects the need for a full -tine coordinator to be on -board from the very start of the progrO.-a in order to `maximize - x, .,u a� Page 10 i City Council Report CI s 1 1157A 2 3 effectiveness; Therefore; if Council elects to act on these u recommendations; then the 1987-88 budget would be adjusted to reflect this ne,•r staff position: n , 8 Prepared by: Reviewed by: ' V �„ 3 • " u,, • 1I , G i 't't 41 g s 10 Tiurrzl� Project iianager City Managcr 11 1157A Attachments: Iranspor-It-ation System 1ianagement, Employers 12 requirements ♦,. 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