HomeMy WebLinkAbout2021-09-07; Traffic and Mobility Commission; ; Transportation Demand Management (TDM) Program and TDM HandbookItem 6
Meeting Date: Sept. 7, 2021
To: Traffic and Mobility Commission
Staff Contact: Nathan Schmidt, Transportation Planning and Mobility Manager
Nathan.Schmidt@carlsbadca.gov, 760-602-2734
Tom Frank, Transportation Director
Tom.Frank@carlsbadca.gov, 760-602-2766
Subject: Transportation Demand Management (TDM) Program and TDM
Handbook
Recommended Action
Receive a presentation on the citywide Transportation Demand Management Program and
provide input to city staff on the future update of the Transportation Demand Management
Handbook.
Executive Summary
Transportation demand management (TDM) describes the use of policies, strategies, and
programs to shift single-occupancy vehicle (SOV) trips toward more sustainable travel options,
such as walking, biking, transit, and ridesharing. Strategies that reduce the total number of
trips, like promoting remote work or alternative work schedules, also fall under the TDM
umbrella. TDM helps the City of Carlsbad achieve multiple goals related to transportation and
economic development. These include reductions in greenhouse gas and particulate emissions;
enhanced mobility by maximizing the existing transportation infrastructure; improved
employee recruitment, retention, and satisfaction; and excellent quality of life for residents and
employees.
The city’s TDM ordinance was presented to the Traffic and Mobility Commission and adopted
by City Council in April 2019. The TDM ordinance established policies and guidelines for TDM in
the City of Carlsbad. Since this time new development projects have been subject to the TDM
program requirements and now after two years of applying these program requirements to
development projects, city staff will update the City’s TDM Handbook based on these
experiences. City staff is now presenting an overview of the TDM program to solicit feedback
from the public and Traffic and Mobility on these updates. Staff will then incorporate the
comments received and return to the Traffic and Mobility Commission with the proposed draft
revised TDM Handbook at a later date.
Discussion
The city’s Climate Action Plan was adopted as part of the city’s General Plan Update in 2015
and is a long-range strategy to reduce emissions of greenhouse gases (GHG). Transportation
Demand Management (TDM) is an important strategy in the city’s adopted Climate Action Plan.
Transportation accounts for nearly 40 percent of greenhouse gas emissions and the purpose of
TDM is to reduce the number of single occupancy vehicle trips among employees throughout
Carlsbad.
TDM Ordinance
The citywide TDM program is guided by multiple documents including the TDM Ordinance,
TDM Plan, and TDM Handbook. The TDM ordinance, provided in Exhibit 1, adopted by City
Council in April 2019 established a policy framework to help the City achieve SOV trip reduction
targets related to new development. The ordinance requires that any new development or
redevelopment with more than 110 average daily employee trips must prepare and obtain
approval for a TDM plan prior to building occupancy. Applicants can select from a variety of
strategy options that are best suited for the location, land use, and size of the development. A
monitoring program will allow the city to measure progress towards the Climate Action Plan
target. It includes a pre-occupancy inspection of TDM-supportive infrastructure measures and
biannual surveys with status reports. The ordinance requirements are separate from any
requirements a project may be subject to during environmental review under the California
Environmental Quality Act (CEQA). However, select strategies fulfill both requirements and the
City will coordinate the review process and combine CEQA and City of Carlsbad requirements
into a master TDM plan for applicable projects.
New developments that do not fall under the TDM ordinance as outlined above may be
required to prepare and implement a TDM plan if the development adds vehicle traffic to street
facilities that are exempt from the vehicle LOS standard, consistent with 3-P.11 of the General
Plan Mobility Element.
TDM Plan
The TDM Plan, provided in Exhibit 2, broadly describes the city’s strategic approach to
implementing TDM to meet the city’s Climate Action Plan’s target of reducing SOV trips by 30%
by the year 2035. The plan identifies four strategic areas: infrastructure, regulations & policies,
guiding resources and the larger TDM program. First, TDM infrastructure involves identifying
gaps in our transportation network through planning documents, such as the Sustainable
Mobility Plan, to remove barriers to alternate modes of transportation. Regulations & policies
like the TDM ordinance and the Village & Barrio Master Plan bring TDM to the forefront of
development and land use processes.
TDM Handbook
The TDM Handbook, as shown in Exhibit 3, provides details on the TDM plan requirements, the
plan development, submittal and review process, applicable strategies, and monitoring
requirements. The handbook outlines a comprehensive list of infrastructure and non-
infrastructure strategies, details how the strategy can be implemented and which modes each
strategy addresses. The strategies below illustrate the different types and range of strategies
available but do not constitute a comprehensive list.
• Services: Services include strategies that provide new or enhanced transportation
options to the community, such as the provision of carshare, bikeshare or scootershare;
shuttles, on-demand microtransit, or new transit routes. They are often provided as
public-private partnerships.
• Infrastructure/Amenities: In the context of TDM, infrastructure strategies typically
describe on-site or near-site improvements that facilitate the use of sustainable
transportation. They can include improved pedestrian pathways and bike lanes, public
or secure bike parking, pedestrian or bicycle connections, curb management strategies,
or transit stop enhancements.
• Subsidies/Incentives: Subsidies or incentives can be made available to promote the use
of sustainable transportation. They are typically provided directly to commuters by
employers, but can also be offered by property managers, developers, transportation
management associations, or local or regional governments. Examples include transit
pass subsidies, vanpool subsidies, and membership subsidies or discounts for carshare,
bikeshare or scootershare systems. Also included in this category are one-time financial
incentives, such as a limited number of free transit rides or the chance to win prizes for
using sustainable modes of transportation. Subsidies can also be made available to
providers of transportation services to ensure service availability.
• Policies are typically employer-based and include those that allow telework, alternative
work schedules, and flexible arrival and departure times.
• Education: This category refers to all educational and promotional strategies, ranging
from information kiosks and new employee/resident welcome kits to general or
segmented marketing campaigns.
• Parking Management: Many parking strategies are effective in reducing vehicle trips,
including preferential carpool/vanpool parking, unbundled parking (charging separately
for parking spaces in addition to residential or office leases), dedicated carshare parking,
or paid parking.
TDM Monitoring and Enforcement
The TDM program monitoring and enforcement requirements are outlined in the TDM
Handbook and includes an active monitoring and reporting component to ensure the
compliance and effectiveness of the program. All development projects subject to a TDM plan
are required to complete an ongoing monitoring and report form to monitor the alternative
mode share of commute trips to the site through employee surveys within 12 months of
reaching 75 percent occupancy or within 18 months of initial occupancy, whichever occurs first.
Along with these survey results, the applicants must submit a status report of non-
infrastructure TDM strategies specified in the TDM plan.
To ensure that a site will achieve the 2035 alternative mode share goals, interim goals are
outlined in the TDM Handbook for both new developments and existing buildings with tenant
improvements. Table 1: Alternative Transportation Mode Share Goals shows the current,
interim, and final alternative mode share goals for both new development and existing
development with tenant improvements.
The City of Carlsbad has the same authority to enforce TDM requirements as with any other
Planning Code requirement. Development projects that do not reach the mode share goals as
outlined below, will be asked to first submit an amended TDM plan. If the development
continues to fail to reach the required mode share goals may trigger additional requirements by
the city or enforcement actions. Failure to participate in the monitoring and reporting will
ultimately result in code compliance actions.
Table 1: Alternative Transportation Mode Share Goals
Period in which Reporting
Falls
Alternative Mode Share Goals
New Developments Existing Buildings / Tenant
Improvements
Present till 2025 25 % 24 %
2025 – 2029 30 % 26 %
2030 – 2034 35 % 28 %
2035 and beyond 40 % 30 %
TDM Program
Finally, the TDM program is the overarching programmatic element that the city utilizes to
achieve this strategic plan robustly throughout the city. An integral element of the program is
the TDM Business Outreach Program which provides services to help employers implement
TDM, meet the requirements of the TDM ordinance, and inform the public of TDM outreach
and activities. All developments subject to the TDM ordinance are required to meet with the
city TDM staff on a regular basis (at least annually) and participate in at least one event held by
the citywide TDM program.
The program is provided by the city as a free service to support developers, property managers,
and employers. It provides outreach, tools and support to local employers to help improve
transportation options for their workers. Services offered include conducting worksite
assessments, developing strategies, and assisting with program evaluation. Implementation
assistance is provided and includes technology, marketing, and events that aid in commuter
behavior change. This program’s monitoring component works in tandem with the monitoring
of the TDM ordinance to establish aggregate impacts for the community. Outstanding
participants will be recognized by the City of Carlsbad and are eligible for SANDAG’s iCommute
Diamond Awards Program.
Along with local and regional transportation initiatives, the TDM Business Outreach Program
helps establish a new way of thinking about mobility in Carlsbad worthy of a world class city.
Additional resources for employers and employees are available at CarlsbadCommuter.com.
TDM Handbook Update
The TDM Handbook is considered a “living” document because city staff intends to periodically
update the handbook based on experiences once developers and businesses start using the
resource, lessons learned, and updates to TDM best practices such as new technologies and city
policies. Updates to the TDM Handbook are intended to be iterative so that as TDM plans are
approved and implemented, staff and the community can gain insight qualitatively and
quantitatively on the effectiveness of each strategy within the Carlsbad context.
Throughout the last two years staff has identified numerous lessons learned from the
application of the TDM requirements on developments which will be addressed in the update
of the TDM Handbook. Proposed changes based on lessons learned from these experiences
include the following:
• Clarification of expectations for strategy implementation: More detailed guidelines
should be provided to clarify the expectations for how developers should implement the
strategies they select.
• Residential projects: Requirements for residential projects to address Mobility Element
Policy 3-P.11 should be incorporated into the TDM handbook including customized tier
levels and a menu of TDM strategies will address the unique travel behavior of
residential uses.
• TDM strategies related to project size: More detailed and specific guidelines should be
provided in the TDM Handbook to appropriate size TDM strategies to meet the needs of
the development. As an example, on Tier 1 TDM Plans consider increasing required
points to require developments preparing a Tier 1 TDM plan to implement site specific
measures in addition to the three required strategies.
• Processing improvements: Require a complete preliminary TDM plan prior to a project
receiving discretionary approval. Preliminary TDM plans will include the full collection of
infrastructure and non-infrastructure strategies proposed by a project to meet its
required TDM points.
Next Steps
Staff will draft an update to the TDM Handbook based on comments received from the public,
the Traffic and Mobility Commission, and lessons learned from the application of TDM
requirements on development projects. Staff will return to the Traffic and Mobility Commission
in early 2022 with a draft proposed revised TDM Handbook for review and comment.
Exhibits
1. TDM Ordinance
2. TDM Plan
3. TDM Handbook
4. City TDM Employer Outreach and Public Information Portal:
https://www.carlsbadcommuter.com/
March 12, 2019 Item #8 Page 3 of 6
ORDINANCE NO. CS-350
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADDING CARLSBAD CHAPTER 18.51 (TRANSPORTATION
DEMAND MANAGEMENT) TO TITLE 18 OF THE CARLSBAD MUNICIPAL CODE.
Exhibit 1
WHEREAS, on September 22, 2015, the City Council of the City of Carlsbad approved Resolution
No. 2015-244, approving the Climate Action Plan (CAP) which aims to reduce communitywide
greenhouse gas emissions (GHG); and
WHEREAS, in connection with approval of the CAP, the City Council certified a program
environmental impact report (EIR 13-02) in compliance with the California Environmental Quality Act
(CEQA), which evaluated the potential environmental effects of CAP implementation, including
adoption and enforcement of various ordinances intended to reduce GHG; and
WHEREAS, this Transportation Demand Management (TDM) ordinance fulfills CAP Measure K-
2 to address transportation-related GHG; and
WHEREAS, the City Planner has determined that: 1) adoption of this ordinance is a subsequent
activity of the CAP for which program EIR 13-02 was prepared; 2) a notice for the activity has been
given, which includes statements that this activity is within the scope of the program approved earlier,
and that program EIR 13-02 adequately describes the activity for the purposes of CEQA Section 15168(
c)(2) and (e); 3) the project has no new significant environmental effect not analyzed as significant in
the prior EIR 13-02; and 4) none of the circumstances requiring a subsequent or a supplemental EIR
under CEQA Guidelines Sections 15162 or 15163 exist.
NOW, THEREFORE, the City Council of the City of Carlsbad, California, ordains as follows that:
SECTION 1: The above recitations are true and correct.
SECTION 2: That Chapter 18.51 is added to the Carlsbad Municipal Code to read as follows:
Chapter 18.51 Transportation Demand Management
18.51.10 Purpose
This chapter establishes policies and guidelines for Transportation Demand Management in
the City of Carlsbad that implements the Carlsbad Climate Action Plan (the "CAP"). The
purpose of this chapter is to:
March 12, 2019 Item #8 Page 4 of 6
1. Reduce single-occupancy vehicle trips and increase alternative mode share among
Carlsbad workers to levels indicated in the CAP to meet 2035 greenhouse gas reduction
targets.
2. Support citywide efforts to promote multi-modal streets and neighborhoods consistent
with the Mobility Element of the General Plan including Livable Streets Guide.
3. Mitigate the effects of increased traffic on city infrastructure and maintain adequate
provision of public facilities consistent with the City's Growth Management Plan and Local
Facilities Management Plan.
4. Provide more viable travel options and improve health, quality of life, and safety for City of
Carlsbad residents and employees.
18.51.20 Authority
The City Engineer or designee shall administer this chapter.
18.51.30 Incorporation of Transportation Demand Management Manual by Reference
The City Engineer shall establish rules and procedures as necessary to administer this chapter.
Such rules and procedures shall be referred to as the "Transportation Demand Management
Handbook" ("TDM Handbook") and is incorporated by reference into this chapter. The City
Engineer is hereby authorized to modify the TDM Handbook as necessary provided such
amendments are consistent with this chapter and state law. Should any provisions of the
TDM Handbook conflict with any provisions of this chapter, the provisions of this chapter shall
control.
18.51.40 Findings
This chapter implements the CAP. The requirements of this chapter will help to reduce
greenhouse gas emissions associated with motor vehicles through application of strategies
and policies to reduce travel demand by shifting single occupancy vehicle trips to alternative
modes.
18.51.50 Definitions
"Alternative Modes" means all modes of transportation that do not include single-occupancy
vehicle trips, including transit, walking, biking, ridesharing and others
"Commuter Survey" means paper or electronic survey that includes questions about
commuter behaviour, preferences, motivations, and barriers. A commuter survey is typically
distributed to establish and monitor mode share at a work site.
"Mode share" means percentage of commuters who use different modes of transportation,
such as drive-alone, transit, bike, walking, etc.
"Single-Occupancy Vehicle (SOV)" means one occupant per vehicle. SOV trips can be used
interchangeably with drive-alone or solo driving trips.
March 12, 2019 Item #8 Page 5 of 6
"TDM Plan" means strategies and investments to reduce SOV mode share tailored to a specific
work-site, including facilities improvements, programs, incentives/disincentives, education,
marketing, and outreach.
"Transportation Demand Management (TDM)" means strategies, policies, and programs that
reduce demand on roadway infrastructure by reducing single-occupancy vehicle trips.
18.51.60 Applicability
This chapter, together with the TDM Handbook, shall apply to all non-residential development
projects where employees produce a minimum of 110 average daily trips (ADT). Trip
generation rates determined as according to the TDM handbook. All projects that are subject
to this ordinance shall submit a TDM plan in accordance with the TDM handbook.
18.51.80 Enforcement
A. The city manager, or designee, shall investigate and enforce this chapter. Any city
authorized personnel or enforcement officer may exercise any enforcement power as set
forth in Chapters 1.08 and 1.10 ofthe Carlsbad Municipal Code.
B. Upon approval of the city council, the city manager, or designee, may delegate to or
enter into a contract with a local agency or other person to implement and administer any of
the provisions of this chapter on behalf oft he city.
C. TDM amenities approved and installed pursuant to the provisions of this chapter shall
be maintained in accordance with the policies and requirements of the TDM Handbook.
Failure to do so may be subject to enforcement to the provisions of this section.
18.51.90 Fees
An applicant for a project subject to this chapter shall include with the application, all fees
established by the city council by resolution to cover the city's cost to review an application,
any required TDM documentation package and any other documents that the city staff
reviews pursuant to the requirements of this chapter and the TDM Plan and TDM Handbook.
March 12, 2019 Item #8 Page 6 of 6
EFFECTIVE DATE: This ordinance shall be effective thirty days after its adoption; and the City
Clerk shall certify the adoption of this ordinance and cause the full text of the ordinance or a summary
of the ordinance prepared by the City Attorney to be published at least once in a newspaper of general
circulation in the City of Carlsbad within fifteen days after its adoption.
INTRODUCED AND FIRST READ at a Regular Meeting of the Carlsbad City Council on the 26th day
of February 2019, and thereafter
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 12th day of March 2019, by the following vote, to wit:
AYES:
NOES:
Hall, Blackburn, Bhat-Patel, Schumacher, Hamilton.
None.
ABSENT: None.
APPROVED AS TO FORM AND LEGALITY:
CELIA A. BREWER, City Attorney ~111aildP
MATT HALL, Mayor
(SEAL)
City of Carlsbad Citywide Transportation Demand Management Plan
Approved by Carlsbad City Council Feb. 26, 2019
Introduction
The State of California has set mandates to reduce greenhouse gas emissions (GHG) to 1990 levels by
2020 or 15 percent below 2005 levels by 2020. The City of Carlsbad is doing our part and adopted a
Climate Action Plan in September 2015 to meet our required share of GHG emission reductions. The
Climate Action Plan recognizes that Transportation Demand Management (TDM) is an important
strategy to achieve the state’s mandated targets. Transportation accounts for nearly 40% of greenhouse
gas emissions and the purpose of TDM is to reduce the number of single occupancy vehicle trips among
employees that work in Carlsbad.
TDM is an effective strategy to reduce GHG emissions by reducing vehicle miles traveled (VMT).
Specifically, the Climate Action Plan targets single occupancy vehicle trips, or people driving alone, to
and from work. Measure K-1 requires the following:
The Plan
This citywide TDM plan outlines the framework within which city staff will operationalize TDM to meet
the requirements of K-1 and ultimately the targets to reduce single-occupancy vehicle trips by 30% by
the year 2035. Measure K-1 references the General Plan Mobility Element, which states that “TDM
consists of programs and policies to reduce the demand for the single occupant automobile.” Thus, the
citywide TDM plan consists of the following elements:
1.Infrastructure
2.Regulations & Policies
3.Guiding Resources
4.TDM Program
1. Infrastructure
The ability of individuals or groups of individuals to choose alternative modes of transportation relies on
the availability of a transportation network with adequate infrastructure to make other modes such as
walking, biking, transit or carpooling viable. For example, a person is not likely to bike to and from work
if there are not safe bike lanes available, if there are not clear bike routes from the street to their place
of work, or if there are not showers available once they arrive at work.
Exhibit 2
K-1: Adopt a citywide transportation demand management (TOM) plan, as described in the General
Plan Mobility Element, detailing a mix of strategies to reduce travel demand, specifically of single
occupancy vehicles. SANDAG's 2012 "Integrating Transportation Demand Management Into the
Planning and Development Process"42 provides a guide to designing and implementing a TOM plan
and will be used as a rceference document to develop the city's TOM plan. TOM strategies
evaluated in the plan include parking ordinances, subsidized or discounted transit programs, transit
marketing and promotion, carsharing, bikesharing, parking pricing, and bike parking. (Short-term)
The city’s Sustainable Mobility Plan is an effort to examine alternative transportation options in a
comprehensive way to present an existing and future network that will make it easier for individuals to
understand and make varied transportation choices. The Sustainable Mobility Plan effort will prioritize
infrastructure project to close gaps that are hindering the use of alternative modes of transportation like
biking, walking, transit and safe routes to schools. A robust infrastructure network will provide more
options for the community to choose one or a combination of transportation methods other than
driving alone.
Infrastructure improvement projects identified through the Sustainable Mobility Plan will be
incorporated into the city’s annual Capital Improvement Program.
In addition to the Sustainable Mobility Plan, the city will evaluate appropriate TDM infrastructure
improvements through other major city efforts, like the Village & Barrio Master Plan implementation.
Any new transportation services that is available in Carlsbad either through efforts led by the city or
through partnership with regional transportation agencies such as SANDAG or NCTD also fall into the
category of infrastructure. For example, should the city work with the business community to launch
service to and/from transit stations to the city’s industrial hub around McClellan-Palomar Airport, such
service would be considered an infrastructure improvement to the city’s network.
2.Regulations & Policies
From the regulatory level, in addition to Measure K-1 of the Climate Action Plan, Measure K-2 of the
plan requires adoption of a TDM ordinance. This ordinance places regulations on new non-residential
development to install appropriate TDM infrastructure and programs at the individual development
project level. This will be achieved by the development and city approval of project-specific TDM plans
that development applicants will prepare when the project meets the determine threshold of average
daily trips generate by employees. City staff will use industry standards to calculate average daily trips
and determine the applicability of a project to submit a project-specific TDM plan.
In addition to the TDM ordinance, other major city efforts that affect the transportation effort from a
policy level will consider which, if any TDM strategies would be appropriate. The Village & Barrio Master
Plan is an example of such an effort. The plan addressed TDM by evaluating parking requirements in the
geographic area of the plan, parking program elements and infrastructure improvements that would
encourage all people in the Village & Barrio to consider transportation options, whether they are
residents, employees or even visitors.
City staff will work with the city’s Chief Innovation Officer to identify potential areas where TDM
strategies can leverage technology effectively or to coordinate transportation-related innovation efforts
with this plan.
3. Guiding Resources
TDM is not something developers or businesses have an expertise in and will need consultative
assistance. Carlsbad is at the forefront of municipal climate change by launching a proactive TDM plan.
City staff believe an important part of the citywide TDM plan is appropriate assistance to make choices
that are cost-effective and project-specific. The TDM ordinance references the TDM Handbook, which
will serve as a “living” document to provide guidance to the development and business community on
Exhibit 2
how to implement TDM in a specific context. The handbook outlines a comprehensive list of strategies,
details how the strategy can be implemented and which modes each strategy addresses.
Once the ordinance is approved and adopted, the TDM Handbook will be accompanied by more detailed
information about TDM on the city’s webpage, as well as an interactive online tool that will help filter
the strategies in the TDM Handbook based on what an employer or developer wants to achieve.
The TDM Handbook is considered a “living” document because city staff expect to update the handbook
based on experiences once developers and businesses start using the resource. It will be iterative so that
as TDM plans are approved and implemented, staff can gain insight qualitatively and quantitatively on
the effectiveness of each strategy within the Carlsbad context.
4. TDM Program
The TDM ordinance can only address new non-residential development. Staff recognizes that in order to
meet our GHG reduction targets, proactive efforts must be made with the existing business community.
Carlsbad is a significant regional employer and tens of thousands of employees commute into Carlsbad
from outside the city. The TDM program will proactively identify, target and work with existing
businesses to implement TDM plans. The most cost-effective way to implement a robust TDM program
with the city’s existing business community is to contract TDM consultant services with a qualified
technical firm who will use best management practices and Carlsbad’s position as a regional
employment hub to expand the reach of TDM beyond the ordinance alone.
City staff will work with the TDM consultant to develop the TDM program, but the consultant will be
expected to provide the following services in the first year.
•Establish stakeholder advisory committee consisting of a variety of stakeholders within the
business, transportation and government sectors
•Update framework for and monitoring structure of the TDM program
•Conduct outreach to the existing business community
In addition to this work in the first year to set up the TDM program, the TDM consultant will also provide
technical support for the TDM ordinance including review and monitoring of project-specific TDM plans.
The TDM consultant will also conduct the monitoring of TDM efforts through both the ordinance and
program.
Monitoring & Reporting
Monitoring for the program will be coordinated by a city staff member within the Community &
Economic Development Department since implementation of the TDM Ordinance is being led by the
Land Development Engineering Division and the TDM Program is being led by the Economic
Development Division as a service and manner of support to the existing business community.
Community & Economic Development staff will provide updates to City Council annually on TDM efforts
as part of the annual Climate Action Plan report.
