and Parking Services (TAPS) wishes to thank everyone that took time from their
busy schedules to review and comment on the Draft Long Range Access Plan
Options Study 2001-2010 (LRAP). Since
the LRAP was distributed to the campus on
The strategic planning surrounding transportation and campus access is an on-going effort. There will be continued discussions with the campus community on the numerous issues raised in the Access Plan. The purpose of this plan is to provide the community with an update on the parking program and to inform customers of several actions that are in progress or planned for the near future.
1. The Office of Administration will continue to examine all costs within Parking Services’ budget to ensure parking revenues are used exclusively to support parking related costs.
2. The Offices of Administration and Resource Management and Planning have adopted and implemented a campus Replacement Parking Policy (Attachment A)to address the value and reimbursement concerns raised by the Academic Senate, Staff Assembly and ASUCD.
3. The Office of Administration has established a Transportation and Parking Administrative Advisory Committee (Attachment B) to assist the Vice Chancellor—Administration and TAPS in the formulation of policies and procedures related to the overall transportation program of the Davis Campus.
4. The Offices of the Chancellor, Administration, and Resource Management and Planning have authorized TAPS to implement Option 1 (construct the West Entry Parking Structure) of the LRAP. In 2005, TAPS will lead a campus effort to re-evaluate the LRAP to determine the type (surface or structure) and number of parking spaces the campus will need to construct to meet its access requirements.
5. The Office of Administration has authorized TAPS to implement a four-year phased parking permit rate increase, beginning fiscal year 2002-03, to offset the debt service obligation of the West Entry Parking Structure scheduled for occupancy in winter 2005. The specific rate increases for each of the four years will be forwarded to the Campus Rate Committee annually for review.
6. In response to the concerns identified by the Academic Senate’s Special Committee on Transportation and Parking regarding the construction of a new South Entry Kiosk and the relative shares that other campus budgets might contribute to funding this facility (estimated to cost $300,000), TAPS will reduce its financial commitment to the project and will contribute sixty-five percent of the funding. Sixty-five percent reflects the level of parking-related services the new kiosk will provide campus parking customers.
7. The current $700,000 annual campus allocation to the Road and Pathway Fund is supplemented by an additional $300,000 annually from Grounds Services to maintain roads and pathways. Parking Services’ annual budget contribution to this $1,000,000 campus allocation for campus roads and pathways is currently $300,000 and is proportional to the parking-related use of these facilities.
8. TAPS has developed a Draft UC Davis Bicycle Plan (Attachment C) to serve as a guide to the continuing improvement and encouragement of bicycling as a significant mode of transportation on, to and from the campus.
9. Unitrans has developed a Short Range Transit Plan 2002-2006 (Attachment D) to provide a five year outlook for transit operations, service planning, budgeting and capital programming. The Plan also includes background information on the Unitrans bus service and analyzes options for future service development and growth over the next five years. TAPS and Unitrans are working closely to integrate their plans so that continued access to the campus is maintained in the future.
10. The Smart Mobility Model Project is a collaborative effort among the UC Davis Campus, the California Department of Transportation (Caltrans), UC-Wide Partners for Advanced Transit and Highways, ITS-UC Berkely and UC Davis’ Institute of Transportation