Exhibit 2
Transportation Demand Management
Handbook
August 21, 2019
Exhibit 3
(city of
Carlsbad
Carlsbad TDM Handbook
July 2018 | i
Contents
Section 1. Carlsbad TDM Program Overview .................................................................................. 2
Section 2. Carlsbad TDM Ordinance ............................................................................................. 10
Section 3. TDM Business Program ................................................................................................ 30
Section 4. TDM Strategies ............................................................................................................ 36
Section 5. Tools and Resources .................................................................................................... 43
Figures
Figure 1-1 TDM Concept ..................................................................................................................... 3
Figure 1-2 Benefits of TDM ................................................................................................................. 4
Figure 1-3 TDM Program Applicability ................................................................................................ 8
Figure 2-1 Tier 2 & 3 TDM Plan Process............................................................................................ 14
Figure 3-1 TDM Process for Property Managers and Employers ..................................................... 32
Figure 4-1 Strategy Types ................................................................................................................. 36
Figure 4-2 TDM Strategy Components ............................................................................................. 37
Figure 5-1 Campus Bikeshare ........................................................................................................... 44
Figure 5-2 Complimentary Bikeshare for Common Grounds Members. .......................................... 46
Appendices
Glossary of Terms ..................................................................................................................A-1
Employer TDM Menu of Options ............................................................................................ B-1
TDM Plan Templates for Non-Residential Projects .................................................................. C-1
Sample iCommute Employee Commute Survey ...................................................................... D-1
Exhibit 3
A
B
C
D
Carlsbad TDM Handbook
2
1.1 Introduction
In September 2015, the City of Carlsbad adopted a Climate Action Plan (CAP) to promote sustainability in the community and help meet greenhouse gas (GHG) reduction
targets. As automobile emissions contribute significantly to GHG emissions, the CAP
directed the city to adopt a citywide TDM plan (Measure K-1) and TDM ordinance (Measure K-2) to encourage Carlsbad workers and residents to shift from driving alone to traveling by sustainable modes. As Carlsbad becomes an increasingly desirable place for people to live, work, and play, it
is important that the city balance growth and economic opportunity with demand on
roadway and parking infrastructure. The City of Carlsbad Transportation Demand Management (TDM) Program encourages partnerships with local businesses and developers to improve transportation options for workers and residents, reduce traffic congestion, and uphold the city’s commitment to conservation and sustainability. Roughly
speaking, TDM policies and programs encourage people to drive less and walk, bike, ride
transit or carpool more. Along with local and regional initiatives, the TDM Program helps establish a new way of thinking about mobility in Carlsbad worthy of a World Class City. The TDM Handbook is designed to help developers, property managers, and employers participate in the citywide TDM Program and comply with the TDM Ordinance, if
applicable. The handbook outlines best practices for fulfillment of one of two tiers of
compliance:
•Mandatory compliance for non-residential developers who meet or exceedthreshold requirements set in the TDM ordinance
•Voluntary participation in the TDM Business Program
The TDM Handbook provides step-by-step guidance, tools, templates and more to help participants develop successful TDM plans for their properties. The resources provided have been developed specifically for participants in the TDM Ordinance and TDM Business Program.
The TDM Handbook will be updated by the Mobility Department, as needed, to meet the
goals and objectives of the CAP and other city initiatives. Changes to the TDM Ordinance itself will require approval from City Council.
Section 1. Carlsbad TDM Program Overview
Exhibit 3
Carlsbad TDM Handbook
3
1.2 What is TDM?
Transportation Demand Management (TDM) is the concept of using policies, strategies, and programmatic measures to encourage a shift away from single-occupancy vehicle
(SOV) trips toward alternative travel options, such as walking, biking, transit, and ridesharing to reduce excess demand for congested roadways and parking. In other words, TDM efforts try to get people to drive alone less, and instead, walk, bike, ride transit or carpool more. Less driving alone can benefit the individual in many ways by reducing stress, increasing physical activity, and saving money. Cumulatively, it also can allow for a
much more efficient use of road space, thereby reducing congestion, overall vehicle miles traveled (VMT), and greenhouse gas (GHG) emissions.
Figure 1-1 TDM Concept
A robust TDM program incorporates a variety of interventions to promote sustainable choices during the transportation decision-making process. TDM interventions could include new infrastructure and facilities that increase the mobility options available to individuals, marketing and incentive programs that encourage other travel options,
disincentives to make driving less attractive, and travel planning assistance to empower
commuters to make informed decisions. The different types of TDM interventions reinforce one another to create a comprehensive program that supports a range of transportation modes.
Exhibit 3
50 50 50 25 50 10 50 1
people single occupancy people
vehides
carpools people v11npools people bus
iitii itiii iiiii iitii
iiiii iiiii iiiii iiiii iiiii iiiii iiiii iiiii Hiii iiiii itiii iiiii iiiii iiiii iiiii iiiii iiiii iiiii iiiti iiiii Hiti Hiti ttiti ititt Hitt iiiii ttiii iiiii
iiiti iiiii iiiii iiiii iiiii iiiii iiiii iiiii
Carlsbad TDM Handbook
4
1.3 Benefits of Transportation Demand Management
The TDM Program helps the city achieve its sustainability and mobility goals by managing growth and development, mitigating congestion, improving air quality, and increasing
access and connectivity in the transportation network. TDM practices also have many short-term and long-term benefits for Carlsbad workers, businesses, residents and the community.
For examples of the benefits of implementing a TDM Plan at your worksite, please refer to Section 5.3 Case Studies.
Figure 1-2 Benefits of TDM
Exhibit 3
Carlsbad Workers
• Reduced work stress
• Improved morale
• Increased productivity
• Com mute flQXib i I ity and
inoroased affordability
Carlsbad Businesse.s
• Meet CAP Requirement
• Meet LEED & Cal Green
Requirements
• Better productivity and
workplace morale
• Improved employee
health and wellness
Attract talent
• Enhance public image
• Support other
.sustainability goals
Cadsbad Residents
• Access to more and
bettor transportation
options
Less neighbourhood
traffic
• Emphasis on healthy,
acl!ive community
Carlsbad CommUn!ity
• Reduc:e greenhouse
gas em1ss1ons
• Mitigate traffic
congestion
• Preserve open space
• lmprowi air quality
• Bettor aocess and
connecl!ivity
• Support
sustainability goals
Carlsbad TDM Handbook
5
1.4 Alignment with City Goals and Policies
The TDM Program was designed to support city’s goals of being a healthy, sustainable, and multi-modal community for its residents, employees, and visitors. The TDM Program
supports and implements policies set out in several important city planning and policy documents as described below.
The General Plan
The General Plan, adopted September 22, 2015, is the comprehensive and long-range plan for how the city will achieve its vision and goals for the future. Guided by the Carlsbad
Community Vision, it outlines the city’s approach to managing land use, mobility, open
space, noise, public safety, arts and history, economy and business, sustainability, and housing. Two of the key strategies identified in the General Plan are to increase and improve street connectivity and promote livable streets that are walkable and bicycle-friendly.
Livable Streets Guide
The Mobility Element of the General Plan seeks to enhance mobility and connectivity of
the city’s transportation system by integrating transportation and land use planning, promoting multi-modal travel, and incorporating TDM strategies. The Livable Streets Guide (Table 3-1) describes how the city will plan and design the street system to serve people of all ages using all mobility options. It identifies the preferred attributes of various street types found in Carlsbad.
Climate Action Plan
The Climate Action Plan (CAP) lays out a comprehensive, citywide strategy to reduce Carlsbad’s greenhouse gas (GHG) emissions and monitor the city’s progress toward its GHG reduction targets. It includes measures and actions for Carlsbad to help meet statewide reduction targets to 2035. One of these actions, Measure K-2, specifies that the city will enact a TDM Ordinance to reduce single-occupancy vehicle trips among Carlsbad
workers and increase the use of alternative options.
Growth Management Plan/ Local Facilities Management Plans
The City of Carlsbad’s Growth Management Plans allow for population and employment growth while maintaining the right mix of land uses, preserving open space, and maintaining adequate levels of service for existing infrastructure. The Local Facilities
Management Plans help ensure the adequate provision of public facilities and
improvements concurrent with new development in 25 sub-areas within Carlsbad.
Parking Management Plan
The City of Carlsbad’s Parking Management Plan (PMP) presents short-, medium-, and long-term strategies to improve the parking systems in the Carlsbad Village, Barrio, and adjacent beach area. TDM and parking management programs often complement each
other: parking management strategies can be effective ways of reducing drive-alone trips
and TDM strategies have the benefit of reducing demand for parking.
Exhibit 3
Carlsbad TDM Handbook
6
Coastal Mobility Readiness Plan
The goal of the Coastal Mobility Readiness Plan is to prepare Carlsbad to adapt to rapid advances in transportation systems technology. The plan considers how the future of
autonomous vehicles, shared mobility, parking management, and other emerging technologies will influence transportation along the coast and how the city can achieve a better quality of life for residents, employees, and visitors.
Sustainable Mobility Plan
The Sustainable Mobility Plan introduces a Multimodal Level of Service (MMLOS) model
to better manage growth and impacts to city roadway capacity. The MMLOS recognizes
TDM strategies as a way to mitigate traffic from increased vehicles trips. New or planned developments that comply with the TDM Ordinance also satisfy the city’s MMLOS requirements.
1.5 State and Regional Alignment
The TDM Program also reinforces state and regional programs that promote sustainable
development and increased mobility options. By considering the entire development
process – from design, construction, to operation – the TDM Program incorporates the various building standards and mobility strategies to ensure adequate infrastructure and programs are in place to support multi-modal travel. Many of the recommended TDM strategies, for example, also satisfy LEED or CALGreen building standards.
LEED
Leadership in Energy and Environmental Design (LEED), developed by the US Green
Building Council, is the most widely used green building rating system in the world. LEED standards recognize TDM as an effective way to reduce energy consumption and pollution associated with green buildings. TDM strategies can be used to earn credits towards LEED certification.
CALGreen
The California Green Building Standards Code (CALGreen) is the first statewide green
building code in the US. The purpose of the code is to mitigate the negative environmental impact of buildings by encouraging sustainable construction practices. It specifies mandatory measures for non-residential developments that include TDM accommodations for alternative commute modes.
SANDAG 2015 Regional Plan
The San Diego Association of Governments (SANDAG) 2015 Regional Plan outlines
the region’s transportation investment strategy through 2050. As required by Senate Bill 375, the Plan also includes a Sustainable Communities Strategy, which specifies how the region will meet state-mandated targets for greenhouse gas reductions.
Exhibit 3
Carlsbad TDM Handbook
7
SANDAG Regional Mobility Hub Strategy
The SANDAG Regional Mobility Hub Strategy demonstrates how transportation services, amenities, and supporting technologies can work together to make it easier for
communities to access transit and other shared mobility choices. A Mobility Hub Features Catalog and mobility hub prototypes have been developed to guide mobility hub implementation.
SANDAG Smart Growth Design Guidelines
SANDAG’s Smart Growth Design Guidelines provides guidance on how to employ
smart growth principles to design great public places that enhance the quality of life in the
San Diego region. It identifies the appropriate strategies for different “place types”, such as buildings, large developments, and streetscapes.
iCommute Regional TDM Program
iCommute is the TDM program for the San Diego region. Operated by SANDAG, it encourages the use of transportation alternatives by providing commuter assistance, employer services, and support for local jurisdictions in the design and implementation of
customized TDM programs.
1.6 Carlsbad Transportation Administrator
The Carlsbad Transportation Administrator (Carlsbad TA) supports businesses in their efforts to reduce drive-alone trips, assisting with worksite analyses, preparing TDM Plans, conducting commute surveys, and implementing TDM programs to meet mode share targets. The Carlsbad TA is available for consultation regarding TDM processes to help
participants understand how to get the best results out of their TDM plans.
Exhibit 3
Carlsbad TDM Handbook
8
1.7 Who does the TDM Program apply to?
The TDM Program applies to all non-residential developers, property managers, and employers doing business in the City of Carlsbad, both existing and new. There are
mandatory requirements for new non-residential developments that meet certain thresholds and a voluntary business program for all businesses that would like to participate.
•Refer to Section 2.0 Carlsbad TDM Ordinance for information about who theordinance applies to and step-by-step guidance for compliance.
•Refer to Section 3.0 Voluntary TDM Business Program for information about
how to develop a successful TDM plan for your development or worksite.
Figure 1-3 TDM Program Applicability
Exhibit 3
Who are you?
Developer
Property Manager
Employer
Location
Physical location in
Carlsbad
Physical location in
Carlsbad
Yea
No
Carlsbad TDM Handbook
9
1.8 How to Use the Handbook
The TDM Handbook serves as a reference for employers, property managers and developers who must comply with the ordinance or would like to participate in the
voluntary TDM Business Program. The handbook provides tools and resources to help you get started with your program.
Section 1: Carlsbad TDM Program Overview
Defines TDM and its benefits. Introduces the city’s vision and scope of the TDM Program and alignment with local, regional, and state plans and programs. Section 2:
Carlsbad TDM Ordinance
Describes the TDM Ordinance, applicability
requirements, and steps to comply with mandatory requirements.
Section 3: TDM Business Program
Explains how Carlsbad businesses can voluntarily participate in the TDM Program and steps to develop a successful TDM plan.
Section 4: TDM Strategies
Provides an overview of the TDM Menu of Options
Web Tool to help developers and businesses choose the strategies that work best at their site and the concept of complementary TDM strategies.
Section 5: Tools
and Resources
Offers templates and guides to help developers and
businesses analyze their sites and choose the
appropriate TDM strategies. Appendix A: Glossary Provides a glossary of key terms used throughout this document.
Appendix B: TDM Menu of Options Complete list of TDM strategies that may be implemented at a worksite.
Appendix C: TDM Form Templates Templates of forms that are required as part of the TDM Plan process.
Appendix D: Sample iCommute Survey
Sample iCommute Employee Commute Survey used provided by San Diego Association of Governments.
Exhibit 3
Carlsbad TDM Handbook
10
2.1 Purpose of the Ordinance
The City of Carlsbad’s TDM Ordinance is designed to ensure developers, property managers, and employers provide sufficient on-site amenities and services for walking,
biking, ridesharing, and transit to reduce single-occupancy vehicle (SOV) trips among
Carlsbad workers as required by Measure K-2 of the Climate Action Plan Measure (CAP). The city’s primary goal for the TDM Ordinance is to increase alternative (non-SOV) mode share to 40% for new developments and 30% for existing developments by 2035. As a reflection of the city’s commitment to the Carlsbad Community Vision for the
future, the ordinance is consistent with the General Plan, Climate Action Plan (CAP),
and other supporting policies. In addition, the TDM ordinance aligns with many other policy goals to improve quality of life for Carlsbad residents and workers. The TDM ordinance has six supporting objectives:
•Manage growth and development
•Increase access to transportation options and mobility
•Foster a healthy community for Carlsbad residents and workers
•Build inter-agency partnerships and strengthen regional sustainability and mobility
efforts
•Focus on local sub-areas for improvements to align with the Sustainable MobilityPlan
•Promote emerging mobility technologies
The City of Carlsbad has hired a Transportation Administrator (Carlsbad TA) to assist
developers with TDM Ordinance compliance and completion of a plan. Accompanying this
document is a TDM Plan Template to further assist developers in development of the TDM plan.
2.2 Thresholds for Compliance
Proposed non-residential development projects with trip generation estimates of 110 daily
employee trips or more are subject to the transportation demand management (TDM)
ordinance and are required to complete and implement a Developer TDM Plan. A development is any construction type work that creates or remodels areas where employees will work. Renovation work, such as window replacement, electrical upgrades, lighting, painting, etc. is not considered development. Examples of development are:
Section 2. Carlsbad TDM Ordinance
Exhibit 3
Carlsbad TDM Handbook
11
•New building construction
•Building additions
•Tenant improvements to existing building space
•A redevelopment creating a single space/suite hosting one business that creates
110 employee trips
•Creation of outdoor facilities where employees are expected to work, such as
outdoor dining areas, amusement parks, outdoor retail, etc.
Developers proposing projects that do not exceed the trip generation threshold are encouraged to voluntarily include site improvements that will support improved mobility in Carlsbad.
Tiered Requirements
TDM requirements for new developments vary by development type and the expected
average daily employee trips (see Table 2-1 TDM Plan Applicability). All developments that meet the threshold of 110 employee ADT are required to submit a TDM plan using the TDM Plan template for the respective tier (TDM Plan Templates for Non-Residential Projects) and are subject to the same monitoring and reporting schedule described in
section 2.7.
Table 2-1 TDM Plan Applicability
ADT New Development Tenant Improvement
<110 Exempt
110 - 220 Tier 1 Tier 1
221 - 275 Tier 2 Tier 2
>275 Tier 3 Tier 2
Average daily employee trips will be calculated using the employee ADT estimations in Table 2-2. Uses not listed may be subject to special consideration.
Table 2-2 Employee ADT Estimation for Various Commercial Uses
Use Emp ADT for first
1,000 s.f.
Emp ADT/ 1000 s.f.
thereafter1
Office- all uses2 13.0 13.0
Restaurant 11.0 11.0
Retail3 8.0 4.5
Industrial 4.0 3.5
1 Unless otherwise noted, rates estimated from ITE Trip Generation Manual, 10thEdition
2 For all office categories. Calibrated based on typical number of employees/square foot for office uses.
3 Retail uses include shopping center, variety store, supermarket, gyms, pharmacy, etc.
Exhibit 3
Carlsbad TDM Handbook
12
Manufacturing 4.0 3.0
Warehousing 4.0 1.0
For example, a 23,000 s.f. retail development would be estimated to generate 107 trips:
8 trips for the first 1,000 s.f. and 99 for the next 22,000 s.f. (23,000/1,000 * 4.5).
2.3 TDM 1 Requirements and Development Review Process
Tier 1 Requirements
A Tier 1 TDM Plan requires the following plan elements, which are further described in the Tier 1 TDM Plan Template (Appendix C):
•Existing conditions and context
•Agreement to implement the following strategies:
o Designation of a transportation coordinator who will attend at least one
annual citywide program event/meeting.
o Promotion of at least one citywide program per year (if available)
o Distribution of the citywide program flyer to all new hires
•Agreement to adhere to monitoring and reporting requirements as described in
Section 2.7.
Tier 1 Process
The following steps outline the TDM plan process for Tier 1 non-residential projects: 1.After the determination is made that a Tier 1 TDM plan is required, the
Transportation Administrator is available to discuss the project, review the
requirements and assist with completion of the plan.
2.Applicant completes Tier 1 template and prepares supporting documentation.
3. Applicants signs and obtains the transportation coordinator’s signature.
4. Applicant submits template with supporting documentation within 4 weeks of
expecting to occupy the space.
5. Approved plan is required prior to occupancy.
2.4 Tier 2 & 3 Requirements and Development Review Process
Tier 2 Requirements
A Tier 2 TDM plan requires the following plan elements, which are further described in section 2.5.2 and the Tier 2 & 3 TDM Plan Template:
•Existing conditions and context
•Three required strategies yielding 4 points
Exhibit 3
Carlsbad TDM Handbook
13
•A selection of infrastructure improvements and programmatic strategies that add
another 5 points, adding up to a total of 9 points
•Agreement to adhere to monitoring and reporting requirements as described in
Section 2.7.
Tier 3 Requirements
A Tier 3 TDM plan requires the following plan elements which, are further described in section 2.5.3 and the Tier 2 & 3 TDM Plan Template:
•Existing conditions and context
•Three required strategies yielding 4 points
•A selection of infrastructure improvements and programmatic strategies that add
another 14 points, adding up to a total of 18 points.
•Agreement to adhere to monitoring and reporting requirements as described in
Section 2.7.
Tier 2 & 3 Process
The process for Tier 2 & 3 is outlined graphically below. It is organized into two separate
parts:
1.All developments subject to the ordinance must submit Part I: Project Background,
Existing Conditions and Infrastructure TDM Strategies of the TDM plan prior to
building permit issuance.
2. Part II of the TDM Plan consists of non-infrastructure strategies and must be
submitted and approved prior to occupancy. Build-to-suit projects and tenant
improvements may submit Part II along with Part I prior to building permit
issuance.
Exhibit 3
Carlsbad TDM Handbook
14
Figure 2-1 Tier 2 & 3 TDM Plan Process
2.5 Tier 2 & 3 TDM Strategy Selection
Tier 2 and Tier 3 TDM plans require the selection of strategies in addition to the three required ones. This section describes the required strategies and includes a menu of
infrastructure strategies available to fulfill Part I requirements and a menu of non-
infrastructure strategies available to fulfill Part II requirements. Strategies may be selected from both menus, however, Tier 3 developments must achieve a minimum of 6 points through infrastructure strategies. Some strategies contain a range of points. The applicant will work with the TA to
determine the likely effectiveness of the strategy based on the unique attributes of the site
and proposed development. In general, the point value is relative to the level of effort and the applicability of a strategy based on the development context. The menu used during the development approval process remains the pertinent plan for the life of that development and will transfer to the new owner if ownership changes. However,
Exhibit 3
1. Preapplication
Consultation
2. Initiate TDM
Plan
Development
3. Part 1 Plan
Review
4. Pre-Occupancy
Inspection &
Part 2 Plan
Review
5. Monitoring
Build-to-suit or Tenant
Improvement
Does project meet threshold for
ordinance? Yes
Build-to-spec
Does project meet threshold for
ordinance? Yes
Discretionary
Does project meet threshold for
ordinance?
Yes
---,,a,ooo'" ••*, -------------1 -------------J---------
Infrastructure
Part 2: Non-Infrastructure &
Implementation
(may be completed anytime prior
to pre-occupancy inspection)
Building Permit
Occupancy
Ongoing Employee Commute
Survey & Report
every 2 years)
Background & Part 1:
Infrastructure
Update Background, Part 2:
Non-Infrastructure &
Implementation
Occupancy
applicant
deliverable -employer/property owner
deliverable
Background & Part 1:
Infrastructure
Discretionary
Permit
Update Background, Part 2:
Non-Infrastructure &
Implementation
Occupancy
Baseline Employee Commute
Survey & Report
Ongoing Employee Commute
Survey & Report
(every 2 years)
• city approval
Carlsbad TDM Handbook
15
the menu of strategies for new non-residential developments will be reviewed periodically by city staff to adjust point values of TDM measures as necessary or to add new measures.
The revised menu of TDM strategies will only be used for new applications or a property owner may file a TDM plan update application containing revised strategies at any time for review and approval by the city.
2.5.1 Required Strategies
As laid out in Table 2-2 below, required strategies yield 4 points towards the required
number of points.
Table 2-3 Menu of TDM Strategies, Part I: Infrastructure*
Category Name Description Points Required Designated
Transportation
Coordinator (TC)
Designate an on-
site Transportation Coordinator responsible
for ensuring compliance with City of Carlsbad TDM
Plan requirements.
1
New Hire
Transportation
Information
Distribute transportation options information provided
by the citywide program to new hires at the point of
hiring.
1
Citywide TDM
Program
Active participation in the citywide TDM program. 2
Designated Transportation Coordinator (TC) All developments subject to the TDM ordinance are required to designate an on-site transportation coordinator responsible for ensuring that infrastructure is maintained, policies and programs are implemented, and amenities and partnerships are maintained as
described in the approved TDM Plan and otherwise ensuring compliance with City of
Carlsbad TDM Plan requirements. This requirement is indefinite and must be in place prior to issuance of the certificate of occupancy. If a property changes hands or a new property manager is hired, a new TC must be designated. Up-to-date contact information for the TC must be on file with the city for
the life of the building.
Plan Guidance: Provide the name, title and contact information for the TC.
Distribute New Hire Transportation Information All developments subject to the TDM ordinance are required to ensure that transportation options information is distributed to new employees during the hiring and orientation process.
Exhibit 3
Carlsbad TDM Handbook
16
Citywide TDM Program
All developments subject to the TDM ordinance are required to meet with the citywide TDM programs outreach staff on a regular basis (at least annually) and participate in at
least one event held by the citywide TDM program (if available).
2.5.2 Part I: Infrastructure TDM Selections
Applicants may select strategies from both infrastructure and non-infrastructure menus to achieve the required point value. However, infrastructure strategies must be selected and approved prior to building permit issuance (Part I). Additionally, Tier 3 plans must achieve
a minimum of one third of the 18 required points (6 points) through infrastructure strategies
unless otherwise agreed upon with city staff. The developer will work with the TA to determine infrastructure strategies and infrastructure-related policies applicable to the site. Once the infrastructure strategies have been selected, the developer is expected to commit to the agreed upon strategies. However,
additional infrastructure strategies may be added before site occupancy if the required
points cannot be met with non-infrastructure-based (Part II) strategies. Points not earned through infrastructure strategies will be expected to be earned in Part II. Review Part II strategies to ensure that the appropriate infrastructure is selected to support desired amenities or programs.
In the case of a tenant improvement, if the tenant has access to any infrastructure amenities listed in Table 2-4, the tenant can claim that amenity in their plan unless that amenity does not meet minimum standards or is, on average, fully utilized, such as two carpool spaces that are both occupied on most weekdays. The capacity of an existing infrastructure
amenity will need to be evaluated at the time the strategy is proposed.
A formal site visit (pre-occupancy inspection) will be scheduled to confirm that infrastructure improvements have been completed and located as agreed upon in the TDM Plan prior to occupancy. The following table provides high level descriptions of the strategies and the point value.
The section following provides additional details on each strategy.
Table 2-4 Menu of TDM Strategies, Part I: Infrastructure*
Category Name Description Points Infrastructure Secure Bike
Parking
Provide a secure, weather-protected bike cage or bike
room for employees consistent.
1
Public Bike Racks Provide public bike racks near the building entrances
for all cyclists, including retail customers and visitors.
1
Bicycle Repair
Station
Provide on-site tools and space for bicycle repair. Bike
repair stations should include repair stands, air pumps,
and other tools and resources necessary to quickly
repair a bike.
1
Micromobility
Parking
Reserve space for parking micromobility devices, e.g.,
dockless bike share, e-bikes, e-scooters, and docked
bike share.
1
Exhibit 3
Carlsbad TDM Handbook
17
Transit Shelter
Additions or
Improvements
Add or improve transit stops by adding shelters,
providing seating and ensuring that they are easily
accessible from building entrances.
1
Preferential
Parking for
Car/Vanpools
Provide preferential parking for car and vanpool
vehicles that is close to the building entrance, covered,
or otherwise preferable.
1-2
Parking Spaces
for Car Share
Vehicles
Provide preferential parking for car share vehicles that
is close to the building entrance, covered, or otherwise
preferable.
1
End of Trip
Facilities
Provide shower and changing rooms for employees
who use active transportation to get to work.
1
On-site
Amenities
Provide access to on-site amenities such as on-site
childcare, restaurants and shops, wellness centers, and
other employee convenience services that reduce the
need to drive for errands during the work day.
1-2
Bicycle and
Pedestrian
Connections
Improve pedestrian and bicycle connectivity. Applicant
should provide access to direct routes from public
sidewalk to each building in the project.
1
Passenger
Loading Zone
Provide signed passenger loading curb
space for shuttle, microtransit, and/or ride-hailing pick-
up/drop off.
1
Innovation Any other physical site-improvement at the worksite to
reduce single-occupancy vehicles will be considered.
1-5
*If a strategy is contingent upon a partnership with a third party for implementation and the company becomes defunct, the product becomes obsolete or otherwise unusable, the developer should work with the TA to identify a suitable alternative. Infrastructure-based strategies included in Table 2-4 are discussed in further detail below. Each strategy description also contains plan guidance describing plan requirements.
Secure Bike Parking
This category includes bike lockers or a secure, weather-protected bike cage or bike room for long-term parking for employees. The minimum number of secure bike parking spaces
to be included vary by use and should be rounded up (i.e. a 12,500 s.f. office development would require a minimum of 3 secure spaces):
• Office: 1 per 5,000 s.f. of space (minimum of 2)
• Restaurant: 1 per 5,000 s.f. of space (minimum of 2)
• Retail: 1 per 15,000 s.f. of space (minimum of 2)
• Industrial/Manufacturing: 1 per 15,000 s.f. of space (minimum of 2)
• Warehousing: 1 per 25,000 s.f. of space (minimum of 2)
Plan Guidance: Indicate the number of long-term bike parking spaces to be provided, how
they will be accessed and where they will be located on the project site. If practical, include location on the site map.
Exhibit 3
Carlsbad TDM Handbook
18
Public Bike Parking
Provide public bike racks near the building entrances for all bicyclists, including retail customers and visitors. The number of required spaces depends on whether secure bike
parking is provided as well:
• If secure bike parking is provided to employees, the required number is that listed under public bike parking in Table 2-5.
• If no secure bike parking is provided to employees, the required number includes
both the number listed for employee bike parking plus the number listed for public bike parking in Table 2-5.
Table 2-5 Bike Parking Requirements
Use Employee Bike Parking Public Bike Parking
Office 1 per 5,000 sf of space (min of 2) 1 per 20 parking spaces* (min of 2)
Restaurant 1 per 5,000 sf of space (min of 2) 1 per 10 parking spaces* (min of 2)
Retail 1 per 15,000 sf of space (min of 2) 1 per 10 parking spaces* (min of 2)
Industrial/
Manufacturing 1 per 15,000 sf of space (min of 2) 1 per 20 parking spaces* (min of 2)
Warehousing 1 per 25,000 sf of space (min of 2) 1 per 20 parking spaces* (min of 2)
*planned or existing Bike racks should follow the bike rack and installation guidance laid out in “Essentials of
Bike Parking”4 published by the Association of Pedestrian and Bicycle Professionals
(APBP). Note that any bike racks proposed on public right-of-way require approval by the City of Carlsbad. Plan Guidance: Indicate the number of short-term and the type of bike rack to be provided
and where they will be located on the project site. If practical, include location on the site
map.
Bicycle Repair Station Provide on-site tools and space for bicycle repair. Bike repair stations should include repair stands, air pumps, and other tools and resources necessary to quickly repair a bike. Plan Guidance: Describe what items will be included in the bicycle repair station and
where it will be located within the project site.
Micromobility Parking
Reserve space for parking micromobility devices. This includes dockless and docked shared use bikes, scooters, and similar services. The space must: (1) be publicly accessible 24-hours per day; (2) be provided for free to one or more micromobility service providers; (3) provide electricity (actual cost plus a reasonable administrative fee may be charged
back to service providers); (4) provide adequate space to allow for the simultaneous storage
4 Essentials of Bike Parking Revision 1.0, September 2015, Association of Pedestrian and Bicycle Professionals (APBP).
Exhibit 3
Carlsbad TDM Handbook
19
of four or more bicycles (this requirement does not preclude the storage of non-bicycle mobility devices); and (5) be in a location that is visible from adjacent sidewalks and has
convenient access to building entrances. If space is set aside for micromobility devices but not utilized by micromobility devices/services, bicycle racks must be installed until a need/desire for the parking of micromobility devices exists. Only applicable if the development is located in a service area of at least one micromobility service or is provided in conjunction with providing shared bikes, scooters or similar vehicles to employees.
Plan Guidance: Indicate where micromobility parking space (or interim bike racks) will be
located on the project site. If practical, include location on the site map.
Transit Shelter Additions or Improvements Add or improve transit stops by adding shelters, providing seating and ensuring that they are easily accessible from building entrances. Plan Guidance: Describe the location of transit stops and what types of
additions/improvements are being proposed.
Preferential Parking for Car/Vanpools Provide preferential parking for car and vanpool vehicles that is close to the building entrance, covered, or otherwise preferable. Building owners must have an enforcement policy in place to assure the spaces are used only by carpoolers and vanpoolers. Up to five percent of total parking spaces must be available for carpool/vanpool parking. The number
of spaces designated can fluctuate based on demand, but at no point can be less than one. If the number of assigned spaces is less than 5 percent of total spaces the property manager must notify tenants of the availability of additional spaces at least twice per year. Maximum points will be awarded when ride-matching services are provided along with preferential parking for car/vanpools.
Plan Guidance: Indicate the number of carpool and vanpool reserved spaces to be
provided and where they will be located on the project site. The initial number of carpool/vanpool parking spaces should reflect 5 percent of total parking spaces.
Parking Spaces for Car Share Vehicles
Provide preferential parking for car share vehicles that is close to the building entrance, covered, or otherwise preferable. This strategy requires being in the service area of a free-
floating carshare provider, contracting with a traditional carshare provider or providing a shared vehicle to tenants. Plan Guidance: Indicate the number of reserved spaces to be provided for car share vehicles and where they will be located on the project site.
End of Trip Facilities
Employers should provide shower and changing rooms for employees who use active
transportation to get to work.
Plan Guidance: Indicate the number of showers and changing rooms and where they will be located on the site/building plan.
Exhibit 3
Carlsbad TDM Handbook
20
On-Site Amenities
Provide access to on-site amenities such as on-site childcare, restaurants and shops, wellness centers, and other employee convenience services that reduce the need to drive for
errands during the work day.
Discuss the on-site amenities that will be located at the development and explain how these
offerings will mitigate trips rather than serve as trip-generators. Discuss discounts available to tenants if applicable. Provide a map showing the location of these amenities.
Bicycle and Pedestrian Connections
Developers should improve pedestrian and bicycle connectivity consistent with the city’s
bicycle and pedestrian master plans and trails master planning efforts. Developer should
provide pathways that are a minimum of 10 feet in width that allow pedestrians and cyclists to connect from adjacent roadways, bike lanes and sidewalks to the main entrance of a building(s). Most applicable for large campus developments. Plan Guidance: Provide a map showing proposed pedestrian and bicycle infrastructure
and connections to existing facilities.
Passenger Loading Zone
Provide signed passenger loading space on the property for passenger drop off that includes shuttle, microtransit, and/or ride-hailing pick-up/drop off. Plan Guidance: Describe location of and denote loading zone on building/site plan.
Innovation (Infrastructure-Based)
Any other physical site-improvement at the worksite with the purpose to reduce single-
occupancy vehicles will be considered. Improvements that have been implemented successfully at other developments, including other geographies, are encouraged. Plan Guidance: Work with the TA to define a strategy and determine point value.
2.5.3 Part II: Non-Infrastructure TDM Selections
Table 2-5 contains a menu of non-infrastructure-based TDM Strategies. Those include
programs, policies, partnerships and site-amenities that help reduce single-occupancy trips to the site. The developer will work with the TA to determine strategies applicable to the site. It is expected that Part II will contain a sufficient number of strategies to earn the remaining required points not earned through infrastructure strategies. Tier 2 plans must
achieve a total of 9 points and Tier 3 plans a total of 18 points is required from Part I and
Part II combined. A thorough understanding of the existing conditions and anticipated workforce, as outlined in Part I should inform the selection of Part II strategies. The strategies in Table 2-6, the non-infrastructure menu, and discussed in detail in the next section are organized into the following categories: required, amenities, policies,
developer/employer programs, employer programs, partnerships and innovation. A well-
rounded, effective and sustainable TDM plan should include complementary strategies from multiple categories.
Exhibit 3
Carlsbad TDM Handbook
21
Table 2-6 Menu of TDM Strategies, Part II: Non-Infrastructure*
Category Name Description Points Amenities Car Share Vehicles Provide car share vehicle(s) or provide a
vehicle that will be shared amongst at the
worksite.
1-3
Micromobility Service
Credits
Provide credits to building occupants for the
use of micromobility services.
1-2
Real-Time Travel
Information Screens
Provide displays in key locations in
developments which display real-time
information about bus services.
1
Mobile On-site
Amenities
Provide access to on-site amenities such as:
food trucks, mobile bike repair services, and
mobile hair salons that reduce the need to
drive for errands during the work day.
1 Policies TDM in Leases and
Purchase Agreements
Establish requirements in leases and unit
purchase agreements that bind tenants to
provide TDM services.
1-5
Non-standard Vehicle
Policies
Establish policies and associated lease
language and site signage to manage parking
for non-traditional vehicles such as
micromobility/bicycles/etc.
1-3 Developer/Employer Programs Mobility Services
Incentives Budget
Establish and spend budget to subsidize
alternative travel modes. Examples include
providing monthly transit passes to
employees, reimbursing a monthly vanpool
cost or paying a monthly bicycle benefit.
1-10
Marketing and
Outreach
Implement a marketing and outreach
component to educate commuters about the transportation programs and services
available to them and to encourage
sustainable travel choices.
1-4
Ride-matching
Services
Develop an internal ride-matching program
or utilize existing ride-matching platform
such as Waze.
1
GRH Services Develop an internal guaranteed ride home
program or utilize SANDAG’s GRH program.
1 Employer Programs Telework Program Implement a formal telework program that
allows eligible employees to work from home
at least one day per week.
1-5
Flexible/Alternative
Work Schedules
Implement flexible work schedules and/or
alternative work schedules that allow
employees to work longer hours and fewer
days during a week or two-week period.
1-3
Alternative
Transportation
Incentive
Offer cash payments to employees who do
not drive alone.
1-10
Exhibit 3
Carlsbad TDM Handbook
22
Category Name Description Points
Commuter Tax
Benefits
Offer pre-tax commute benefits to
employees allowing them to pay for
qualifying commute expenses with pre-tax
funds.
1
Customized Travel
Plans
Provide customized travel plans to
employees along with programs and
incentives that may be available to them.
1
Establish and Maintain
Partnerships with
Area Businesses
Create and implement TDM cost sharing
partnerships with area businesses to address
shared trip mitigation resources and efforts.
1-5
Establish and Maintain
Partnerships with
Private Vendors
Create and implement partnerships with
private vendors that create measurable
levels of local service delivery of things such
as car-sharing, micro-mobility, dynamic
ridesharing, and other services as deemed
appropriate from above.
1-3 Innovation Innovation Any other strategies to reduce single-
occupancy trips to the worksite will be
considered. Strategies that have been
implemented successfully at other
developments, including other geographies,
are encouraged.
1-5
*If a strategy is contingent upon a partnership with a third party for implementation and the company becomes defunct, the product becomes obsolete or otherwise unusable, the developer should work with the TA to identify a suitable alternative. Descriptions of non-infrastructure-based strategies are listed below. Applicants should follow plan guidance for all included strategies.
Amenities
For the purpose of this plan, an amenity is defined as a featured product or service that is provided to tenants/employees to reduce the need to drive to work or to facilitate transit or active transportation use. The amenity should be marketed clearly as such and highly visible at the site.
Car Share Vehicles
Work with third party vendors to procure car share vehicle(s) or provide a vehicle that will
be shared at the worksite. Should be offered in conjunction with Parking for Carshare Vehicles under Part 1: Infrastructure TDM Selections. Plan Guidance: Identify the number of car share vehicles that will be provided on-site and if these vehicles will be provided by an existing car share operator or by the
Exhibit 3
Carlsbad TDM Handbook
23
employer/property owner. Indicate whether membership will be fully or partially subsidized for employees/tenants. Indicate the number of reserved spaces to be provided
for car share vehicles and where they will be located on the project site.
Micromobility Service Credits Provide credits to building occupants for the use of micromobility services available at your site. The credits should be available for services that are available at or within ¼-mile of the development. Credits can cover the cost of annual/monthly/daily memberships, per minute/hour usage fees, etc. The value of credits provided must be equal to or greater than
approximately $10 per building occupant in 2019 dollars adjusted for inflation based on the Consumer Price Index published by the Bureau of Labor Statistics. Twenty-five percent of the unused service credits may be rolled over to the subsequent year. The type and specific value of individual credits can vary from year to year so long as the total value of all credits offered is equal to or greater than the minimum requirement. The availability of credits
must be marketed to tenants annually via email, posters, or other methods likely to be seen/read by most or all tenants. Plan Guidance: Describe the micromobility service that will be available for use by employees/tenants and the level of service credits/subsidy. Indicate if all employees/tenants will have access to the service credits and how the program will be administered.
Real-Time Travel Information
Provide displays in key locations in developments that display real-time information about travel options. This can include arrival and departure times of area transit services, the location of nearby micromobility devices, carshare vehicles, and other travel options. Plan Guidance: Describe the proposed location of the resources and any other relevant information (i.e., range of the WiFi hotspot, location of real-time travel information
screens).
Mobile On-site Amenities Provide access to mobile on-site amenities such as: food trucks, mobile bike repair services, and mobile hair salons that reduce the need to drive for errands during the work day. Plan Guidance: Discuss the mobile on-site amenities that will be located at the
development and explain how these offerings will mitigate trips rather than serve as trip-
generators. Discuss discounts available to tenants. Provide a map showing the location of these amenities if applicable and discuss agreements between vendors and schedules.
Policies
Building owners and employers can reduce travel demand through policies at their
workplace. Policies such as shared parking and unbundling the cost of parking from lease
agreements also reduce the developer’s costs. Additional policies can ensure TDM will continue through the life of the project and support rapidly changing technologies, for example.
Exhibit 3
Carlsbad TDM Handbook
24
TDM in Leases and Purchase Agreements
Establish requirements in leases and unit purchase agreements that bind tenants to provide key TDM supporting roles such as TC contacts for each tenant and annual TDM TC
training.
Plan Guidance: Provide language that will be included in the lease that will allow for
TDM supporting roles.
Non-Standard Vehicle Policies
Establish policies, associated language and site signage to manage parking for non-traditional vehicles such as micro-mobility/bicycles/etc. that supports and encourages
flexibility in tenant agreements. If parking is only available on a non-daily basis, either free
or at a cost, allow daily parking by individuals that typically don’t drive alone to work.
Plan Guidance: Describe the site’s non-traditional vehicle management plan. This strategy may be implemented with the micromobility parking infrastructure strategy.
Programs
The programs discussed below increase alternative mode share by increasing the number of
people taking transit, vanpooling or biking to work. These programs should be implemented once the development is occupied. The applicability of these programs to the worksite will depend on the site location and existing or anticipated workforce.
Mobility Services Incentives Budget
Establish a budget to subsidize alternative travel modes. Examples include providing monthly transit passes to employees, reimbursing a monthly vanpool cost or paying a
monthly bicycle benefit. The minimum budget per person must be equal to the monthly cost of a transit pass. The developer is required to spend at least 75 percent of the budget each year and submit receipts annually to the city. Twenty-five percent of the budget may be rolled over to the subsequent year. The specific value of budget can vary from year to year so long as the total value of incentives offered is equal to or greater than the minimum
requirement. This program must be marketed to tenants annually via email, posters, or other methods likely to be seen/read by most or all tenants. Points will be awarded based on the number of employees eligible for an annual subsidy. In general, points awarded will be equal to half the percentage of employees eligible for the annual subsidy. Plan Guidance: Include details of program including how the program will be
administered. Indicate the total annual budget, describe what percentage of the workforce
will be eligible to participate, how the program will be marketed and how participation will be monitored.
Ride-matching Services
Develop an internal ride-matching program or utilize an existing ride-matching platform such as Waze. Ideally offered in conjunction with Preferential Parking for Car/Vanpools
available in Part 1: Infrastructure Selections.
Plan Guidance: Developer should discuss plans to create an internal ride-matching program. At a minimum, developer will promote existing ride-matching platform such as Waze.
Exhibit 3
Carlsbad TDM Handbook
25
Guaranteed Ride Home (GRH) Services
Develop an internal guaranteed ride home program or utilize an existing GRH program. Plan Guidance: Developer should discuss plans to create an internal GRH program. At a
minimum, developer will promote existing services, such as SANDAG’s iCommute.
Marketing and Outreach A TDM plan should include a marketing and outreach component to educate commuters about the transportation programs and services available to them and to encourage sustainable travel choices. Plan Guidance: Include details of marketing and outreach efforts such as:
o A community website/page that can be used by employees, and visitors to learn
about the transportation services and options available when traveling to, from, or
within the site
o A printed community map that shows area businesses, parks, community centers,
transit routes/stops, bike paths/routes, and a scale based on travel time rather than
distance
o A printed community transportation brochure that explains travel options and
provides resources for traveling sustainably
o An annual event for employees where they can learn about their travel options and
interact with their neighbors and fellow employees, e.g., barbeques, food truck
events, and movie nights
o On-going outreach events at employment locations to educate employees about
their travel options and encourage them to commute using sustainable travel modes
o Transportation kiosks located in heavily trafficked locations that include the
community map, transportation brochure, and other transportation resources such
as bus timetables
Employer Programs
Employer programs are applicable if the employer is the developer/property owner or is undergoing a tenant improvement requiring a building permit.
Telework Program Implement a formal telework program that allows eligible employees to work from home at least one day per week. Points will be awarded based on estimated trip reduction calculated by multiplying the expected trip reduction per person with the percentage of employees
expected to participate. For example, 40 percent of employees teleworking one day per week (a 20 percent reduction) would yield an overall estimated trip reduction of 8 percent and two points. A minimum trip reduction of 4 percent is required to gain a point.
• 4% trip reduction = 1 point
• 5-8% trip reduction = 2 points
• 9-12% trip reduction = 3 points
• 13-16% trip reduction = 4 points
• 17% trip reduction or more = 5 points
Exhibit 3
Carlsbad TDM Handbook
26
Plan Guidance: Include information about the program, such as the infrastructure and policies that will be available to support teleworking, the anticipated percentage of
employees that will be eligible and the anticipated number of days employees can telework
per week or month
Flexible/Alternative Work Schedules Implement a flexible or alternative work schedule program that allows eligible employees to vary their arrival and departure time and/or work a compressed work schedule, such as four 10-hour days per week or 80 hours in nine days every two weeks.
Plan Guidance: Include information about the program, such as the anticipated percentage
of employees that will be eligible and any limits or guidance on the arrangements that are acceptable.
Alternative Transportation Incentive
Offer cash payments in exchange for employees choosing an alternative transportation mode. This differs from the subsidies described in the mobility services incentives budget,
because it does not tie the incentive amount to the cost of commuting. It can be offered in addition to transit pass or similar subsidies but is often offered instead as a stand-alone program. It can be offered on a monthly or daily basis and will require some way of verifying that employees are not driving alone to work. Plan Guidance: Include details of program including how the program will be
administered. Indicate the total annual budget, describe what percentage of the workforce
will be eligible to participate, how the program will be marketed and how participation will be monitored.
Commuter Tax Benefits
Employers have the ability to offer pre-tax commute benefits to employees. Section 1.132-9 of the IRS code allow employees to use up to an annual limit ($265 in 2019) per month in
pre-tax money to pay for their parking, transit and vanpool fares. The tax benefit program can be administered in-house or through a payroll service provider. There are several companies that specifically provide transportation benefit payroll services.
Plan Guidance: Include how the program will be marketed to employees.
Customized Travel Plans
Provide customized travel plans to employees based on their home location, work hours and related factors along with programs and incentives that may be available to them.
Plan Guidance: Identify department/position that will be responsible for implementation.
Partnerships
Partnerships are an effective way to leverage resources to achieve TDM benefits. Partnerships with neighboring businesses can reduce trip mitigation costs to the developer
and partnerships with private vendors can provide products and services that reduce the
need to drive alone to the worksite.
Exhibit 3
Carlsbad TDM Handbook
27
Establish and Maintain Partnerships with Area Businesses
Create and implement TDM cost sharing partnerships with area businesses to address shared trip mitigation resources and efforts.
Plan Guidance: Identify partner business(es) or entities and the TDM resource(s) that will
be provided through the partnership.
Establish and Maintain Partnerships with Private Vendors Create and implement partnerships with private vendors that create measurable levels of local service delivery of things such as car-sharing, micro-mobility, dynamic ridesharing, shuttles and other services as deemed appropriate from above.
Plan Guidance: Work the TA to define strategies and discuss the ability of the strategy to
reduce single-occupancy trips to the site.
Innovation
Any other strategies to reduce single-occupancy trips to the worksite will be considered. Strategies that have been implemented successfully at other developments, including other geographies, are encouraged.
Plan Guidance: Work with the TA to define strategies and discuss the ability of the strategy
to reduce single-occupancy trips to the site.
2.6 Implementation
New Developments: Final TDM plans for new developments will be recorded as a covenant or deed restriction for the property to ensure that TDM programs are implemented and maintained over time, even when ownership or property management change. In order
to ensure that TDM strategies continue throughout the life of the project, requirements should be incorporated into Covenants, Conditions and Restrictions (CC&R) of the property and into tenant lease agreements. Language incorporated as part of a CC&R should ensure that the property, in addition to all existing and future owners and occupants, is subject to the TDM plan requirements. It should also clarify any obligation to fund and
implement the programs, to adhere to reporting requirements, and to be subject to penalty if targets are not met. Tenant Improvements: Infrastructure strategies included in a tenant improvement plan are exempt from this requirement. However, the owner/tenant will need to acknowledge in the
TDM plan that any site infrastructure included in the plan cannot be changed without approval from the city. Plan Guidance: Developer agrees to inform the city of a sale and provide contact information for a new owner to ensure that the plan will continue throughout the life of the project.
2.7 Monitoring and Reporting
All development projects that are subject to a TDM plan are required to begin to monitor the alternative mode share of commute trips to the site through employee surveys within 12 months of reaching 75 percent occupancy or within 18 months of initial occupancy,
Exhibit 3
Carlsbad TDM Handbook
28
whichever occurs first. Developments with multiple buildings or phases are required to conduct employee surveys within 12 months of reaching 75 percent occupancy of the first
building or within 18 months of initial occupancy of the first building, whichever occurs first. The city will provide a survey template and specific instructions to facilitate and standardize data collection and reporting. The developer or designated transportation coordinator agrees to distribute commute surveys to employees every two years following
the baseline survey conducted within 12 months of occupancy reaching 75 percent or within 18 months of initial occupancy, whichever occurs first. Alternatively, leases may stipulate that the employer tenant(s) will administer employee commute surveys on the same schedule. All employee commute surveys should achieve a minimum confidence interval of 5 percent
at the 95 percent confidence level, or a 40 percent response rate, whichever number is higher. The survey shall be conducted in the spring (mid-April to mid-May) or in the fall (mid-September to mid-October), with subsequent surveys conducted during the same reporting period. Along with survey results, the applicant shall submit a status report of non-infrastructure TDM strategies specified in the plan. The report shall be submitted to
the city within one month of the conclusion of the reporting period. To ensure that a site will achieve the 2035 alternative mode share goal, interim goals were created. Table 2-7 Alternative Transportation Mode Share Goals shows the current, interim and final alternative mode share goals for both new developments and existing buildings/tenant improvements. The developer is not expected to achieve mode share goals
by the time the baseline survey is conducted, but is expected to meet the respective mode share goals of the period in which future reporting falls. For example, a new development that reaches 75 percent occupancy in 2021 will conduct its baseline survey by 2022. The first follow up survey, due in 2024, is expected to reach a 25 percent alternative mode share. The next two surveys, due in 2026 and 2028 will require an alternative mode share
of 30 percent. The following two surveys in 2032 and 2034 will require an alternative mode share of 35 percent and the 2036 survey will need to show a 40 percent alternative mode share for the development to be in compliance.
Table 2-7 Alternative Transportation Mode Share Goals
Period in which Reporting Falls Alternative Mode Share Goals New Developments Existing Buildings/Tenant Improvements Present till 2025 25% 24%
2025 - 2029 30% 26%
2030 - 2034 35% 28% 2035 on 40% 30%
Exhibit 3
Carlsbad TDM Handbook
29
Enforcement
Developments that fail to reach the mode share goal, will be asked to submit an amended TDM plan. Repeated failure may trigger additional requirement by the TA or enforcement
actions. Failure to participate in the monitoring and reporting will result in code compliance actions.
Exhibit 3
Carlsbad TDM Handbook
30
The City of Carlsbad has developed a voluntary program to help employers and property managers integrate TDM strategies into their business operations. The Business Program
supports Measure K-1 of the Climate Action Plan, which requires the adoption of a
citywide TDM plan. This section provides best practice guidance to instruct employers and property managers on how to develop successful TDM plans at their worksites and contribute to the proliferation such plans throughout the city.
Businesses are strongly encouraged to participate in the Voluntary TDM program. In
addition to the health, productivity, and other benefits to TDM programming, the city offers the following incentives to businesses who participate:
• Eligibility for iCommute Diamond Awards
• Feature in community economic developments newsletter
• Support for commuter program development from the Carlsbad TA
3.1 TDM Process for Employers and Property Managers
Employers and property managers wish to participate in the TDM Business Program are encouraged to implement a TDM program at their work site(s). Employers and property
managers are encouraged to contact the Carlsbad TA if they have any questions or need clarification.
Recommended TDM Participation
Designate an on-site Employee Transportation Coordinator (ETC)
Consult with the Carlsbad TA
Conduct a Commuter Survey (within three months of notification for the
baseline survey and every 12-24 months thereafter, as agreed with City)
Prepare and submit a TDM Plan to the city for approval (within three months of
conducting the survey and updated every 12-24 months, as agreed upon with the
city)
Demonstrate a Good Faith Effort (GFE) to meet an established mode share
target
Implement any number and combination of strategies from the TDM Menu of
Options to meet mode share target
Section 3. TDM Business Program
Exhibit 3
Carlsbad TDM Handbook
31
Exhibit 3
Carlsbad TDM Handbook
32
Figure 3-1 TDM Process for Property Managers and Employers
Step Description Timeline
Notification Employers and property managers interested in participating in the TDM program should notify the city.
As soon as possible
Consultation Employers and property managers schedule a
complimentary consultation with the Carlsbad TA.
The goals of the consultation are to:
• identify an Employee Transportation Coordinator (ETC) who will serve as the primary contact with respect to TDM compliance
• understand the city’s TDM Plan process
• establish the worksite’s mode share target
• initiate the worksite analysis and commute survey process.
Within 30
days of
notification
Commuter
Survey
Employers and property managers should complete a baseline commute survey within three (3) months of notifying the city. Participants are encouraged to conduct follow-up surveys every 12-24 months via the iCommute Employee Commute Survey, in consultation with the
Carlsbad TA, to support ongoing business practices and understand employee commute needs.
Within 3
months of notice
Exhibit 3
N•otification
• Notify city regarding
interest in participating
in the voluntary program
Consuhation
• Consult with Carlsbad
TA to understand
TOM best practices
• Conduct Worksite
Analysis
Commuter Survey
• Baseline survey within
three months of
notification
• Follow up survey
every 12-36 months
IDM Pla.n
• Submit TDM Plan to city
Carlsbad TDM Handbook
33
Step Description Timeline TDM Plan Following the commute survey, employers and
property managers should consult with the Carlsbad TA to develop TDM Plan (Appendix C). The TDM Plan should be updated within three (3) months of any follow-on surveys. The TDM Plan should be updated every two years
following the commute survey.
Within 3
months of survey
Employee Transportation Coordinator (ETC)
An ETC acts as the primary contact for employees for transportation-related programs and services, such as transit options, available rideshare and active transportation amenities, and commuter programs and events. ETCs are also responsible for implementing the TDM Business Program and communicating important information from the city or Carlsbad TA
to employees.
Mode Share Target
The CAP establishes community-wide mode share targets for existing and new businesses in Carlsbad by 2035. Alternative mode share refers to the percentage of non-single occupant trips made during the peak hours by carpool, public transit, biking, walking, and telework. The CAP mode share targets are shown below. The city’s primary goal is to
reach a 30 percent alternative or non-SOV mode share citywide. To achieve this, a roughly 10 percent reduction in SOV trips is required. Suggested targets for new and existing businesses are presented below in Table 3-1.
Table 3-1 Suggested Mode Share Targets for Voluntary TDM Program
Alternative Mode Share SOV Mode Share
Existing businesses (as of January 1, 2019) 30% or more 70% or less
New businesses (as of January 1, 2019) 40% or more 60% or less
Exhibit 3
Carlsbad TDM Handbook
34
Worksite Analysis
A preliminary worksite analysis helps property managers and employers better understand employee commute patterns and barriers to behavior change. The worksite analysis is an
informal process led by the Carlsbad TA and helps to assess:
• Access to the site via transit, walking, and biking
• On-site commuter amenities
• Parking incentives and disincentives
• On-site pedestrian and bicycle facilities
• Telework and flexible work options
• Other amenities
See Appendix C for a Worksite Analysis template
Commute Survey
The baseline commute survey should be completed within three (3) months of receiving a
notification letter and prior to the development and submission of the TDM Plan to the city
for project approval. Follow-up surveys should be conducted every 12-24 months thereafter. The baseline survey must be carried out using the iCommute Employee Commute Survey and should be administered by the ETC. It should poll employees on when and how they commute to work during a typical, five-day work week. It should
capture all modes taken by employees during their commute, their home zip codes, and
work schedule. The data gathered from the survey will form the basis for the TDM Plan since it will provide the current mode share and how much trip reduction must occur to meet the work site’s target mode share. When conducting a commute survey, the participation rate must be statistically significant
to within +/- 5%. The iCommute survey participation calculator can be used to determine
the exact number of required responses. After completion of the survey, the Carlsbad TA will create a survey analysis report indicating the current mode share and identifying new opportunities for TDM programming.
See Appendix D for a sample iCommute Commute Survey.
Exhibit 3
Carlsbad TDM Handbook
35
TDM Plan
Once the commute survey has been conducted and analyzed, the next step is to create and submit a TDM Plan. The ETC may choose any number of TDM strategies to implement
from the TDM Menu of Options (Appendix B) or others deemed reasonable by the Carlsbad TA. The chosen strategies should be informed by the informal worksite analysis and commute survey, and include a reasonable justification for selecting the chosen TDM strategies. Consultation with the Carlsbad TA is recommended for assistance with selecting the TDM strategies.
TDM Plans should be submitted using the city’s preferred template (Appendix C). The TDM Plan should include:
Preliminary worksite analysis
Map of worksite
Mode share and mode share target
Description of TDM strategies and brief description of why they were chosen for their worksite
Commuter survey results (as appendix)
See Appendix C for TDM Plan and Worksite Analysis Templates.
3.2 Citywide Monitoring
The Carlsbad TA will be responsible for monitoring the city’s overall progress toward its goals and targets. The city will conduct a citywide commute survey every three (3) years to assess its progress toward citywide targets and gauge participation in TDM programs.
3.3 Good Faith Effort (GFE)
A good faith effort to work toward the established targets is recommended:
What is required for Good Faith Effort?
• Participant has submitted required TDM documents as applicable.
• Participant has consulted with the Carlsbad TA regarding TDM strategies at their worksite.
• Participant has submitted a TDM Checklist or TDM Plan for city approval with a
reasonable number and assortment of TDM strategies consistent with worksite
conditions.
Exhibit 3
Carlsbad TDM Handbook
36
4.1 Menu of Options
The TDM Menu of Options is designed to assist developers, property managers, and employers select the TDM measures that will be implemented at their worksites. These
strategies have been proven effective in promoting alternative modes of transportation and
reducing SOV trips and will form the foundation of a worksite’s TDM program. Please refer to Appendix B for the complete TDM Menu of Options.
Figure 4-1 Strategy Types
Information/Education
Educating people about their mobility options and how to travel by an alternative mode of transportation.
Infrastructure/Amenities
Improvements or additions to building infrastructure that
support alternative commute modes.
Incentives/Rewards
Incentives for commuting by alternative modes to encourage mode shift.
Shared Mobility Services Services that allow for short-term use of shared cars or bikes
Personalized Travel Planning The provision of information and resources to help employees plan their trips and try new commute options.
Parking Management Managing the supply and demand of parking to discourage SOV trips.
Marketing & Outreach
Marketing TDM programs and services to remind
employees of their mobility options and disseminate important transportation-related information
Section 4. TDM Strategies
Exhibit 3
Carlsbad TDM Handbook
37
To help users quickly navigate the list of TDM measures, the menu is organized by strategy type (see Figure 4-2) with links to similar measures based on transportation options,
strategy types, and implementation guidelines. For each strategy, a definition, pictures of real world examples, and other complementary strategies are provided to help businesses understand whether the strategy is right for their worksite. Where applicable, references are made to city, regional, and/or other guidelines that should be consulted during the implementation process. This is especially useful for
developers who are required to comply with additional regulations (e.g., CAP, CALGreen, and Carlsbad Village, Barrio, and Beach Area Parking Study) or those who wish to achieve LEED certification.
Figure 4-2 TDM Strategy Components
Exhibit 3
TOM Strategy
The strategy
being described.
~
1
--------~C) StrategyType
Indicates the category
Infrastructure/ Amenities the following TOM strategies fall under.
Bicyde Pathways
D~cription
Create dedicated pathways for bikes separate from pedestrians
and cars.
Cost Effectiveness 3----------Costc.t!li:.t! I Eff!!Cliw>~:!Jj&h
Indicates the T•gs: ~ I lofRstrurnsre I i'W'...OC:cupancy I PMP I LflO I Sm""
relative costs and ~ I Mobility hub
effectiveness of the
strategy. Can be
used to search for
similar strategies.
ill.!
Characteristics
that describe this
strategy. Can be
used to search for
other similar
strategies.
examples:
5
Visual Examples
Provides examples
of how this strategy
can be
implemented at a
worksite.
Description
Briefly describes
the TOM strategy.
0 Requires City
opprovo/0
lEEO:SUc3
SANQAG Regiooal Mobillty
Hub: 3, Blke Am&nrne,·
BlkewM
7
SANDAG Smart Growth
Oe•il;n Guidelinei: 33,3
P@d~~trian attd Blsi,:d@
Acee~• •r>d 5 2.3 Design for
~
8
This strategy can be
implemented or o
developmenr/work sire
lacOtt!d within c/OSI!
proximir,, ro o transit
srorion or srop in
conjunction with other
CQmplemenror;
strategies such as secure
bi e parking and
bi !!shore.
9
Additional
Approvals
Notes any
addit ional
approvals
required prior to
implementation
Implementation
Guidelines
Links to some
relevant guidelines
and references.
•Relevant policies only.
Businesses are
responsible for ensuring
compliance wirhorher
mandatory approval
processes
Complementa~
Strategies
Provides examples
of other
complementary
strategies that
would pair well
with this stra egy.
Carlsbad TDM Handbook
38
4.2 Complementary Strategies
TDM strategies are most effective when they make sense within the local context, are mutually reinforcing, and encourage behavior change from multiple perspectives. When
developing a TDM program, it is recommended that developers, property managers, and
employers first identify the travel options that their employees are most likely to take and then decide how best to support them in their efforts to travel using alternatives to single-occupant vehicles. The following are hypothetical examples of robust TDM programs for different business
types in Carlsbad. These should be used as a reference to illustrate how a comprehensive
TDM Plan could be developed by using a combination of TDM strategies to maximize behavior change within their circumstances.
Example #1 - Existing retail business with 0-49 employees located in Carlsbad Village
The Carlsbad Village is a walkable downtown community with a central train station featuring COASTER and limited Amtrak service. Nearby Oceanside and Solana Beach
stations also have daily Amtrak service. A retail business located here could take advantage of the multi-modal options available nearby by implementing TDM strategies that promote biking, walking, and transit. Not only do these strategies encourage alternative commutes, they support the city’s goal of creating a vibrant community where residents can live, work, and play. Target TDM Strategy
Biking
• Secure bike parking
• Complementary bike safety incentives
• Free bike tune-ups
Transit
• Subsidized transit passes
• Free “try transit” passes
• New employee information package
Biking
With nearby bicycle lanes and slower moving traffic in the Village, the employer may consider installing secure bike parking and providing complementary bike safety incentives and tune-ups to promote this option for employees.
Transit
For those employees who may live farther away, employers could consider supporting their commute efforts by providing free ’try transit’ passes for first time transit riders and
subsidizing monthly transit passes. The employer also could provide information about
transportation options and benefits to new employees in their onboarding material before they develop a driving habit.
Exhibit 3
Carlsbad TDM Handbook
39
For hourly wage workers, biking and transit are often more affordable than driving, allowing employees to keep more of their wages for other things and freeing up valuable parking spaces for customers.
Exhibit 3
Carlsbad TDM Handbook
40
Example #2 - An office with 75 employees located in a business park
Some areas of Carlsbad have a hilly topography, which makes traditional bicycling difficult, and inland areas have few transit options. Employers in areas like these might
focus their effort on supporting carpools/vanpools, electric bicycles or scooters, neighborhood electric vehicles (NEVs), and alternative work schedules. Target TDM Strategy
Carpool/Vanpool
• Vanpool subsidy
• Priority carpool/vanpool parking
• Shuttle service
• Guaranteed Ride Home
Transit Connections • Uber/Lyft discounts to/from COASTER and transit
• On-demand shuttle
Alternative Work
Schedules
• Telework
• Compressed work week
Carpool/Vanpool
Due to a more limited pool of transportation options, the employer could focus on encouraging carpool/vanpool formation or connections to transit services. Additionally, the Guaranteed Ride Home Program (provided by SANDAG for up to three trips per year) provides employees with a safety net for those unplanned instances when they have to go
home outside of their regular schedule.
Transit and First-Mile/Last-Mile Connections
Providing access to bikeshare or a shuttle service to and from the nearest train station will help reduce transit connection barriers commuters typically experience getting to their place of employment from a transit station.
Alternative Work Schedules
Employers could offer their employees the option of working from home or working
different schedules to help alleviate stress related to commuting to work during rush hour
and reduce the number of parking spaces required by employers. This also can be an effective way to reduce drive-alone trips at peak hours during the work week.
Exhibit 3
Carlsbad TDM Handbook
41
Example #3 - A hotel with 400 employees near LEGOLAND
Hotel employees typically have irregular commute patterns that present challenges when developing a TDM Program. Since the hotel must provide round-the-clock services to its
guests, employees have varied schedules and are typically required to work on-site. Target TDM Strategy
Trip Assistance • Personalized commute assistance
• Carpool matching
On-Site Amenities
• Shuttle service
• Other on-site amenities
• Fitness membership
• On-site carshare fleet
Trip Assistance The on-site Employee Transportation Coordinator (ETC) could provide one-on-one commute assistance to help employees navigate their mobility options based on their work schedules. The ETC is positioned to understand the commute patterns of their employees (e.g., day vs night shift) and develop assistance programs for each target group. Employers
also could offer free carpool matching services to help employees find matches within or near their zip codes.
On-Site Amenities Employers in this instance should consider providing a shuttle service to and from the Carlsbad Poinsettia station to help them complete their commute. On-site amenities such as restaurants, post office services, a gym, or coffee shop help reduce the number of trips
employees take before, during, and after work. Having an on-site carshare fleet offers flexibility for employees traveling for lunch or work, making alternative options more viable.
Exhibit 3
Carlsbad TDM Handbook
42
Example #4 - A new multi-tenant office development with 300,000 SF in Carlsbad’s coastal region
Developers have the unique opportunity to influence their tenants’ TDM Programs through the design of their buildings. In addition to helping developers attain LEED certification or
satisfy the city’s Climate Action Plan requirements, these facilities can be used as added
value to attract new tenants. Target TDM Strategy
Green Infrastructure
• Secure bike parking and maintenance facilities
• Showers and lockers
• Transit stops and infrastructure improvements
Parking Management
• Flexible curb space
• Shared parking
• Unbundled parking
Green Infrastructure By installing supportive infrastructure, such as secure and covered bike parking, showers and lockers, and enhanced transit stops, developers play a large role in making it safe and convenient for people to bike and take transit to work. Furthermore, they can also be
advertised as multi-modal amenities available for free to employees, which could be of interest to potential tenants who seek benefits for attracting and retaining talent.
Parking Management Given the large costs associated with building parking lots, developers have an incentive to reduce the demand for parking. Introducing flexible curb space, which are reserved spaces for passenger drop off and pick up, and shared parking will help improve the flow of cars
going into and out of the building and more efficiently utilize the available spaces.
Unbundling parking by separating the parking costs from the lease will force tenants to be more mindful of their parking needs and discourage the provision of free parking to employees.
Exhibit 3
Carlsbad TDM Handbook
43
5.1 How to conduct a Worksite Analysis?
Employers and property managers are encouraged to consult with the Carlsbad TA to prepare a worksite analysis using the Worksite Analysis template (Appendix C). The
worksite analysis establishes baseline data such as what transportation options are currently
facilitated on the site and what incentives or information is available for employees to try new commute options.
5.2 TDM Menu of Options Web Tool
The TDM Menu of Options Web Tool presents a comprehensive list of TDM strategies by implementation type (infrastructure, mobility hub, marketing, etc.), travel option (bike,
transit, shared mobility, etc.), pre-occupancy strategies, etc.
Participants can filter this Menu of Options based on their unique preferences for their worksite. For example, participants may be looking for strategies that also satisfy LEED, Livable Streets, or Village-Barrio Parking Management Plan regulations. The Menu of Options also allows participants to filter possible strategies by relative cost to
implement, level of effectiveness and mode of transportation.
Section 5. Tools and Resources
Exhibit 3
Carlsbad TDM Handbook
44
5.3 Case Studies from the San Diego Region
ViaSat
ViaSat is a global communications company, located in Carlsbad approximately four miles east of I-5. The multi-
building campus accommodates approximately 2,500 of the almost 5,000 global employees. ViaSat offers employees a comprehensive commuter benefits package to attract and retain top talent.
The TDM Plan
Facilities Secure bicycle parking
On-site employee bikeshare for
inter-campus transportation On-site shower facilities
On-site café and coffee shop Fitness center/wellness center Programs Periodic on-campus bike maintenance Wellness incentives Waze Carpool partnership
The Rationale
ViaSat’s campus has many on-site amenities to encourage employees to reduce off-site trips. These include a wellness center offering a range of health care
services, fitness center with showers, café, coffee shop, and conference space. ViaSat also invests in programs that complement
its facilities, such as employee bike share, a free fitness membership incentive, and support for
biking to work and
throughout the campus.
71% drive alone mode share Bronze iCommute
Diamond Award winner Recognized three years running Innovations Biking benefit Waze Carpool partnership Employee bike
share Testimonial “TDM supports the health of both our
employees and the
environment; it’s a win-win.” -Social Impact Team
Figure 5-1 Campus Bikeshare
Exhibit 3
.... , •. '~ - -~ .... -
Carlsbad TDM Handbook
45
Thermo Fisher Scientific
Thermo Fisher Scientific is the world leader in serving
science, with revenues of more than $20 billion and
approximately 70,000 employees globally. Approximately
2,000 employees work at Thermo Fisher’s Carlsbad
facility.
Thermo Fisher is a voluntary participant in the SANDAG regional TDM program, iCommute. In 2016, the company was recognized with a Platinum Diamond Award for its
contributions to traffic mitigation, reduced emissions, and enhanced regional mobility.
The TDM Plan
Facilities Shower & lockers
Priority carpool/vanpool parking
Programs Enterprise vanpool subsidy
Try Transit program
Education Lunch & learn sessions
Participation in Earth Day Fair
Commuter intranet page
Marketing &
Outreach
Earth Day and Bike to Work Day campaigns
Promoting Annual Rideshare Month Commute
Challenge
The Rationale
Thermo leverages its company-wide intranet and
Yammer, a social media tool, to promote commuter benefits, boost visibility, facilitate online discussion and provide helpful resources. Marketing and outreach efforts also are a large component of the company’s commuter benefits program. In addition
to posting educational and promotional information site-wide, Carlsbad site leadership actively promotes regional campaigns such as Earth Day, Bike to Work Day, and the annual Rideshare Month Commute Challenge in October (sponsored by iCommute).
Thermo Fisher’s Carlsbad site also hosts lunch and learn
events featuring Q&A sessions with SANDAG and other local service providers so that employees can become more familiar with their sustainable travel options.
Many employees expressed interest in vanpool, carpool and riding transit. ThermoFisher also offers a vRide vanpool program with SANDAG subsidies to employees.
71% drive alone mode share Sustainable mode share rose by more than 15%
between 2014 and 2016 Platinum iCommute Diamond Award winner
Recognized for Program Excellence Innovations Commuter Specific
Intranet Subsidized Vanpool Annual Rideshare Challenge Testimonial
“Even though the train takes longer than driving, I can get work done or do other things
since the train has
WiFi.” Ivan Tesic, Program Manager
Exhibit 3
•
Carlsbad TDM Handbook
46
Common Grounds
Common Grounds is a creative co-working space featuring a host of on-site amenities designed to provide members
with more commute options. The Carlsbad Common Grounds campus is located on Embarcadero Lane, near the Poinsettia Station, with access to the COASTER and Amtrak.
The TDM Plan
Facilities Bike repair station Basic bike racks
Showers & lockers
On-site amenities (café)
Programs Complimentary bike- & skateboard-share for
members
Complimentary bike tune-ups
Complimentary COASTER passes Incentives for transit riders
Marketing &
Outreach
COASTER highlight in videos and on website
Transit information display in lobby TV
Bike to Work Day pit stop with raffle prizes
Other New tenant information packet
The Rationale Common Grounds is an innovative and flexible work space that prioritizes amenities for its members and office tenants. The company distributed the iCommute survey
and has introduced TDM strategies as benefits to their
tenants. Nearly 60 percent of survey respondents indicated they would like to try transit, therefore the company initiated a rewards program that offered goodie bags to those who
ride the COASTER to work. COASTER service is also
advertised prominently on the Common Ground Carlsbad website. The company also hosted an exemplary 2017 Bike to Work Day pit stop with additional raffles for bicycle
commuters.
Figure 5-2
Complimentary Bikeshare for Common Grounds
Members.
70% drive alone mode share 65% of survey respondents were
willing to try an alternative mode
Bronze iCommute Diamond Award winner
Innovations Community bike share and tune-ups Transit goodie bags
Testimonial
“The biggest factor
in getting people to
bike to work is having as many amenities and
services on
site. Having a place
for people to shower, change and store their workout clothes
is huge. Providing
services like dry cleaning, alleviates those errand runs
that people need to
make during the
day.” Julia Deluca, Community Director
Exhibit 3
..... '9-:' ', - -, -
Carlsbad TDM Handbook
47
Alexandria Real Estate Equities (ARE)
Alexandria Real Estate Equities (ARE) manages a biotech and applied science research campus located in the highly
congested Greater Golden Triangle area of San Diego, CA. The company recently established a TDM plan, which features a suite of services and facilities for both tenants and employees.
The TDM Plan
Facilities Priority carpool parking
On-site amenities (fitness center & restaurant)
Secure bicycle parking Shower facilities
Shuttle Service Education Bike safety & maintenance classes Quarterly newsletter Marketing & Outreach
Promotional events Bike to Work Day Campaign Commuter S.O.S. (Share our Solutions) Rideshare happy hours October rideshare challenge Other Quarterly TDM Ambassador Program
The Rationale
TDM initiatives have helped ARE to reduce their properties’ carbon footprint, showcase tenant relationships, and market their contemporary properties/services to prospective tenants. As part of a recently established TDM Plan, ARE offers
tenants and employees a combination of facilities and amenities designed to reduce off-site trips, as well as programming and marketing to promote alternative travel choices. The TDM Ambassador Program features quarterly events,
such as a Bike 101 seminar or a Rideshare Happy Hour. Each tenant’s ambassador is encouraged to invite their employees to participate. ARE’s newest building, Spectrum IV, was one of the first new commercial developments to comply with the city’s
Climate Action aimed at encouraging employees to bike, walk, and ride transit to work.
80% drive alone mode share 75% of surveyed
employees were
willing to try an alternative mode
Innovations
TDM Ambassador
Program for Tenants Quarterly Events Preferred Carpool Parking
Shower Facilities
Indoor Bike Lockers Mobile Dry Cleaners Mobile Salon
Highlight
"We need to offset
some of the impact that comes from traffic, which is simply
our tenant employees
getting to and from
work." Jason Moorhead, Vice President 1
1 Bowen, A. (2017, March 2). How can private industry help with San Diego’s mobility goals? KPBS. Retrieved from http://www.kpbs.org/news/2017/mar/02/private-industry-san-diego-mobility-goals-climate/
Exhibit 3
•
Carlsbad TDM Handbook
A-1
Key terms
Term Definition Alternative Mode
Share
Any non-single occupancy vehicle uses such as working from
home, carpooling, taking transit, walking and biking.
Alternative Mode Share Goal
The city’s Climate Action Plan establishes the goal of achieving an additional 10 percent alternative mode use, for an overall 32 percent alternative mode use, by workers employed in Carlsbad by 2035. To meet this goal, new non-residential projects subject to
the TDM ordinance are required to achieve a 40 percent alternative mode share and existing non-residential developments must meet a 30 percent alternative mode share.
Bikeshare A shared mobility service that offers convenient, on-demand access to bikes for short-term use. This is an important first/last
mile option as it connects commuters to and from a transit station.
Build-to-Spec A building that is a speculative venture for the builder. The developer has the intention of selling at a profit or leasing the building but has not identified the buyer/lessee.
Build-to-Suit A commercial building in which the developer specifically builds
to meet the design and physical specifications of the tenant.
California Environmental Quality Act (CEQA)
A state of California statute that requires local agencies to identify significant environmental impacts of their actions and avoid or mitigate those impacts, if feasible.
Carpool
An arrangement between a group of (2-5) people who live and work near each other to commute to work together in a single vehicle. Dynamic ridesharing services match drivers with passengers who are traveling in the same direction.
Carshare
A shared mobility service that provides vehicles for rent to
members for short periods of time. It is typically provided by an employer or property manager as an amenity for employees who typically do not have access to a car.
Glossary of Terms
Exhibit 3
A
Carlsbad TDM Handbook
A-2
Climate Action Plan
The Climate Action Plan (CAP) is designed to reduce Carlsbad’s
greenhouse gas (GHG) emissions and streamline environmental review of future development projects in the city
Commuter Survey A paper or electronic survey that includes questions about commuter behavior, preferences, modifications and barriers to establish and monitor mode share at a work site.
Conditions of
Approval
Conditions of approval are requirements that need to be met to
receive approval on a discretionary project.
Development
Construction, re-construction, re-model or alteration of the size of any building structure, or area of occupancy, requiring a
development permit; any grading activities requiring a development permit; change in the density or intensity of use of land requiring a development permit.
New Development Construction of a new building structure on vacant land or to
replace demolished/razed property.
Development
Permit
Any permit approval or entitlement issued pursuant to Title 11, 15,
18, 20 or 21 of the City of Carlsbad Municipal Code.
Employee Transportation
Coordinator (ETC)
An ETC is the primary contact for employees as it relates to transportation-related programs and services, such as transit options, available rideshare and active transportation amenities, and commuter programs and events. ETCs are responsible for
preparing and implementing the TDM Plan as agreed upon by the
business and city.
Employee Trips The number of average daily trips made by employees to their
designated worksite within Carlsbad.
First/Last Mile
First/last mile refers to the first and last connections to and from a transit stop or station and is typically by walking, biking, or riding
a bus to a rail station. Transit riders may face problems with
making the first and last legs of their transit trip if there are inadequate bus service coverage or unsafe road conditions for biking or walking.
Flexible Curb Space
Curb space designated for transit, shared mobility, and passenger
loading. Restrictions on types of uses during certain times of day
help balance street demand as they change throughout the day.
Good Faith Effort (GFE)
A business that does not meet its mode share target may still
comply with the TDM Ordinance by demonstrating a good faith effort by submitting all the required documents (i.e., Developer
Checklist and TDM Plan) and consulting with the Carlsbad TA to
develop a robust TDM Plan at their worksite.
Exhibit 3
Carlsbad TDM Handbook
A-3
Greenhouse Gas (GHG)
Gases that trap heat in the atmosphere. Principal GHGs include carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), ozone (O3), and water vapor (H2O).
High Occupancy Vehicle (HOV)
A HOV vehicle is one carrying more than one passenger, such as buses, carpools and vanpools. Providing dedicated priority parking for HOV vehicles promotes ridesharing and reduces the number of vehicles arriving to the worksite.
Infrastructure TDM Improvements
TDM strategies that are incorporated into the facility(ies) and or and site design.
Mobility Hub
Mobility hubs are places of connectivity where different modes of travel – walking, biking, transit, and shared mobility – converge and where there is a concentration of employment, housing, shopping, and/or recreation. They provide an integrated suite of mobility services, amenities, and technologies to bridge the distance between high-frequency transit and an individual’s origin or destination.
Mode Share
Mode share refers to the percentage of individuals who use different travel modes (drive-alone, carpool, vanpool, transit, etc.)
to commute to a work site during AM and PM peaks. Mode share may also refer to the percentage of individuals who drive alone to work. For example, if your mode share is 75%, that means that 75% of people drive to work alone.
Mode Share Target
The mode share target is a goal established by the city for work
sites. A target mode share of 40% means that 40% of individuals drive alone to work during AM and PM peak periods. The remining 60% of individuals use alternative travel modes (e.g., vanpool, carpool, biking) to commute to work.
Multimodal
Multimodal refers to multiple modes or ways of travel, such as
walking, biking, riding transit or carpooling. Typically, multimodal is used in reference to street design or commuter benefits programs, designed to encourage people to use alternatives to the most common mode of travel, driving alone. Non-Infrastructure
Improvements
TDM strategies such as policies, programs and partnerships that
are implemented once the development is occupied.
Non-Residential Development
Non-residential or commercial development includes the following land uses: industrial, retail, hotel, office, manufacturing, and mixed-used.
Exhibit 3
Carlsbad TDM Handbook
A-4
Ridematching
Ridematching is a service that connects drivers and riders who live and work nearby to reduce the number of SOV trips. It may be
administered by the employer, a TMA/TMO, the Carlsbad TA, or a regional TDM service provider. Rideshare Any non-SOV trip including: carpool, vanpool, or public transit.
Shared Parking
Shared parking is a situation in which two or more complementary land uses share a set of parking spaces. This can be due to
different peak demands, such as morning versus evening or weekday versus weekend. For example, an office complex and restaurant may have complementary uses the restaurant experiences peak patronage in the evening, when employees are off and are heading home.
Single Occupancy Vehicle (SOV) trips
Trips in which a vehicle is occupied by single occupant, the driver, without any passengers. SOV trips can be used interchangeably with drive-alone or solo driving trips. This form of commute is inefficient and contributes to air emissions and traffic congestion and should be discouraged.
TDM Menu of Options A list of TDM strategies that may be implemented at a work site.
TDM Plan Strategies and investments to reduce SOV mode share tailored to a specific work-site, including facilities improvements, programs, incentives/disincentives, education, marketing, and outreach.
Transportation Demand Management (TDM)
A Transportation Demand Management, or TDM, program is a set of policies, economic, programmatic, and other measures that seeks to reduce vehicle miles traveled, traffic congestion, and parking demand, to gain resulting environmental, conservation,
and sustainability benefits. TDM programs include measures that work to reduce single occupancy vehicle (SOV) trips, increase vehicle occupancy, and shift travel to other modes or to non-peak travel periods. This is achieved through employer actions, financial incentives, alternative work arrangements, or local
infrastructure and land use policy that constrains parking supply, densifies uses, and provides a convenient suite of transportation options including walking, bicycling, transit, and rideshare.
Transportation Administrator (TA)
The Carlsbad Transportation Administrator (Carlsbad TA) assists
project applicant and businesses in meeting the mandatory and suggested requirements of the TDM Ordinance and voluntary TDM Business Program. The Carlsbad TA is available for consultation prior to and during the compliance process, including help with worksite analyses, preparing TDM Plans, conducting
commute surveys, and implementing successful TDM programs to meet mode share targets.
Exhibit 3
Carlsbad TDM Handbook
A-5
Transportation
Coordinator (TC)
An individual whose responsibility is to provide information and commute/transportation/option consulting to various constituents.
They are typically employed by property managers and/or employers and are the point of contact for the TDM program.
Transportation
Demand
Management
(TDM)
Strategies, policies, and programs that reduce demand on roadway
infrastructure by reducing single-occupancy vehicle trips.
Transportation
Demand
Management
(TDM) Ordinance
City of Carlsbad ordinance that fulfills measure K-2 of the
Climate Action Plan to reduce single-occupancy vehicle trips and increase alternative mode share among Carlsbad workers to meet 2035 GHG reduction targets. Non-residential development projects where employees produce a minimum of 110 average
daily trips (ADT) are subject to the ordinance and must submit a
TDM plan.
Vanpool
Vanpools are a form of rideshare in which five or more individuals commute to work using a single vehicle. The vehicle may be owned by the individuals or leased from an employer or third-party vendor.
Exhibit 3
Carlsbad TDM Handbook
B-1
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C Lov-•
Provide r=l-time infurma'.iD"l on p;,ric' g ;ovailability t!J l,clp
un ~ m@ I ta~ to f d parl<1ng w 11 n111 to
dis l<! parkil'lj,I "crMS difh!r,;r faociliti•~-
Cm.t Hig
Maocim~ t~ ,_ Df p,
sharlfl!J ~ og ,,,1 ·
d
Cm.t Low
urn
g •pocas at diffi,r,ant u,,c,; of d,v y
slr>eBs s ,,..It d11'fflr,@nt 1M' ~ parlsing
SANO'AG ?mart Cimwm Qe:sf:10
~ !1.5.l Ultbwtd,WJ Pai
Costs a•d ~Ii-Out Progmlns
Tllis str,H 9V CMt be /m;rle,'t?iflffl!O at
devero,:,-rrelT!/lwart mo ir r:1,,1,iwrctiOil
W,'l'/, atn<~ rnmp!cmr.nr.ry rtratc-g,'c.<
94i,n .is p rl:/rt!J prk./fog, , ® /1.ir
~ tr.;Mit/v,,tip,:,oJ $uMidy,
4sq,., ..... ,~~
~ .. ~ Stittr•rsseff9221
:idNO·AG Smarr G:m:wtb Qeskia.
~-:9.5.l UJ'rlm.t'/do""'1P<lr1'·
Co.stt ;,11d o,"1,-G.,st Pragr;,m:;
war ~J]e, it Olllir'llllctit:v'I with otl'>u
c,:,mp•emMt.l,Y :;Jr.>tt;g,'B sr,dr aes: fc;J -
r,m l'fdvt;,'lnfti"!'l.ll>C{l,,Pi!,~m'l•""'1'
ft. g. trat1s,,1A-a,ipcor ~,;.i, ·ttv. l'\dt>
unbund'eo! p.uking.
Tin'~ !-1.r.l!le.QI" CM /J~ ;,,i,,,'e.·M led .;t .I!
dcmapmi,nt/w,Jrk site ,b,:;,tr.d Wilfo'n
~s P'IJJi/ffl/t',f r,;i " ~;,.=,t sl'l!fl<lfl w
s.tor, fll roi'/;'ilnt"lkJ., wi ti or,11
,:omp em,,,_,t;;iry sl'r.7fr r~s sud, .... ,.,,,/-
p,;,,rfq,r,g d 11i"lid11i-"'1"'9"'"" QI, p;,.rf,;&
, ~~f/lNl!J ca-sll Oil a-,,IG(,b,( u.')J)(j!'ld,W
p. ,J;;,,g.
SAMRt!/Ci ·Smert Ciwwtf! Qc11'mi.
~9 3 OemillfdMa,,~111
r,dJJt<,.fav,'~.s
AAIYCMt€ B:seterrn~ l::tebllffv Hub
~ 4, Mor.:in;;: d S
Amcr.i.'i.-s.· Sm".rt Prlo'f1R
dosr, I""""-'..,; I\:! ;t r,;tn'5l't·static;i ,.,,
stop"' caJ>,Yirn:f,'<m wi1h orl,<>r
<Xi~ mMf<li"t Wiff!f;,~J SI/di 5 fW·
tir,t,. r,-.,~ ir,fc,r,t,atiim, W\!"ffe1~'1".<,1; prtrll
& n'de, p;,/d,p,,nr,irtcd r,,.,,.kmg. anethr
s/lii(f!Q f)i!T/11/1'.J
5,AN'll4G ,,if.Ii~• @'j!,wlli ,pttfat!
~ 9.5.2 Sh.:m!<1 P,Nlwrq
n,,'s ~tri!tcl;,VC-.lY1 ln~~~r.1
de /t,\Cl'lt....WW01" s,l il'l 001'!.i!Nh:'tiOil
w,ih'J .,,1,.,.. compJ,,.mor,t'.a.ry :mmcqfcs
Carlsbad TDM Handbook
B-5
Exhibit 3
Guaranteed
Ride Mome
,[GRHI
Carpo,ol/
Vanp,0()1 -
ForrnaHon
Assistam:.'e
Per.;:oriali121ed
Commut,c
AS!Sistan4a!
S'-'dl as o,,-sit.-"rn.;," ~-. re.w-tm>f ,,,,,_,ki,"g d=111rd m-.w,;,g-emenr, <:Mm,,,,,.
~ ,=ldng ,:;,.<,h out
r-.d Tllis sir.it 91' c.w, lie ~llh/d ~t
Cmt: Lcrw
Offer GRH seN s to dlviooa,s 'MlO ll'Se .alt matt,, mode5
ID e<1mmu!e to work. Roferi -• ual, to iC tc-lD ,; up
riw 1h11 pn:,g.-.m This ••rvic<> pra,,,.dcs, <:mplov.,ru; who:i
cornrnu to w sll'l!J nol\-drM~ oi, wl1h " fie!\' net
when i.liq, ha.,., .un em .. ljfflcy.
iic,o P~owd•d by SANOAG iCommLII<?-The GQH
s G!ll'IWlloJtijr& w ool. va11pool.
hom,c ,,;;, ubor, 'r'daw Cab, ar i;;
Oil 1h11
[ BiC'ltlc-)( Gurl,bodVill ]( C r1>001)( Office rk]
~(LEEOC eatOfll[Traristt)
[ SANDAG OOV!llJt• ) [ Vimpool ]
FaeiliUlt,; t · farma'liM cf ellrpil<ll!!/l.rar1pil<II~ far trt~
wi · •. E:mpla-yers con offer a
( . p lrl(;Qr1i~w<>
ID tine iConvr-,,rti,, W<:lmti, ,..,t,~ 1h"'>' G1n k,am abo the $~OD
rnori1hty .....,,i011I lrtQQnt,.-g prq,1d,d by ~
JI IJj
Carpool.
-Fn,e S'-1,r,:IQc P~'l'o':id~d bySANDAG i.C1l""ff'LII<?'' ,Commut,n
.i~ IMO\' rs wl flXIO ,,.,,an oltormatl s br
""•nb.. ll3'i!rs c<in •xplllff ,.
1nto=1 list
ID a-c,;.," cug pion 1 h thoc ETC or
~.i1lo1> I ~hll',II ~d!I ~
n a,t b E,mmp' es indudc, coonfl a,1ing
Ol'l'l1~torHi Is. assl, ario~ 'lilt loG~ r,g
& rid~ I an bike and aMi ril'lltes.
Coa.t F,..., (,Commutol
devr/opmMl:/Wo1 · ,m.,. in C<ll'JJ.INICtia,i
w.tli atfle,-campJ<-.monra,ry <tr.J ~-.,,,
54,i;t, ;is c, (1;1'1S,'r,¼,,poor .srms,'dv.
CDmmLll'U n,ci,g,,irk,r, p,'Og,r.lff1. ana.tir
fJ"l'•Wt «li?ll?lvl'W OOQ!Jtma,
1711~ ~t•at.;;.iiy ~ ~ k""','e.•n., red at 11
devriop,ru,.~.site in 01,,,jimctiM
wllh ~,, (;"QmP,'ement.ry ~ ~• 5
wt:ti as: p o.tta.\J.hod alf"1"1u!i!
=ist.>.na", w.ir,paaf =b.sidr,; Gi..,.,-"'1tttd
R,'d ~rr,~. C'CUflll'lim'r~~
~,,m, ~• r,ni--t corn11 t r
btvtt'6t>:.
Thi, ,;,t,-,ite.1w aM bi!' lm/,,"-ntt!d t"
dcm<>p1']1""1~ .• itc in """1,[L'lldi"'1
With l>tfle< romp,"'"" nrary ~••
s;,rh ;i,t f14 tr.flf'_j\flNi!(lpD<)f ~,;lmifv,
G,r..,-~,i R/dr, ~"'"· commurr.r
r~rifJn p(f}g,!",IJI'\ .inM;ir f}.m-t;,i,;
('(IJ'tlJ'ilLl[t'r Mrl('flf
Carlsbad TDM Handbook
B-6
Exhibit 3
Emplc,ye1!1
Transport:atiion
Coordinator
(ETC)
I
Fix cl Ro l &
On-Dem.and
Service
On-Site
On-Site
Btke.s!hare
On-Sit
Cal"Shar,e
"F"'e S.,rv:ioe P,.,,_,jded by :SANDAG iC<>mmlrt<!,. iC<1mmuto
.,,11i pro•A 11!1'1911 of~,· I Q1!-!l1J115 QI" i l;Ol'l1llll,!\ r's tr fld
lh• Ilene it$ e9sooared tt, e,te d'iOoOII. Ttli9 will h•IP t e
rommu -ta m::dce an irdClllT".ied ll'.l?d!;ion abD'IJ'"! their ~ .
[ [a.,lsbad Vil go/BarriD )( Edua,tian] [ Offi°' Park)
[ ~NDAG iCcmmute J
CJ>(-i-'!1"1• · ;i l<ty 1)1)!'1.0n • ~ war~•tt"' t,;, i!(;t ;5 ti" 111• 11
peillt 1>1' contact !U n!] eOO!r'l'ollter tim lit$ af'ld to ~roroooo
lrip l'Odudio,n prc,qra:
0 Low
Effl!diirt,rn,55, 1-'i\!li
( [3it:!b3d Vil !je;i38rrio )( Eduei!liCln) ( Clin'l:!k Ac'li0 Pl8n)
[ Offio, Park)
Provide r<?1> ar diw:iun,l'c,:Hi><Cd l"D c <Jr o dem d shuttle
5 le S r 1,1')\J, S t;tle ~ B COIJld
Siail>III
d,:m;,nd or d!Jrin atf,pe aun, !D 'lr.>MpDrt emplD-'f<'e• D
118 S t;t se~ rrtav ll'O•ld d for
re ar at a 1,educ-ed ca,t t<1 e oye~'1ieNnn wno t!ik.c ~.,Ii.,., modoes aftr.ir.s;i,ort:Jlioo ta work.
Efl'edwcrn,oo: 1-i!Jh
[ Ofiio:.o, Park)( lnnstrucruri, )[ LEED Corlific<1tian)
[ S r,,d bility )( Tran,it )( MD i'iV Hub)
Prmndo ;a f!<:Ct of · c bicvi:I•• or motori.ocd _.c<1at,mdor
use for Free or a a,
fl.
~ ...__-::,_--=-..--=-..-_-_-~_., P~)
•Hub)
Provide .> fleet of shared bicycler. f.,-cmp/<J\'-C.C us<> for fr,,e er
iti r11d1 c
Cox Hig
~( Carn;b;id Villag(\IS;irr n Pl , ) ~ __ ':_-_-_-_-_-______ ....,
( Offi Par!< )(l~'IJ\lctv~ )[ Sh~r«! Mo
[ Mobility H1.:
Pr,n,ido ;a car,h;or<> oHDI" cmp/C'\'= who ~ alt'Ol'T'la Ml
modes to ll{()rl( r« us~ dw!ll"l!.I t day, Co o r g It ror
n,,i itr.r gv "'" b . lfflp,._~ .. r.,
<l'eVc~Uw<,1'1; Srl ifl Cl!fli,J,ttdiiM
wi.tJ:i ,.11,.,,-ei:,mpkmOf'll.uy :sir.Jtcqrc.!'
s.idi ;,• p,,..on1o.\•z,rd ""'1Jmtrt
<19 ~ldllc:'e. C. 1';1:,\1) (lfJ,00/
,id=,,r,..--1,">!1 RrWC<', G<J1rrMd'Md Rid!!
,,,.,,.,_ .ir>.!/,braunn,utor r«:oa,oitian
~
~,",'PDcS. opt..:,,i 2
SAN'llAG 6'"'W"fli Mghilirv .!::1i!9.
..2.!::iw:'i!JC-' 4. M<>fD1u.1'd 5.,.,....;;,,., A..,..,,.,. 'cs: M.'cr0¥"fl"ir
TlriHt> 11!9)1 ,:;,,,, lie .i'T>il!tf\'"'1! tl'<I' .!!U1
tkllf!./r,pmr,rt/w<J.rk.sit,:, 1bu1!ed wilhin
p.~ to,,. f,r.>n$· $t,1:!iM ,;,r $flJP in
<'<J!Wll'lctklri w,i'll oilllef romp mMt
.l>lr'.71<'i7''<•s ss"cl cti,~:,.,..,,rtg~• lo.tdinfJ
a,rb, ~ <llirll sp.acc, p,>!k & ridr.,
a ,'--r1ffle u;. ·/ r\'1(.,""'1 ',;,,it
SAIYQ.d/Ci RwWna~ !:teb«w~
~ 4 Moton;mi E'l'W,(
A,r,,,,mtit!.!c.' Eil!rtric B.'a & Srocoir.,.t,~.t,•.,
This •tr.t 9V ,;...,, b<1 {{r/(1•~ .at;,
.:lei' /,:,,ri,'IJM¼,,,:l\"I; s,l /oc.,;U d ..,_lll'lit'!
do•" 1!!1'1>X.i.,,,ly ro " ~i· ,r.ati,m "'
stop,.,, .-all)iimctia,, with oth.,,..
"-''IIP l'f!Mrat"1 str.n@~i ,SJK/1 li'cS' bite
,-1,rJ,w,rt:s, i,"'1,,,,rrim w,r//r!,,,ry
,i,r,prow,mMt,;, .an<l,t,r ,;;INHirii2,cd
l:l&esi!!Ne rrr.,,..,t,r.,sh•p.
SANQACz BWPA?~ l:tebtttrv: Hub
~ 3 fJv.e -"tti,.,.,,~•s· 8,'l!e ;;nJ
This-rtr.at.e.Jly can b-e ;VJ'iit-i\~vrl"L'.r. !'t!!d .lt a
dcwm'~nt/wark .sm, lor:.ated r,tdtfo'n
11:/Qs pm,,Nl'/lty r.:, o. ffirllsrY: srar>ct'! or
!ilc,p ,vi coNw, cM:m wfrl, c,r/,~
a,mpiemMtli"f .,.~a,~ s11d1 a,; ll,'tt
f};Jtt,•.v;;y~. ;fl,i~ bi'ii .SfliK
J.iiJiI}.: ~'Pf)dJ, aprHJr, 3
Carlsbad TDM Handbook
B-7
Exhibit 3
Raffle
Contests
Free !Bicycle
lliune-\lps
F 81
Sa:tety
Incentives
retor&t<> ,educ 00 t to U
W0 .
des 10 SA""AA'i" .,,rt,ji,1 wvw•11 Prn!ll!.
~ 9.~4 Vei,fcie.-lhot Recf,xi,
D,,monr.i
Olll'lli'lli.itll :TllMl~ rnlldes 11'1'
gs for prizes. Dr•winiµ " d
r,d fn,q ' Cllflti ll'U5
s· U!II
.. F.-.,e S.,r....,., Pro¥ided by SANDAG iGomm,rt,e<+ iC..,mrnuk
afft;:r,; " sc,:;i;o ,r.,c[,. mc.ntht,,· pruoC swe st•~ far ernpl,,.,..,es
,.,,ho tr,, I> g, ca,pooll
,11 oillinu l<i w
[ Offi Part:)( lnt·•rrtr"" )~( SANOAG IC.OrnmL"t<l)
0\11de ,o to ffilflii)\/eeS ,,,ho d
lh•ir bi~"" to work. Pl, or
biki, mDJ> ta pr"'"d" fn,., nc ups 011 " rcgui;ar b;isis fur
I'! toen g,
Prm.,ide bik°' s;ofcty or, au:ch a.s " ;,ct,; • biia, ts;, t<J
1msw ~ c:ommltoo t.o tr.w. '1!:l by b, ,
ec..t:~•diuni
s;AN'fMu R;.,ftloo/ y,M,r,•trti:!!!!i
~Y-' ,t Maro.rized :S'=c,cs Am,,,,. /i;C;w~l,;,,i;
i11io ~•Stl!gy c.t,t /J1! ,Y!lff1~•MJI!~ ,jr ,a
mT.1'apmrnt/wo.d, Sl'tc ,'or:;otr.d ,,,itfa'r,
c/Qsr. prQJt/ffl#lf I'll ;, lr.Nrn't ~t.f.l,.;t> or
, c,p ,'Ii rol'i,~ wlr/1 of.',er
a,mp em,,,.,t:lf'/ sln1tr1J,',,"" such ""
,Jo,J.v;;,tr,I ~ .... p.;,rldng, ~;,.,
d/ro:tunt;,, blkmc!Jotet si!Ne, oo;:;,,
mbsitlin,d ar!Jlr;,,.,,, mi!< bersf,jp.
flli5 st ,H<!!JV c'ltlt b!! ~'IH!;,too at a
dt•l!'l!/r,pmrnl/AwJri,:.sit.e ii' coo,iwrcti"'1
wilh olhcr c,,mp,"1,r,a,,r .. ry nr•t~••u;
s,.ct, s 5 M ·; P~ o&~Mt
.'AAlNf.', b,'/re!SlriNr. m,,,.,,1,,,,.,.1,.ip. ,,;~ bilu,
lw>e ·"JL' onaibr orh,... bilcr s.;imty .md
m.;,umv, cl.s~s
This ~Ui~ !JV CM Of/~ ,e(J at
dt,ireir,p,rr., .~.rk ,me ir, =1.iwrctii,,1
wnh '11'1,c,. camp,"'"1i,nr.iry rtrotcgics
~r.11 S 5 1.,,,.-J!,W/t){lg ~.(N')t,er
!tMrr, b,'/tdll1>.<e ,t,l!l'ltbl:'l'!l' ip. fi'tt b,'IN,
s.ifc,ty /nan~ .i~r """1c,-tukc
5,-.1 ty ;,ri,1 IJ"li!•'f>f,er;,..r,i()I! class ,
Tlti:. str.itcgJ,' C,M be ,mp,•~ .;it.,
,dc,'~...t,;yt,11i\llt/""C1 . <,t. 1/1 C""1J »Jdl<M
1W '/i l)li'll!I" ~ft1p.~i'flfi"~)I l\l~' i
sum ,os tt'lrnrc boo, ,r.,,kmg. b.\te,l.c;,,,:,11,r
S/lilfl\ ,t.,~\lo/'11 rr,,;-mbr-,,;/,\l', tr,,, />II/$
II.I! ~ .,.,~, or11 .. IJ,I;'~ s.tf,l!ty .t,1'1
IT'Mlll'?!r,r.711ce cklllr:!i.
Carlsbad TDM Handbook
B-8
Exhibit 3
Fim~
Mcrnbel'Slhlp
Bfk:e.s!hare
Membership,
Flex-Work
Rd har
Prom(Jtion &
Discounts
?rovido ,ui> "diad or cocnplimL'fiturv fitr,o.s momb0<,hi1> b:J a,
noattv,, g~·m for ompl~••s or ionai,1;$. '" r ring with a local
',lm\,\,'(J d . "" m~IO')le sit "~" tO'N()r~ OU b ·~!II"
afla,r lheir wllri< dil)' and rem.,...• u,., l'leod r· a !xt:r~ lrip t<i
ho gvm.
thdlum
Effecti...,noss: Lew
[ Office Park)[ lnc,,rrti..,)
rch.i;o l;uk sharo
::an II!' •d as 11 !lratJ
E o.ciivono,.: rlum
••F,eo ~rvJcit, P\r<Wlllca by $.ANClAG iCo!Nl'llt<!'' 1CQIT!mut
-~n 9 d n~:.'" d t -~11'1 1fo Si:
proc:e•• .tarted.
C P.,rl< ]( In.:-..-:th.~ J
~-----~' SA~DA.G iCommuU!)
,_,,....,a::,; .s.\Jch a• Wa'Z:c Carpool and;'or
011 r1d~5he~ prog,,ilffi or ~llc;i, Oll1 , 51.-0J
C<>s.t l-'<?dium
This' st.r.Jtc41v col'll bf! ~'T'i;;,'c.me_r·,rcd .:.,r a
dm,,:1'a,p,n.,.ni,\w,rt ,;/t,i In ""']J\.o.sdl·M
...'IM l)tfl,;~ roitl,M'Jt n!lll'l/ , e!l
!Wtt, a~ CMf"l,,'/ri,/;;a,t:,!r, s.11..,..., b.'ki,.it.:,...,
mcmbe31>'~ .i,,dtir ""'"' <J<J•ffl"C'
,.ir,r.fll!\1%
l'/11'< sn.tcg;, c..,., ~ lfr,p«:rriG/'ltc:d l;y-'
del',k,pw; P~Y•11ar, -,;-or
<mip,'ovrr,vi ~ w,'fh 1>!'/11,,-
c:.(lmp om"'1t.:in, ,;.fr;,t,,g,~ sltdi ;;,; <Jr>•
s e 1,,//<es/lim! /iolet /;Ii.I, f,t,:,o',~s, i'lli.i•
.s>,.,_,., rd/',,;~,;.
.s:AN'Ql<l!lii R...,iQ,ml rri,e:W4ly:li
PrmcnaP»tlsm ewt.ct
Ti~,s SMi!t 9V ~"In~ .;it.Iii "'°'" Sil-I! in i:o.-11'1;11dia,'1 w.iih olJ,,er
comp<omc,ar.11y str.,tcgi,,s s_ud, "" pre,
Ti.I[ ,PmllWtE< ll('fl t9. rr,;,.!1 ,'1:/r-.,ri,,or;,I
sub!,lrl,';,s, !Mn 0,,-ilfrn,!er r"ect)Jl'llil.iim
MNPA<a B:GPien?~ !tehWIY Hd
~ 4 Mvwnz6d S s
A ,.,.,.,;r,b\· Oh-Dl!l'l!Mtl' R..,J;,sha;,,
This str.itc9;, c,m be ,mp,'""""7H!d ;,f .a
,..-01'\ <of<! /r, 001')/L.\'IG'tlq{J VII
ror1,;:,lemt'flt.lrf Jctf'.,tt'g,'(,,; !iud, ""
lfcx..itJk G!tf'b :sp~~, smc;,.rt S!J'F.Cla-rti't'I!
sy <¼t,;rn\11 Rid H<,,r, , ~
<',,_r,hi)w&.;roU,r Sl'l.!it<!..
Carlsbad TDM Handbook
B-9
Exhibit 3
\fanp,om
Subsidy
F , "Try
Transit"
Passes.
"-fff.c ~~ p~,,,,..d~d bySANOAG i,(°"""'lft<> ~ Thot
$: ,Afj 1,/'1,fll'.IOOI F' ()• l)l'OYld•S a 51ltl l(fy oi I) t $400
per rnon111 u, "~""°I the vehidl! le-c~. Emplovt,os rila•,' b<!
giblo .,. !!hl1'lion vanpo tiva from 1t1Rir <:irl!la;c,r.
'DAG iC.ot11mutto)
[ Vsnl)clol)
Prc,-.,ide f«,i,, limiled-uoe ,,_, far first-lim,. nsit
c.ommu.
• on • loyet bel'li!fit fDli,-,,rn tli.st Fovic,,,;
ay,,o,s ·.wit, " JO-Day Pas he, many
, orTrllll<,y-go n
112. n Ofa
l!li!FJM ~rv. ~@d iTY' $!:NPeG ICamm,ne HTS &
~ .. C"litdi L't! wl iGcnvnut" to crgoni.et; tllll!iit
events ta le': ID)'e"5 ""perier,ce g transit ta and from
\NOii;
Go:st Ftc.., Gamniu~I
P'ubliciz,, U.. a...,, abiity a• subsidi,•d lrnnoit pa,,.su bu
avi,,,.i; a . coordinate with .l::,ll;Jl.!. .and ./:illi. fo.-a,rpara'.
di rm,
Co.st 1-'edium
r11,s s !Jll'Ca,!l ~ w.;,t-&
...,,,;; site in ro,1iundian w,"th otlH,.r
campl mMra,y sJr.rt•~ """"' .,..
f!iNltYt!J lH.•ut fr r,y t,: ns,t pas .s,
!ndfrN ~,,,-,r1r,11c,r J\l!COl,-vliliar1 ,l)roQnlm.
This-str.otogv c.t11 t,., =•'~/YJ .>r .a
wa ,;,'l'l) ,..,, (..ot]/1N1rooo IMffi ~r
ct1"\pl'er11 t ~ smm,g,';,s su,.'fl
f:N»'kkiQ ..,.,..~...,.,~ tr,,,,. t.ry lr.rru,Jl p,,s,;es.
.amthraimm Jf,u mco;111irum pmgr.,m,
This str.:it•QV ca., 1:,., =•'""""n!/YJ .:,1 .a
dfml(~WQ <1~ ,'n Cif1(1_j,m,;t/("J(l
wi ti ot/ll!f COJ!1PJ<>'flllfllJ!!y teg,·es =d, "" parlr.'rw c.,sh•,w!, lrR rry tJ.msir
P"-<SM.. .in~ com,m..-t<r rr><:091f,'lii·..,, ~·-
Carlsbad TDM Handbook
B-10
Exhibit 3
Pro-T-a:,c;
Commu,teir
Bel'lefits
OtherOn-
Slt
Amenitie:s
Dedica,tecl
Allow amp
cornrnu
C11!5itl.aw
ti ~"411'1 •1: h
E)(B(.._ __ .i_r_,,k]~( rarist]
[ V.mpool )( Welk g J
10\!id• opoc" for o,;-,; · se, 'lieM ~eh ii~ t'.ofrM. lo tad, r, ~
dry d,c,arrcr., ti.:iv =.de.ta rteduo,, t~,e r,urnb ol · I'" h..-v
m~~@ In~ d,!lp'
[ PN!•Ooc P""C'f]
Priority D~
C rpooW npool ho
pa i , ;;pa fOr CBrpuOIS •n~r or. tJ.JOOI;; n• -
.uloy•" or,1ranae of th.c, buildir.g.
Parl!;inlill
Riek _,._..
c~ Low
Thi,; str .. 10911 Clh'l t,., ;.,-,p,'c."""1>Jl!d l>t"
M110 iro ,,, 00!'1JU/1ctl1Y1 wiVl ott,,,,r
<"o!'t,Pl•l'll flt '/ S.Cfdf<' •. ~ b ,
F"·'"-'"'J ars.~....,,..~ fr;ma,t/1,;Jnpor,I
-•~ """'6br<=<>mmurul1!cogrut.'<ln
~{0!1{~
MNfl'41> i'?"'"f,;ma/ ½b/,','rv...tfldl
~le' 5. S11(1fJo.rt 51!f'.!ias &
A...,,., ·~.-¾~ nv,;,y •no .~bi.<.e
Reu,» Se,l(rc:;;s
This m.itesw c;m be impl""""17tt!d "t"
Jl\71'o,!ll'll('~rl,-~,t I ".;Jterjw,tt,,'r,
<1<:!S pro,,.'nti r,; It l't-,wtlit Sti!til'!rl O.•
stop"" con,'uncfion with atl,.,.-
('0!11PI !1l"flt "i r.>t<'~ I/Cl, ;,-,;
t:8,h,,kd ~.., ;;.•;a,., il"'1 Sfrl>fNI
p rki,1f1, "'1.:t-'Jr 9i,m ~!llt,'o.
.'iAN'li'AG Rog/,,""/ M.lbll(tv..1:M!
~Jill!"-' 4. Morv,, ~ S'~••
~es: C:t~
This stnt !,IV c•a,1t be A~l!ted at
develoj:;mrm:m,:,.rk ~it• lrm,i-ea' wiihm
o'a!ac r,roxm,it,1 r,, ., l'r.7.s.nt .,,t.,tiofl o.r
s.k\ll 111 ro.r/J',, , " Wit/I 1.>fllow
c,:.,ir,p <ml!ni<1,Y o,Jt,H<'gtt'-" .>-•-ell u a -
site='>.,...., Ike~ n·ci,s1:,.m: ~=rs,
. ketC'l'!iNW ~it,~ .;tfl~ t,.•/i,e$((!
fDl'tt1bl'r.S: '
111~ 5li l<RV citit /jf! 1,-~ff,,·!'>!l' 'rd 11C oil
<k='r,pmt,.~t/work s,'t.,. /or:.,ted ... ,-t~,,,
® prp,,~ '«' i rrm...it !iitirnifl or
~ro;; , cu~t'<J wrm crt.
com.o emmfory s-!r.>N"g,'i,,: s!id1 os
,;,;,.r/h.•k.r/s~ ,;h,,,~ .,1;..,..,_ p;,.rltmg.
e<Jflll'l'llJ[.,r "~1t/,on p/0!} l ril!fl<,~
~w p;Hf<.m!; cli!ilt ,:;11-1.
Carlsbad TDM Handbook
B-11
Exhibit 3
Flexible
P ssenger
Loading Curb
Space
Transit
lnfrastr~ re
Additions/
Improvements
[ CALGr ][ C.rpool )( Offico, ?o1rk ]( lrfras.'tn..!:luro]
,._ ___ b_i_litv__,)( Vanpnol )( P.arkir,g) ( Pm-0<.cupar,r~)
p-oN, ll'il'Judlrig m-.td
• L-,ft].
g tran5lt1' 11 s, sn 1,
,.;gl'Ililll•, lill!IT. ilijJ, "Lit. ta .. ,n11ne<! !be.,..,.,· ,,o, l'ar Ir
w., '!ing fart .,-ir.msit coonecl:il?'l.
ual,
Pro,,id• stro• ,,ap ;;if'!] JJ 111"" =-,g l'!"pl'Q ,..,.. o
(OUr~ .,-..,lkll'O l .!J., .:ample~ d.w er _ c d
cri,,,,;r,g,l
C Hlg
[ Parkint1 ]! M~lit;, t"t.rb )( Smo Gn,·Mh ) :::::::::::=.----
[ Pr -Ooc
MNQAG BNJieraaJMebwtr:~WP
~t.J";.mil'tAm,;v,/t, ·
f', SS!!fl9 wiiding Zo s .,ld 4
,¼:,t,:,ria,d 5ervir:,;,,: .l!mt',rili r. FkxiOJ'e:
O.oroSpaai
mi, st.rat 9V cm Iii!-"' .i, fl.tW at .i
de•-,,.-__,,..,;,.,oik .sr'!o• /c,r:;J!,,_d with h
da~cprax»mtyta.;, r,-;,,q~t~t;iti:::;n or
~@ Ill C<l!\111.0C~ I) ,,,uh o.rh
C<J.mp!OmMt,,ry -"ffi>f-<':ji,il'" "'"ri' in
(lrlorilyp.,, rido$1,.,ro, m.•'ltla
s, 1p1d/r;,rmk:-rot~'>s;
Larrii,-.sa,i<' i,,,,,..,d.s slra11,'d d,r,rl: v,j!f,
NMth Ccrumy Tr.ir,;1t D.'ftrict:
S:iYiQ.dG Smet Gwwth Prt&m
~ J,4,3 Irr s t!> Tr.11wt ~
5.Z.4 l.hr.'8/ BrJS aNJ B'r:,.r, R,,P.\'J T; ~~
Sraps
SANPtMi Bee::'tlnai 'det!!'Mnr Htlfd
~'Rlr. L T,Mm ..:.m .. ,,u.s:
.fnh;,na.d Tra,wi W.a.•l'ffl9 Areas
'l"ilr's str,H !'JVC,M /:Hi~ eda1tll
d.,.,,,1r,pm.,,<rftmJJk 51!• ,br,,r .. d M'thlTJ
dase i:~ l'<I a, rr,mm: ,;,t.aticn ar
~ /If ro'1/w-.Wion wnfi Off!
<X1hl,r.lll!rt1.,·1t l"f slr-dI~!/,'e!l sud, ws
w.iv/indirag, rc.J!-timte tr.,...,,/ Jnfa.rm.ab!if\.
;,r,dJ,,.r A l1¢p<:1
SANQ~Q Rr'9W'i'ue1 M.?bt,'Cry bPb
~.!!.ICC 2. P,eaestmmAn;er,r./cs:
W,/>,-~~
Cr:vin.-ctil>tl.-avta' 522 D~ fa,
.Acdastrl.iln:.
T1li:j st .itegv c.t1t bt> lr~IIM at
d,e~_,r!/mo.rk.si!e l'aruted wiillin
c.'an· prti'1Nmlty ta., r,a.,,..,~ st.ition ,:,,-
stop 111 co~f>C1lon Wlrh o.rll ·
Carlsbad TDM Handbook
B-12
Exhibit 3
Bieycl
Pathways
Snowers &
Lock4"
1.-.stall wayfin -q sig !JC lo h I" p""1ple na.,;ga lh~ ~tuma
rd mob, 1Y """"<:<'~ .,n,1 CJlitiq•.
Create" catcd pa '"'''I"' far
F'<d ,r,, • ,,.d ,al'$,
[ p,., 0cc ip, "Cl']
Pro.Id~ Bclltt 9 !,'Cl ti on-sl -.n~rs M IOC~ n; so
corn,nuIB'!i .,.;1;., a\'i!I b¥ !K.-ti..-e rnocl~ .:a Ir l!t'I up bel\:;re
WO .
~~ J ( lntr-..smmvl1'} ----
('()mp ei,, tel'!,' SlfiHiegk~ 1>u'd1 b>
'WQl,'Tl.lra°ing ar,,J law Ji?/r.:.sJ!rvcftHo
;,dtlm'o."eflm;immm,n~
'"l'.'aa.niin;itc w.itti it.10' ~ at
C,rls;b;Jd'-' o,,,,,,,.,,,1c..-r,""~
D a-rtil'!Mr••
SANQAG Rmtrrm~ Mrbo'ffv He?b
~ . StJPPOrt s-t,
llfr,e n· s. Wa:,'!lrt~
Th,i;·.str.,ti,gy C""1 be ,'fflf'I~ .. r ..
~' •'~wttlwo~ sitt /t>l:ilt ft ..,,111/n
dos prt>,,r.v·rlll}' ro ,, m1,;t111 ,t.at..cn I),,
s.rop in co,;'am:f,\,n wi!h """"'
~mplomMt,,ry .<Jr.1t"9f"-I' t.U'Ch •:!'
!fa! >11 •l'llfil'5mKlw , aJ-t..ffi Udtte/
,i,f,:rrm,rion, nd s/1arr,d m,:,b.o.1i!y
sail•~-
S:.,,N"fl•,IG' BMi:vRbl M,,/,/i'itr..t/J,di
~)( 3. B,x,e Ammito= 8,'kt,""'~
.5:AN'llAq ,.-...~, ,;;.,. ... ,,, tJ iar1
~3.:UPede,;.tri,,;n :t,,dfJK-~k
Acc....,; .inll 5:2.3 Du.ogr, fi:r !kv,:.l•.l'.k
drvr./r,pnr•nt/wori:.S11< /c,c;Jt<d witli,n
c/,Js.o flroo'o\'T>,'fy° r,, ;; l'r.-mf( ot.al'Hi11 o.r
stop •q ro~,;,cr,1:11'1 w.'d, or/I
co.mp.!<m011! ry oah-a-1.e it,:, :s•di o-:s
s °"'"" b.'lili p:,.rring ;md bi Miar,,.
l?lls s ii~ !ll' Ctn'l ti ~rifN it i
dt,.,,,iofN--,,.,nY,,,,o, !ifl! ;'r,.t;,t..d witliin
dot.O' r,rax.vr,/1,f ID :, rr,mnt :.1'.aOon o.•
.tQP In cor1j,,,--Q f/o.1'1 i.»'ffl 0!/141'
<;:J~1.<1!cm 'ltdt',, su-a1w,1-,s SIK.'I• .-s
sew,r b,'cefd., p;,Iki'lg. bicyd\e
p.arhw.,y,; •.. r,~wib¾yc,',, "'~" $r.,""'11
Carlsbad TDM Handbook
B-13
Exhibit 3
Bieyc:
Repair
Station
Sec11,m:
Bicvc
Parking1
lnt,emel
nspo~on
Web.site
(lr,,tranet l
WiFi
F>rc,,,ide o site teal• and-"!''"'" ft>r biCJf'.d" "'""' .• Bike '"'"
it;.lh;,ns. ;hl"Jld Ind~ rop r ~\•nl!la, .air p1,1mp~. and !;!1h r
ll>OIS "id Sl>UrC n (>~ orv \ QUICkJV • 1r bi e,
Cost Medium
F>ro\,ide ~"''""" bicycli, paskir,!iil °"' ioos e.1c1-lockL'1'S, si>eure
gl'l>'JP b1ka parking i!y) ft,,-cmc,l,:fy-.= t<I p;,_,k thoir bikas.
Cc» ~dium
edi.,..,ness: 1-igh
~-----~ :;:::::::::::::::::::.::-r---_-_-_-_-_~~)
::::::::::::::..-~':..-:.-:.-_-_-_-_-~,., .. ~---------------~~ ~J
F>ro,,ide ""~ ID'l'•e act,,ss ,o Ir ,~puo tai.:,n illfo11 l<in
ctroroc;allj' Dill the com""'"'I' I ,ram:.. ar ciher wcli pNtal.
l'lfOrn!i!1lon 910 l,;I b pd.It• d r~g• l;i,rly ~rn, ,J . c
botr,~ils. 1t'l,, ·t ri>Jte inr<1rmalioo. va!IC)ooL't:8rll.,.,I
~ani:..,_etc..
Prm,ido ,.., put;..; W,FI a lran••l stapi; antl,l:>r mr.militv h s lo
n Ip Fl~r9 wit'I:! ~r. I l S &flcl 9tily' ~lo(h.iC W
w.,,\inq.
This' .str.lt.l!gy CM b~ imp1'em•cr,.tcd .lit .a
~ lr;,p,n /IVWQl1:' <Ito 1h,:.it~d ..,,m,h
d<is pm,,,mn,,-w 1:r rroM,,1 st.it,on or
s.rop ,;,, c~r,d'ar, ....r1n atl,..,
cQmplcm""'('.l",' str.,tr:g,~ $!1<'11 a..-
.r.!C ,., /;)/cyde par,"wtg, b/q.,1:r, f. '/,t,,,
and/ <a" J-1,-.s 15r,a ,\:.>d:l!r.t
$,'l;ll{IMG VIMO: G!:m,.r/,;' 9.4 Bic~
P..rtir,,g
Tins: nr.iic,;w = be ,'rr,-p/cmu.l~ .oc"
~ /c,f;HTrcrttf-.ovori: sit ,'pr..imd ,..,,tr.on
ei<JS l)ff»t,1•r•'l'f C<l a, [f.!i't5;t St.ii~
:;lop in cor,famr:lion wi!h oh~er
oom,01 mM('.lry ,;fr./k'!Jl"S i;""'1 •'$
t'e5Jliln!, l>/c';ffl! fff)il•'r St ["'1'\ af1il41f
sh""""'" aml k,ar,,,,,;,
5.AN'IMG •(!M~f Gn>wPh,• lU 8;,¥ r
Pll~
T/1 • gr,,tq!i'l'"i,{1 °"/mpltNr,,,~.ar@
(1.,v,fol;{,r;,nl:IW<Jr s11i! 1'o t d ..,,1,11,n
dosr, r,rm<..vnify r,, " fr;msit ,:;t.,6cn r,,•
.rtap"' "'"'<m..rt'ian with atl,,:-r
€(1mp.fer,,1Mi<lf',f .Wi'tt~ SIJ'a1 a;S
bth•!Y!,m,, ~ ,rpair .>l'.!lifa, .. ..,,u,r
show,,n; .and k,cla,,,,-
Thi~ .>l• U!{IY cM /;;, .vll;,/;;.-n,,,n!t!d .tC .ll
dcvr!fopm,,,rt/wo~ site ir, Qlll')j,mctioo
With o]tflU G"(lfl1,P,11>"1Pf1~,Y ,W: Ngo Ii
!iOC/', ! /:TC. It.ask. c.· lruO.U't.
,,.,,sor,;,&r,d u;p fll;:,,orw,g, ;:md/or
~,,_,_.,i n,;1,/m.,W,/r,9
IISsiS!BIICO!.
Th,',; •tr.it 91' C,M b" ,l'Tip, ~~.at;,
dt>r~IM!:IW<Jl1; s,1c ,'oi:llt d"'illlir,
do,~ prrv.i.'T'Nl'f r,, " !'r.wt3it st.ib'1m a,
Carlsbad TDM Handbook
B-14
Exhibit 3
Nlew
Employee
lnfomi tion
Packag'!l
liransit
Rid'"hip
Ed1.1mlon
Bicycle Safety
&
Maintena !\Ce
Classes
Real-Trme
T~ vel
lnfoooatlon
J
N~ ~mplo'(et! !nfurm~tNlr't PB ir~s shoolAd 1r,ciu<1
lnl'tJr, ,elilllll allo01A , by ,nooilit:y op,tio .,,.-,,;o.~. i ii""
progra "'5, and ,ub.sidiB rcr,j,fc,d by 11,., ,emplo'f!l'r <1r
lo~•Llr<)g!Qn•I pr .i• w II '°" ;i rn•p Qf lll•"'1t b ~ ro ~
d blk, patt,s. lrdJdl lnro 8'100 ,a,lxiiil tr spOlfta n
apiionsin o
l-.gyf.oro1h
Low
ardi119 mai.'c,r I, Ip n,ach empl"'?"'"' be c,re
a.bit c.f dri\lin!J to Wl>ri:.
[ C ,bad Vil.1gi:fflam0 ]( EdL>!:.ltian] [ Offic.c Park )
[1~ iw)E,)
u0I how o -~ lmrlslt.
lheir
!he bus, pa,y f.are, req....,,t .a "1"!", ~
Offer el llul)IJt t
C1>$t Fn,c, 1CDnV11utel
.. Free Service """"ded by SANDAG i.Commllte.., iC<1mmute
ott , l<'N•r.l bile c,r\licr,;. Ito gmpl¥-r£ ,IQA mairtt<,
s.a.f y class. end B r Ike 1nd L em o"et •rJ
rides.
c~or
hMtllik_o, sah;ty end rn int,; cle~ges ilf ,;rrip
Trainin1;1 ,t.ou incllldo, !he Rules of lhie R1>11 crw l<1 check
~( Carls~1H'ill
[ SAND",G ICQ<Y1111U~• ]
f'ro•ide ,~
ct1 -ur.ctio · -1h 0\her o:,1np ,r,entt.rv ~ral.~i""' "'-lth a,
r.mr.it -raotrudun, addiba~mpl'<l'l<m<: ta, r.t-.arod rnol:ilitv
dlor 1-tjm p rig dl!m&'ld manag ~r,
iiwr, m ro'l,1/JMt'O w.' r, or/,
COJ71P emmt<rrf' !lfrllf"F" 51;-d, .r"'
;h,,n,,:imc,bJl.•ry. ~m,;,.rt$1l"ppM.'..,
. 9!tdlor .. ,'-rif> fri _
mf<:mt rion.
f"/1,'< sm.tayv ""~ ~med ;,r.
a;,111,ir,p,·rr""1t/wdr s,re if'I a,,,,_iLNl; ia/1
witfJ r,;rt,,.,. compkmenl,uy str.Jt<g/t,s
n,,;ti .,, ITC. k/Q$Jf;,w 11,1\ tt.rr.
~m!fz trip f!"/illtrli"i/. flllr1.IN lrN!
ft'y tJ".:insi.!' DiJ'HrS.
drv•l'a¢ne11!1>,.,c,,1; ,ii., ill rol'].iW1clic,,
wilt, a#,,,.. co.mpk.rr>en l.uy strategics
9<1~/dy. " ,r.i,,r,s.((.zi!O' trip j)1',ll'lt'lilll7. Nf,w
Em(llf7Y"-" l,,fi>m,,,.r/ar, Padr"fl", .a~r
tr.... fl)I (r,ini;,•t /i"U-
l'l1i~ str t®v CM kit,11, ·.rt,, too at a
dcvr,ir,pm,,111/w<>Ik .s,'t., ir, c,,,1,i1mdiM
w/#1 c#i~r co~ nr.iry <1ra ~
SJ.ft• s t.,,,-NI se.c Li.li(Yde
,_,,,-king, .,,~ fn,,: tfr:yd-, n,p;,ir illm.,...
~
s:AIWlAG R"9)9""1 M<ltl,/ffv ttu!,!
~ 1. T,;,.,rs/t: Ammit.fcs: Rco,'-rime
Tr.i...,J.&,fom,;;t"""
Carlsbad TDM Handbook
B-15
Exhibit 3
Information
Kio kor
B111llmiin
Ar .,,. ·rne 01 !II tic "lit','wtl'1 il'i'fOlfrt&tiilfl
ridoshori,, C coo!a.ct. ..t.
C Low
fflodwcnoss: l,gh
Oiltll' Sit,
e 20 _ ~~b~d M M u i.-Oi, ioos -.ri.11 R g~ M(,1v«l I -oo t,.., Gaala:nn Mf:11m
1'7li,s-str · ft!9V c,,.,1 t;e ,\'~·ro-r,,U!<l llC a
dl,vi,(~~.,;itc in Clll'1)01Nld!0""1
.....W, ¢1,,;,o-~.,.11'10'1i';lry ;Wo r;g,' S
8'1J-cti ~ ITC. ri w ettit'J' (ld l'ldlH
mi,,:.fo,a c:rm-J!].r,pns. New i!;mp'oyee
1/rfo.~fJ<Jri P.;~;,}11). .in<i'ilr l'l o (Py
ffim"S11 p,JSS. ,
Carlsbad TDM Handbook
C-1
TDM Plan Templates for Non-Residential Projects
Exhibit 3
C
Carlsbad TDM Handbook
C-2
Tier 1 TDM Plan Template for Non-Residential Projects
City of Carlsbad
1200 Carlsbad Village Dr.
Carlsbad, CA 92008
How to Use this Template: All non-residential developments that meet trip generation thresholds specified in the city’s TDM Ordinance must submit a TDM Plan. This template applies to projects identified as Tier 1 projects. Process
The following steps outline the TDM plan process for Tier 1 non-residential projects: 1. After the determination was made that a Tier 1 TDM plan is required, the
Transportation Administrator is available to discuss the project, review the
requirements and assist with completion of the plan.
2. Applicant completes this template and prepares supporting documentation for Section
III Existing Conditions and TDM Context.
3. Applicants signs and obtains the transportation coordinator’s signature.
4. Applicant submits template with supporting documentation within 4 weeks of
expecting to occupy the space.
5. Approved plan is required prior to occupancy.
Get started The Carlsbad Transportation Administrator (TA) is available to support developers with TDM Ordinance compliance and completion of your plan. To get started or for questions, please contact: Jennifer Horodyski at (760) 602-2747 or via email at Jennifer.horodyski@carlsbadca.gov.
Tier 1 TDM Requirements
Submission Date:
SECTION I: Developer Profile
Developer Name:
Property Manager
Name:
Developer Mailing
Address:
Number Street Suite
City State Zip Code
Primary Contact: Email:
Phone:
Exhibit 3
{city of
Carlsbad
California
Carlsbad TDM Handbook
C-3
SECTION II: Project Information
Project Name:
Permit Number:
Project Address:
Number Street Suite
City State Zip Code
Type of Use
Select the primary use type for this project.
☐ Office
☐ Retail/Restaurant
☐ Warehouse/Industrial
☐ Other, please describe use:
______________________________________________________
Number of Employees
Specify the number of employees at this location.
Number of Full-Time
Employees
Number of Part-Time
Employees
Number of Contract Employees
Total Number of Employees
Automobile Parking
Automobile Parking Existing # of Allocated Spaces Proposed # of Allocated Spaces Proposed # of New Parking Spaces Surface Parking Spaces
Structured Parking Spaces
SECTION III: Existing Conditions & TDM Context
Complete the following section to establish existing conditions and TDM context. Relevant Existing TDM Infrastructure Network
Please provide a brief discussion or map that describes the alternative transportation infrastructure available that serves the project site. Include the following items:
Exhibit 3
Carlsbad TDM Handbook
C-4
• Pedestrian infrastructure adjacent to the side (e.g. sidewalks, nearby crosswalks or signalized
crossings)
• Bike infrastructure by type (e.g. Class I, II, or III) adjacent to the site
• Transit or shuttle services serving the site with a stop/station within a ¼ mile (or a 5-minute walk)
Relevant Project-Specific TDM Infrastructure
Please provide a brief discussion and site plan describing the onsite TDM infrastructure currently available:
• Number of public bike racks and approximate location with regards to building entrance
• Average utilization of bike racks (in %)
• Number secure bike racks (specify whether in bike cage, bike room or bike lockers)
• Average utilization of bike racks (in %)
• Number of designated carpool/vanpool spaces and location with regards to building entrance
• Average utilization of carpool/vanpool spaces (in %)
• Any other infrastructure or services available to property tenants that encourage the use of public
transit, carpooling, vanpooling, walking and biking, such as a bike repair station, an onsite shelter or
waiting area for buses or shuttles, etc.
Environmental In the box below, please provide maps of the relevant topographical and experiential conditions that will influence travel behaviors to the project site. At a minimum, provide the following:
• A Google map with terrain view and bike lanes showing approximately a 2-mile radius around the site
• Photos (or street view screenshot) of the roads adjacent to the property
• If relevant, discuss additional environmental aspects that may impact use of active and alternative
transportation, such as traffic speeds, pedestrian safety, lighting, etc.)
Exhibit 3
Carlsbad TDM Handbook
C-5
Project-Specific and/or Nearby Amenities
Count and report the number of project-specific and neighboring amenities onsite or within a 5-minute walk
(1/4) mile of the project site and provide map.
• Report the number of amenities or establishments by type. Include number of food establishments,
child-care facilities, fitness/healthcare facilities and other relevant services such as dry-cleaning that
can impact trip generation.
Anticipated Workforce and Commute Patterns The makeup of the existing or anticipated workforce will help shape the approach to TDM for a given site. Include the following:
• Existing or anticipated commute hours based on shifts or typical work hours
• Existing or anticipated percentage of part-time employees
• Any existing commuting information, such as the percentage of employees using different commute
modes and the average commute distance.
SECTION IV: Tier 1 Requirements
Check the boxes and provide the required information below.
☐ Designate a Transportation Coordinator (TC)
Exhibit 3
Carlsbad TDM Handbook
C-6
All developments subject to the TDM ordinance are required to designate an on-site transportation coordinator responsible for implementing the requirements listed below. The
transportation coordinator agrees to attend at a minimum one citywide TDM program meeting or event per year and to distribute marketing information provided by the citywide program. The contact listed below may be an interim contact until a permanent transportation coordinator is identified. This contact shall be an employee of the tenant’s organization. Developer is responsible for notifying the City of Carlsbad any time the transportation
coordinator contact changes in the future.
Provide the name, company, title and contact information for the TC.
☐ Distribute New Hire Transportation Information
Transportation coordinator agrees to distribute transportation options information provided by the citywide TDM program to all new employees at the point of hiring.
☐ Promote One Citywide Event per Year
Transportation coordinator agrees to actively promote at least one citywide event (provided that at least one event is held each year).
☐ Comply with Monitoring and Reporting
Transportation coordinator agrees to distribute commute surveys to employees every two years following the baseline survey conducted within 12 months of occupancy reaching 75 percent
or within 18 months of initial occupancy, whichever occurs first. Survey results along with a status report of above listed activities will be submitted to the city within one month of survey completion. In addition, transportation coordinator agree acknowledges the interim and final alternative
mode share goals, listed below, that the development is required to achieve. Should the goals
not be achieved, transportation coordinator agrees to work with the citywide program to identify and implement additional measures suitable to the project site.
Period in which
Reporting Falls
Alternative Mode Share
Goal
Existing
Buildings/Tenant
Improvements
Present till 2025 24%
2025 - 2029 26%
2030 -2034 28%
2035 on 30%
Exhibit 3
Carlsbad TDM Handbook
C-7
SECTION V: Authorization for Occupancy
By signing below, developer and transportation coordinator certify that the information provided in this document is complete and accurate. By signing this document, the
transportation coordinator is committing to implementing the required Tier 1 TDM plan elements listed above and participate in ongoing monitoring. Name and Signature of Developer Representative or Designated Applicant:
Printed Name and Organization Signature Date
Name and Signature of (Interim or Final) Transportation Coordinator:
Printed Name and Organization Signature Date
Name and Signature of City of Carlsbad Representative:
Printed Name Signature Date
Exhibit 3
Carlsbad TDM Handbook
C-8
Tier 2 and 3 TDM Plan Template for
Non-Residential Projects
City of Carlsbad
1200 Carlsbad Village Dr.
Carlsbad, CA 92008
How to Use this Document: Non-residential developments that meet trip generation thresholds
specified in the city’s TDM Ordinance must submit a TDM Plan. This template applies to projects identified as Tier 2 and Tier 3 projects. The average new development is required to submit and implement a TDM plan that achieves 18 points. The average redevelopment/tenant improvement is required to submit and implement a plan
that achieves 9 points.
The Carlsbad Transportation Administrator (TA) is available to support developers with TDM Ordinance compliance and completion of your plan. To get started or for questions, please contact: Jennifer Horodyski at (760) 602-2747 or via email at Jennifer.horodyski@carlsbadca.gov. The process for non-residential development is outlined graphically below. The TDM plan process
is organized into two separate parts:
1. All developments subject to the ordinance must submit Part I: Project Background, Existing
Conditions and Infrastructure TDM Strategies of the TDM plan prior to building permit
issuance.
2. Part II of the TDM Plan consists of non-infrastructure strategies and must be submitted and
approved prior to occupancy. Build-to-suit projects and tenant improvements may submit
Part II along with Part I prior to building permit issuance.
Lastly, all developments are required to begin to monitor the alternative mode share of commute
trips to the site through employee surveys within 12 months of reaching 75 percent occupancy or
within 18 months of initial occupancy, whichever occurs first. Developments with multiple buildings or phases are required to conduct employee surveys within 12 months of reaching 75 percent occupancy of the first building or within 18 months of initial occupancy of the first building, whichever occurs first.
For more detailed information please refer to section 2, Non-Residential Developer TDM Plan
Guidelines within the TDM Handbook.
Exhibit 3
{cJtyof
Carlsbad
California
Carlsbad TDM Handbook
C-9
Exhibit 3
Build-to-suit or Tenant
Improvement
Background & Part 1:
Infrastructure
Part 2: Non-Infrastructure &
Implementation
(may be completed anytime prior
to pre-occupancy inspection)
---------
,1 Building Permit ~
\ ,
Occupancy
Baseline Employee Commute
Survey & Report
Ongoing Employee Commute
Survey & Report
(every 2 years)
.__ __ a_u_il_d_-t_o_-s_p_e_c _ ___.l I
..
Background & Part 1:
Infrastructure
,-'
I Building Permit
---
Update Background, Part 2:
Non-Infrastructure &
Implementation
Occupancy
Baseline Employee Commute
Survey & Report
Ongoing Employee Commute
Survey & Report
(every 2 years)
Discretionary
Background & Part 1:
Infrastructure
, _____ -----
Discretionary
Permit ,
-,:._ --,.
Update Background, Part 2:
Non-Infrastructure &
Implementation
Occupancy
Baseline Employee Commute
Survey & Report
Ongoing Employee Commute
Survey & Report
(every 2 years)
developer
deliverable • city approval
Carlsbad TDM Handbook
C-10
PART I: Project Background, Existing Conditions and Infrastructure TDM Strategies
Submission Date: This section must be completed prior to building permit issuance and updated prior to occupancy as needed.
SECTION I: Developer Profile
Developer Name:
Property Manager
Name:
Developer Mailing
Address:
Number Street Suite
City State Zip Code
Primary Contact: Email:
Phone:
SECTION II: Project Information
Project Name:
Permit Number:
Project Address:
Number Street Suite
City State Zip Code
Project Interim Transportation Coordinator
☐ Developer agrees to provide an Interim Transportation Coordinator responsible for ensuring the
infrastructure is developed as agreed upon with the City of Carlsbad, development and execution of TDM Plan requirements, and transitioning Transportation Coordinator duties to new owners or property managers upon occupancy. Provide name, title, and contact information. This individual may be the primary contact listed
above for the project.
Exhibit 3
Carlsbad TDM Handbook
C-11
Land Use and Area
Complete the chart below to include each non-residential use, gross floor area and expected number of employees allocated to each use.
Land Use GFA Employees H-0 Hospital
C-1 Neighborhood Commercial
C-2 General Commercial
C-T Commercial Tourist C-M Heavy Commercial
C-L Local Shopping Center
O Office V-R Village Review
L-C Limited Control
M Industrial P-M Planned Industrial Total
Automobile Parking
Automobile Parking Existing # of Allocated Spaces Proposed # of Allocated Spaces Proposed # of New Parking
Spaces
Surface Parking Spaces
Structured Parking Spaces
Exhibit 3
Carlsbad TDM Handbook
C-12
SECTION III: Existing Conditions & TDM Context
Complete the following section to establish existing conditions and TDM context. Relevant Existing TDM Infrastructure Network
Please provide a brief discussion or map that describes the alternative transportation infrastructure available that
serves the project site. Include the following items:
• Pedestrian infrastructure adjacent to the side (e.g. sidewalks, nearby crosswalks or signalized crossings)
• Bike infrastructure by type (e.g. Class I, II, or III) adjacent to the site
• Transit or shuttle services serving the site with a stop/station within a ¼ mile (or a 5-minute walk)
Relevant Project-Specific TDM Infrastructure (Tenant Improvements Only) Please provide a brief discussion and site plan describing the onsite TDM infrastructure currently available:
• Number of public bike racks and approximate location with regards to building entrance
• Average utilization of bike racks (in %)
• Number secure bike racks (specify whether in bike cage, bike room or bike lockers)
• Average utilization of bike racks (in %)
• Number of designated carpool/vanpool spaces and location with regards to building entrance
• Average utilization of carpool/vanpool spaces (in %)
• Any other infrastructure or services available to property tenants that encourage the use of public transit,
carpooling, vanpooling, walking and biking, such as a bike repair station, an onsite shelter or waiting area
for buses or shuttles, etc.
Exhibit 3
Carlsbad TDM Handbook
C-13
Environmental In the box below, please provide maps of the relevant topographical and experiential conditions that will influence travel behaviors to the project site. At a minimum, provide the following:
• A Google map with terrain view and bike lanes showing approximately a 2-mile radius around the site
• Photos (or street view screenshot) of the roads adjacent to the property
• If relevant, discuss additional environmental aspects that may impact use of active and alternative
transportation, such as traffic speeds, pedestrian safety, lighting, etc.)
Project-Specific and/or Nearby Amenities
Count and report the number of project-specific and neighboring amenities onsite or within a 5-minute walk (1/4 mile) of the project site and provide map.
• Report the number of amenities or establishments by type. Include number of food establishments, child-care
facilities, fitness/healthcare facilities and other relevant services such as dry-cleaning that can impact trip
generation.
Anticipated Workforce and Commute Patterns
The makeup of the existing or anticipated workforce will help shape the approach to TDM for a given site. Include the following:
• Existing or anticipated commute hours based on shifts or typical work hours
• Existing or anticipated percentage of part-time employees
• If available, any existing commuting information, such as the percentage of employees using different
commute modes and the average commute distance.
Exhibit 3
Carlsbad TDM Handbook
C-14
SECTION IV: Infrastructure TDM Selections
The developer will work with the TA to determine infrastructure strategies applicable to the site and the appropriate placement of TDM infrastructure. Please reference Table 2-4 Menu of TDM Strategies, Part I: Infrastructure found in the Non-
Residential Developer TDM Plan Guidelines within the TDM handbook for infrastructure strategies and points. An average new development is required to achieve a total of 18 points while a redevelopment/tenant improvement is required to achieve 9 points. Required strategies add 4 points towards the total required number of points. New developments must achieve a minimum of 6 points through infrastructure strategies unless otherwise agreed upon with city staff. Tenant
improvement projects are eligible to achieve all required points in Part II.
In case of a tenant improvement, if the tenant has access to any infrastructure amenity below, the
tenant can claim that amenity in their plan unless that amenity does not meet minimum standards
or is, on average, fully utilized, such as two carpool spaces that are both occupied on most
weekdays. The capacity of an existing infrastructure amenity will need to be evaluated at the time
the strategy is proposed.
Points not earned through infrastructure strategies will be expected to be earned in Part II. Reference Part II strategies to ensure that the appropriate infrastructure is selected to support desired amenities or programs. Infrastructure strategies must be selected and approved prior to building permit issuance. Programmatic strategies in Part II may be submitted after the building permit has been issued, but
must be approved prior to occupancy. Check the box to the left of the strategy to include it in the plan. Provide information as requested in the box below the strategy and indicate the points requested for the strategy, using the handbook as a guide. For strategies with a range of points, work with the TA who will assist in determining the appropriate number of points based on the unique context of the site and the proposed project. Refer
to the Carlsbad TDM Handbook for details about each strategy.
Exhibit 3
Carlsbad TDM Handbook
C-15
☐ Secure Bike Parking Points Requested:
Indicate the number of secure, long-term bike parking spaces to be provided, how they will be accessed and where they will be located on the project site. Refer to the handbook for the number of spaces required to earn points. If
practical, include location on the site map.
☐ Public Bike Parking Points Requested:
Indicate the number of short-term spaces and the type of bike rack to be provided and where they will be located on the project site. Refer to the handbook for the number of spaces required to earn points and guidance on installation.
If practical, include location on the site map.
☐ Bicycle Repair Station Points Requested:
Describe what items will be included in the bicycle repair station and where it will be located within the project site.
☐ Micromobility Parking Points Requested:
Indicate where micromobility parking space (or interim bike racks) will be located on the project site. If practical, include location on the site map.
Exhibit 3
Carlsbad TDM Handbook
C-16
☐ Transit Shelter Additions or Improvements Points Requested:
Describe the location of transit stops and what types of additions/improvements are being proposed.
☐ Preferential Parking for Car/Vanpools Points Requested:
Indicate the number of carpool and vanpool reserved spaces to be provided and where they will be located on the
project site. Refer to the handbook for guidance on the required number of spaces. Maximum points will be awarded when offered in conjunction with ride-matching services.
☐ Parking Spaces for Car Share Vehicles Points Requested:
Indicate the number of reserved spaces to be provided for car share vehicles and where they will be located on the project site. Should be offered in conjunction with car share vehicles.
Exhibit 3
Carlsbad TDM Handbook
C-17
☐ End of Trip Facilities Points Requested:
Indicate the number of showers and changing rooms and where they will be located on the site/building plan.
☐ On-site Amenities Points Requested:
Discuss the on-site amenities that will be located at the development and explain how these offerings will mitigate trips
rather than serve as trip-generators. Discuss discounts available to tenants if applicable. Provide a map showing the location of these amenities.
☐ Bicycle and Pedestrian Connections Points Requested:
Provide a map showing proposed pedestrian and bicycle infrastructure and connections to existing facilities.
Exhibit 3
Carlsbad TDM Handbook
C-18
☐ Passenger Loading Zone Points Requested:
Describe location of and denote loading zone on building/site plan.
☐ Innovation (Infrastructure-Based) Points Requested:
Describe the strategy and discuss how it will lead to reduced single-occupancy vehicle trips to and from the site.
Exhibit 3
Carlsbad TDM Handbook
C-19
SECTION V: Authorization for Building Permit Issuance
By signing below, Developer certifies that the information provided in this document is complete and accurate. By signing this document, a developer is committing to build/provide the
infrastructure strategies identified in this document. Failure to provide the identified infrastructure
may result in a building not obtaining an occupancy permit until such infrastructure is constructed or other commitments are made to reduce vehicle trips by an amount equivalent to the trips that would have likely been reduced by constructing and providing the listed infrastructure strategies. The developer also acknowledges that commitments to implement additional TDM strategies and
monitor and report on those strategies must be made prior to occupancy. These commitments can be
made by completing Part II of this document and obtaining subsequent approval of the proposed strategies and monitoring plan. Name and Signature of Developer Representative or Designated Applicant:
Printed Name Signature Date
Name and Signature of Property Owner (if different from above):
Printed Name Signature Date
Name and Signature of City of Carlsbad Representative:
Printed Name Signature Date
Exhibit 3
Carlsbad TDM Handbook
C-20
PART II: Non-Infrastructure TDM Strategies, Implementation and Monitoring Plan
Submission Date: This section must be completed and approved prior to occupancy.
SECTION I: Non-Infrastructure TDM Selections
The developer will work with the TA to determine strategies applicable to the site. Please reference Table 2-5 Menu of TDM Strategies, Part II: Non-Infrastructure found in the Developer TDM Plan Guidelines within the TDM handbook for relevant infrastructure strategies and points. It is expected that Part II will contain a sufficient number of strategies to earn the
remaining required points not earned through infrastructure strategies. A total of 18 points is
required from Part I and Part II combined for new developments and 9 points for redevelopments/tenant improvements. Required strategies add 4 points towards the required total. The non-infrastructure strategies are organized into the following categories: amenities, policies, developer/employer programs, employer programs, partnerships and innovation. A well-rounded,
effective and sustainable TDM plan should include strategies from multiple categories and be
applicable to the anticipated workforce and commute patterns. Check the box to the left of the strategy if it will be included in the development. Provide information as requested in the box below the strategy. Additionally, indicate the points requested for the strategy. Refer to the Carlsbad TDM Handbook for additional guidance and for the number
of points available for each strategy.
Required Strategies
☐ Transportation Coordinator Points: 1
All developments subject to the TDM ordinance are required to designate an on-site transportation
coordinator responsible for ensuring that infrastructure is maintained, policies and programs are implemented, and amenities and partnerships are maintained as described in the approved TDM Plan and otherwise ensuring compliance with City of Carlsbad TDM Plan requirements. Provide the name, title and contact information for the TC.
Exhibit 3
Carlsbad TDM Handbook
C-21
☐ Distribute New Hire Transportation Information Points: 1
All developments subject to the TDM ordinance are required to ensure that transportation options information is distributed to new employees during the hiring and orientation process.
☐ Citywide TDM Program Points: 2
Transportation Coordinators of all developments subject to the TDM ordinance are required to meet
with the citywide TDM programs outreach staff on a regular basis (at least annually) and participate in at least one event held by the citywide TDM program (if available).
Elective Strategies
Amenities
☐ Car Share Vehicles Points Requested:
Identify the number of car share vehicles that will be provided on-site and if these vehicles will be provided by an existing car share operator or by the employer/property owner. Indicate whether membership will be fully or partially subsidized for employees/tenants. Indicate the number of reserved spaces to be provided for car share vehicles and where they will be located on the project site.
☐ Micromobility Service Credits Points Requested:
Describe the micromobility service that will be available for use by employees/tenants and the level of service credits/subsidy. Indicate if all employees/tenants will have access to the service credits and how the program will be
administered.
☐ Real-Time Travel Information Points Requested:
Describe the proposed location of the resources and any other relevant information (i.e., range of the WiFi hotspot, location of real-time travel information screens or kiosk).
Exhibit 3
Carlsbad TDM Handbook
C-22
☐ Mobile On-site Amenities Points Requested:
Discuss the mobile on-site amenities that will be located at the development and explain how these offerings will mitigate trips rather than serve as trip-generators. Discuss discounts available to tenants. Provide a map showing the
location of these amenities if applicable and discuss agreements between vendors and schedules.
Policies
☐ TDM in Leases and Purchase Agreements Points Requested:
Applies to new developments only. Provide language that will be included in the lease that will allow for TDM supporting roles.
Exhibit 3
Carlsbad TDM Handbook
C-23
☐ Non-Standard Vehicle Policies Points Requested:
Applies to new developments only. Describe the site’s non-traditional vehicle management plan. This strategy may be implemented with the non-standard vehicle parking infrastructure strategy (micromobility/bicycle/etc.).
Developer/Employer Programs
☐ Mobility Services Incentives Budget Points Requested:
Include details of program including how the program will be administered. Indicate the total annual budget, describe what percentage of the workforce will be eligible to participate, how the program will be marketed and how
participation will be monitored.
☐ Ride-matching Services Points Requested:
Developer should discuss plans to create an internal ride-matching program. At a minimum, developer will promote
existing ride-matching platform.
☐ Guaranteed Ride Home (GRH) Services Points Requested:
Developer should discuss plans to create an internal GRH program. At a minimum, developer will promote existing services, such as SANDAG’s iCommute.
Exhibit 3
Carlsbad TDM Handbook
C-24
☐ Marketing and Outreach Points Requested:
Include details of marketing and outreach efforts.
Employer Programs
☐ Telework Program Points Requested:
Include information about the program, such as the infrastructure and policies that will be available to support teleworking, the anticipated percentage of employees that will be eligible and any limits or guidance on the number of
days employees can telework per week or month. The number of points range based on the expected number of telework days and associated trip reductions (see handbook for further guidance).
☐ Flexible/Alternative Work Schedules Points Requested:
Include information about the program, such as the anticipated percentage of employees that will be eligible and any limits or guidance on the arrangements that are acceptable.
Exhibit 3
Carlsbad TDM Handbook
C-25
☐ Alternative Transportation Incentive Points Requested:
Include details of program including how the program will be administered. Indicate the total annual budget, describe
what percentage of the workforce will be eligible to participate, how the program will be marketed and how participation will be monitored.
☐ Commuter Tax Benefits Points Requested:
Include how the program will be marketed to employees.
Exhibit 3
Carlsbad TDM Handbook
C-26
☐ Customized Travel Plans Points Requested:
Identify department/position that will be responsible for implementation.
Partnerships
☐ Establish and Maintain Partnerships with Area Businesses Points Requested:
Identify partner business(es) or entities and the TDM resource(s) that will be provided through the partnership.
Describe how costs will be shared.
☐ Establish and Maintain Partnerships with Private Vendors Points Requested:
Identify partner business(es) or entities and the TDM resource(s) that will be provided through the partnership.
Exhibit 3
Carlsbad TDM Handbook
C-27
Innovation
☐ Innovation (Non-Infrastructure-Based) Points Requested:
Describe the strategy and discuss how it will lead to reduced single-occupancy vehicle trips to and from the site.
SECTION III: Implementation (New Developments Only)
By signing below, developer agrees to inform the city of a sale and provide contact information for
a new owner to ensure that the plan will continue throughout the life of the project. Name and Signature of Developer Representative or Designated Applicant:
Printed Name Signature Date
Exhibit 3
Carlsbad TDM Handbook
C-28
SECTION IV: Monitoring
By signing below, developer agrees to distribute commute surveys to employees every two years following the baseline survey conducted within 12 months of occupancy reaching 75 percent or
within 18 months of initial occupancy, whichever occurs first. Alternatively, developer may provide
a copy of the signed lease that stipulates that the employer tenant(s) will administer employee commute surveys on the same schedule. In addition, developer acknowledges the interim and final alternative mode share goals, listed below, that the development is required to achieve. Should the goals not be achieved, transportation
coordinator agrees to work with the citywide program to identify and implement additional
measures suitable to the project site.
Period in
which
Reporting
Falls
Alternative Mode Share Goal
New
Developments
Existing
Buildings/Tenant
Improvements
Present till
2025 25% 24%
2025 - 2029 30% 26%
2030 -2034 35% 28%
2035 on 40% 30%
Exhibit 3
Carlsbad TDM Handbook
C-29
SECTION V: Authorization Occupancy
By signing below, developer and transportation coordinator certify that the information provided in this document is complete and accurate. By signing this document, the
transportation coordinator is committing to providing the strategies identified in this document and to participate in monitoring activities described in Section IV. Name and Signature of Developer Representative or Designated Applicant:
Printed Name and Organization Signature Date
Name and Signature of (Interim or Final) Transportation Coordinator:
Printed Name and Organization Signature Date
Name and Signature of City of Carlsbad Representative:
Printed Name Signature Date
Exhibit 3
Carlsbad TDM Handbook
D-1
Sample iCommute Employee Commute Survey
Exhibit 3
D
Carlsbad TDM Handbook
D-2
Exhibit 3
Commuter Survey June 2018
* 1. What is your home ZIP Code?
Prev Ill
* 2. On .av•erage, how many days per week do you commute to/from work using th e ·following? (Se lect
app'.licable o:nly):
5 or more d1ays
1 day pelf ,Neel< 2 d'ays per week 3 •days perr week 4 ,days perr ,Neel< per1neek
II drive a personal 0 0 0 0 0 vehicle al'o:ne
!!carpool 0 0 0 0 0
II drive/ride in a 0 0 0 0 0 vanpooll
II tal<e ttle COASTER 0 0 0 0 0
II take ttle Trollley 0 0 0 0 0
II take ttle bus 0 0 0 0 0
II ride a motorcycle 0 0 0 0 0
II ride a bike 0 0 0 0 0
II walk 0 0 0 0 0
11 tal<e an u ber/Lyft o 0 0 0 0 0 1Nonk
II don't commute, I
tel'eworkfworl< from 0 0 0 0 0
home
other 0 0 0 0 0
{please specify)
Prev -
Carlsbad TDM Handbook
D-3
Exhibit 3
* 4 .. Are you willing to try a. different com mute c:hoice to get to/from work one day each week or more?
0 Yes
Q No
0 I already commute by alternative tra11sportatim1
rev Ill
* 3. If applicable, please share the r,eason(s) you ,choose to walk. bike, bus, trolley, train, carpool, or
vanpool. (Select up to two choices.),
D I save oney
D I save tlime
D I avoid parki 11g costs
D I avoid traffic
D I don't ow11 a car
D I want to help reduce poll1.1tio11
D It's healthy for me
D Not applicable, I dnive alone to work
other, please speciii)r:
Prev Ill
Carlsbad TDM Handbook
D-4
Exhibit 3
* 5. Wh ich other way(s) of commuting to work are you willing to try? (Select al that apply.)
D D rive/ricle in a carpool
D Drive/ride in a vanpool
D Drive an electric car
D Take an Uber Pool/Lyfl: Line
D Take the bus
D Take the tra1in
D Take the trolley
D Ricle a bike
D Ricle an electric bike (eBike)
□Walk
D Teleworl<
other, (pl'ease specify):
Prev Ill
* 6. How many days per week are you wi ling to use the commute choice(s) you selected in the previous
question?
0 1 clay per week
0 2 days per week
0 3 clays per week
0 4 days per week
0 5 or more days per week
ottler, (please specify):
rnv Ill
Carlsbad TDM Handbook
D-5
Exhibit 3
* 7. llf you drive alone to work a majority of the t-me, what are your main reasons? (Select up to three.),
D I use my perso:nal car at w·orl< for lousiness purposes
D So I can get home in an emergency
D My parking is free or inexpensiive
D I d'on· llave anyone wnh wlilom to carpool orvanpool
D I need to run errands before or alter worl<
D I have an irregular work schedule
D I need to ransport my children
D There ils no rain, bus, or Trolley near my home and/or wol1k
D I'm concerned about bicycle concli tons along my route to/from work
D I'm concerned about walking condi1 ions along my route to/from worll<
D I choose not to respond,
other, (pllease specify)
Prev Ill
* 8. What would encourag1e you or help you make tihe choice not to drive alone? (Select up to three.)
D Help 7nding people w'ith Whom to carpooltvanpool
D \/anpooll subsidy
D Guaralilteed ride home in the event of an emergency or unsched:uled overtime
D In orma ion aoout ransit routes and schedul'es
D aps and information about bicycle routes and regional bilke parking
D Priizes, d'rawings, o:r contests
D No~hinglnot interested
D I choose not to respond
D other, (please specify):
rev Ill
Carlsbad TDM Handbook
D-6
Exhibit 3
* 9. Are you aware of iCommute, iCommuteSD.com, or 511sd .. comfiCommut:e?
0 Yes
Q No
rev Ill
10. llf you would lilice to be entered to win one of 8 $25 g-ft cards, 1please complete the -nformation below.
By prov-ding ttnis information, you are agree-ng to the terms and oonditions of the prize drawing.
Thank you for your time and input Please click the DONE button to complete t!he survey.
ame:
E.maiL
11. Do you have any que.stions, comments, or feedback for Sony and iCommut:e regarding your
transpo:rtation and commuter experienoe?
rev Ill
1
Transportation Demand Management program reform in Carlsbad
Correspondence from Traffic & Mobility Commissioner Steve Linke
September 3, 2021
(for Item #6 on the T&MC September 7, 2021 agenda)
The agenda packet that included this item was just distributed, so I have not had an opportunity to
review it yet. Nevertheless, I am sending this previously prepared letter to allow time for distribution
prior to the long Labor Day weekend.
Reform of Carlsbad’s Transportation Demand Management (TDM) program is a very complicated issue,
and I apologize for the length of this communication. Below, I provide background information on many
of the problems I see with the current system, with some very specific examples from developments
that have been approved in the last year. I then provide recommendations for changes (by section) to
the current TDM Handbook, as well as additional changes.
BACKGROUND/PROBLEMS WITH CURRENT SYSTEM
Transportation Demand Management (TDM) in Carlsbad can be required/used for at least four
overlapping, but distinct, regulatory pathways:
1. Carlsbad’s TDM Ordinance and TDM Handbook
• Focused on reducing employment-related vehicle trips to comply with Carlsbad’s
Climate Action Plan (CAP)
2. Carlsbad’s General Plan Mobility Element (Policies 3-P.8 through 3-P.11)
• Focused on mitigating traffic congestion
3. Carlsbad’s multimodal level of service (MMLOS) point systems
• Focused on improving non-vehicle travel modes
4. State-mandated environmental reviews (CEQA)
• Focused on reducing vehicle miles traveled (VMT) for all trips
A. Improper conflation of TDM Ordinance/Handbook and Mobility Element TDM requirements
The TDM Ordinance/Handbook comprise Carlsbad’s current TDM program, but they are designed only
for certain employers to reduce employee trips and the resultant greenhouse gas (GHG) emissions to
help achieve CAP goals—with no regard for residential developments or localized traffic congestion.
In contrast, the primary intent of TDM in the Mobility Element is to mitigate traffic congestion by all
vehicle users (employees, customers, and/or residents) on street facilities that have been exempted
from the City’s Growth Management Plan (GMP) minimum vehicle performance standard due to over-
congestion.
Despite these independent TDM requirements, planning staff and developers consistently and
improperly conflate them, as described below.
2
TDM for residential developments adding traffic to exempt street facilities
Developments that are not subject to the TDM Ordinance (e.g., residential developments) are still
subject to Mobility Element-based TDM requirements when they add traffic to exempt street facilities.
However, staff currently arbitrarily applies only a “Tier 2” TDM Handbook requirement on residential
developments, regardless of the magnitude of their impact on street facilities, and regardless of the fact
that the TDM Handbook is not designed to be used with residential projects.
• Examples: The Marja Acres, Aviara Apartments, and West Oaks residential developments are
expected to generate between about 1,200 and 2,400 new average daily vehicle trips (ADT)
each. And they will be adding most of that new traffic to exempted street facilities on El Camino
Real and Palomar Airport Road. However, all of these developments were only required by staff
to submit “Tier 2” TDM Plans, which are intended for projects that generate only 221-275 ADT,
and which include few or no meaningful TDM measures that provide viable alternatives to
vehicle trips.
TDM for commercial developments adding traffic to exempt street facilities
The TDM requirements in the TDM Handbook apply to all commercial developments defined in the TDM
Ordinance, regardless of their location in the city. However, some of those developments add their new
traffic to exempt street facilities, which creates the need to mitigate congestion independent of (and in
excess of) that required by the TDM Ordinance/Handbook. However, planning staff have required only
minimal TDM plans to address these additional impacts.
• Example: The proposed Chick-fil-A at Palomar Airport Road and Avenida Encinas is expected to
add about 2,200 new vehicle trips by customers and employees into the immediate area,
including about 1,300 new trips through the already GMP-deficient (and exempted) Palomar
Airport Road/Avenida Encinas intersection. However, planning staff allowed the developer to
use the lowest “Tier 1” TDM plan intended for projects that generate only 110-220 ADT. Tier 1
plans essentially only require distributing a flyer to new employees informing them that they
can walk or bike or take the bus to work, if they’d like. This will not meaningfully mitigate the
~1,300 employee and customer ADTs being added to the exempt Palomar Airport Road facilities
and, thus, should not satisfy the Mobility Element TDM requirement.
B. TDM strategies in CEQA mitigation plans also may not satisfy all TDM requirements
Some larger developments also must perform a State-mandated CEQA analysis, requiring TDM-based
mitigation to reduce VMT. However, similar to the situation described above for TDM plans based on
the TDM Ordinance/Handbook, CEQA-based TDM plans may or may not be sufficient to also satisfy
Mobility Element-based TDM requirements when such developments also add new traffic to congested
(exempt) street facilities.
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C. Definitions of TDM strategies/measures
Developers also have been allowed great latitude in claiming inflated TDM points, multimodal level of
service (MMLOS) points, and VMT reductions for many TDM strategies. This includes credits for
projects/programs that are not under the developer’s control and may never be implemented,
“programs” that stretch credulity in their re-definition of the original intent, double-counting and
exaggeration of credits, etc. See the “Appendices A and B: Glossary and Menu of Options” section below
for more detailed examples.
D. Improper assumption that a passing MMLOS grade is sufficient to support related TDM strategies
The GMP requires a minimum level (MMLOS grade “D”) of transit, pedestrian, and bicycle
amenities/services, such as bus stop amenities, sidewalks, and bicycle lanes. However, the MMLOS
standard only applies to street facilities prioritized for the corresponding alternative modes of travel,
and the current minimum MMLOS standards are extremely low. Unfortunately, staff currently considers
a passing MMLOS grade, or even the lack of a need for a grade, to be sufficient for TDM purposes.
• Examples: The Marja Acres, Aviara Apartments, and West Oaks developments rely heavily on
transit as part of their TDM and related mitigation plans. However, they are only being required
to add a small bench and trash car to the immediately adjacent bus stops to satisfy the
minimum MMLOS requirement. In order to make these stops comfortably usable to satisfy their
TDM claims, they should include bus shelters, as well as safety lighting and marked crosswalks
from the project to the stops.
TDM ORDINANCE/HANDBOOK RECOMMENDATIONS
The following headings are from the TDM Handbook, followed by my recommended revisions.
Section 1.7: Who does the TDM Program apply to?
Based on the above commentary, the TDM Ordinance and Handbook should be expanded to cover all
developments (including residential), and overarching guidelines should be established to harmonize the
TDM requirements, strategies, and mitigation plans to fully account for all of the regulatory pathways in
a logical way.
Section 2.2: Thresholds for Compliance
There are currently three “tiers” of TDM plans that are triggered based only on the number of predicted
employee vehicle ADT—not any trips generated by customers or residents (in mixed-use or residential
developments). In cases where employee, customer, and/or residential trips will be added to exempt
street facilities, the tier system should be modified to account for all of those trips—or a separate tier
system should be developed to do that.
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Section 2.5: TDM plan strategies
More meaningful TDM strategies should be required in all tiers.
Tier 1 (4 points required) and Tier 2 (9 points required) plans are currently composed almost entirely of
strategies that are unlikely to produce meaningful vehicle trip reductions (i.e., measures that do not
actually create any new mobility options, but rather include just meetings/information). For example, all
Tier 1 plans proposed in Carlsbad (e.g., Toyota Carlsbad and Chick-fil-A) require only designating an on-
site employee (Transportation Coordinator) to meet with the City’s Transportation Administrator once a
year and to distribute a list of transportation options to new hires.
To satisfy the expanded Tier 2 plan requirement, the developer need only provide additional marketing
materials on available transportation programs and services to commuters and encourage them to make
sustainable travel choices (e.g., through a webpage and on-site map and brochure), and provide a public
bike rack (or a bike repair station, consisting of a stand, an air pump, and a few tools). This is what is
applied to all residential projects.
Sadly, most of the Tier 3 plans, which require 18 points (including 6 “infrastructure” points), also are
anemic. For example, BMW Carlsbad’s Tier 3 TDM plan includes the above elements plus: covered bike
parking, three showers for bicyclists, marked parking spaces for potential voluntary employee
carpooling, a passenger loading zone area, a single-car car-share service (Zipcar) available for employee
midday trips only, and a compressed work schedule for certain “eligible” employees. The Carlsbad
Corporate Plaza Parking Structure and Raceway Industrial Tier 3 TDM plans are similarly anemic with
regard to measures that will meaningfully reduce vehicle trips.
In addition to strengthening the tiers, the definitions of several of the individual strategies need to be
tightened up to prevent inappropriate claims for TDM points or exaggeration of points (see the section
on the Glossary and Menu of Options, below, for details).
Section 2.7: Monitoring and Reporting
TDM monitoring consists primarily of biannual (every two years) surveys of employees asking them how
they get to work, in order to determine mode share/shift. I think this should be annual—at least for the
first several years—to ensure progress tracking.
Beyond that, there is a reference to a “status update” on “non-infrastructure” strategies. However, it is
my understanding that the update will only require a report on whether the strategy was
implemented—not whether it is actually working. To the extent reasonable for the individual measures
included in the TDM plan, the monitoring and reporting should include data that allows assessment of
the success or failure of the plan.
• Examples: If unbundled parking fees are part of a TDM plan, then the number of parking spots
purchased should be monitored—not just the fact that a fee is being charged. If a shared vehicle
or ridesharing is part of the TDM plan, the monitoring should include an accounting of the actual
number of shared vehicle trips taken—not just whether a shared vehicle or service was
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available. If the availability of transit passes is part of the TDM plan, then the number of transit
passes sold (or provided free or with a subsidy), as well as changes in ridership at the proximal
transit stops, should be monitored—not just whether passes were available. Etc.
Enforcement
The enforcement section needs to be expanded with much greater detail. Monetary (or similar)
penalties should be imposed for any failures to report in a timely fashion. If individual measures are not
reaching their goals, then the TDM plan must be revised to bolster the measures or switch to different
ones.
Staff reporting
Staff should report annually to the Traffic and Mobility Commission and City Council a list of all TDM and
VMT mitigation plans in effect and their status, including the results of travel mode surveys and
performance of individual measures.
Appendices A and B: Glossary and Menu of Options
The definitions of several of the individual TDM strategies need to be tightened up to prevent
inappropriate claims for TDM points, multimodal level of service (MMLOS) points, or VMT reductions
based on TDM strategies, including the following specific examples:
1. The Marja Acres project claimed a very large “mixed-use” VMT reduction for a commercial retail
site across and down the street at Robertson Ranch, which may never actually be developed and
is not under the control of the Marja Acres developer. There will be no consequences to Marja
Acres if it is never developed. Developers must be made responsible for ensuring that all TDM
strategies in their plans, which are not under their direct control, must be implemented, or that
the TDM plan must be altered if they are not implemented within a reasonable period of time.
2. The West Oaks project claimed a very large VMT reduction for an unbundled parking program
($100 per parking space) with a goal of substantially reducing car ownership. However, they are
being allowed (and encouraged) to build almost as many parking spaces as if the program did
not exist, and they are not being required to track and report parking space usage/vehicle
ownership to see if the program works.
3. The West Oaks project also claimed a VMT reduction for a car-sharing program (defined in the
guidelines as a “…project to allow people to have on-demand access to a shared fleet of vehicles
on an as-needed basis”) that includes only a single vehicle to be shared by their 192-unit
apartment complex.
4. The West Oaks project also claimed a VMT reduction for a Neighborhood Electric Vehicle (NEV)
Network that also allows them to take additional VMT reductions, even though they are only
providing eight e-bikes. NEVs are defined under the California Vehicle Code as four-wheeled,
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electrically powered vehicles that conform to federal automobile safety standards, and the
guidelines define the program as “individually owned” NEVs operating on a dedicated street
network with special striping and signage.
• Note that the traffic consultant (Fehr & Peers) that wrote Carlsbad’s VMT Analysis
Guidelines have a Technical Memorandum dated February 2019 that concludes that
allowing even real NEV network-based mitigation claims is “not recommended without
supplemental data,” because evidence is “weak” that they work. Ironically, though, it
was this same consultant that concocted the non-validated e-bike/ NEV Network
equivalency scheme for West Oaks, and they provided no supplemental data to support
it.
5. The BMW Carlsbad project had to achieve MMLOS “D” for transit given its location adjacent to
transit-prioritized Cannon Road. They claimed 60 transit MMLOS points (enough to achieve
grade “D” without any other measures) by claiming that they would have an “on-demand
rideshare program.” However, the explanation of this program was that they would have spaces
reserved in their parking lot for (voluntary) employee carpooling. That is not an “on-demand
rideshare program,” which is meant to replace transit service.
6. The Amazon Parking Lot project claimed 1 TDM point for having a transit shelter, but then also
claimed 5 “innovation” points (on a scale of 1-5) for having that same shelter. When I asked staff
to justify the 6 total points just for a transit shelter. With a creative explanation, the maximum
of 5 “innovation” points can arbitrarily be used with many strategies to pad TDM point totals.
OTHER TDM-RELATED RECOMMENDATIONS
Improvements to alternative travel modes, independent of MMLOS grades
If any proposed TDM strategy relies on pedestrian, bicycle, or transit facilities, then those facilities
should be improved proportionally, regardless of whether the relevant street facilities are prioritized for
those modes of travel under the Mobility Element, and regardless of whether they meet the city’s
minimum MMLOS standard.
Reduce changes to TDM plans after public review
I am also concerned that the resolutions adopted by the decision-making bodies (Planning Commission
or City Council) that have undergone public review always state that a revised TDM plan can/will be re-
submitted later when permits are issued, and that the TDM plan also can be changed at the sole
discretion of the City Engineer. The City Engineer has completely waived TDM requirements in the past,
and there seems to be little guarantee on what will happen in the future. I recommend reducing the
discretion of the developer and City Engineer to change/waive TDM plans.
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• Example: The Casa Aldea (Cannon Senior Housing) residential development was conditioned in
2016 (Condition #40) to pay—to the satisfaction of the City Engineer—both TDM and
Transportation Systems Management (TSM) fees into the TIF Program that was supposedly
being updated at the time. However, the City still hasn’t updated the TIF Program, and the City
Engineer effectively waived the requirement of the fee payments when the permits were issued
to build the project because of staff’s own failure to update the program.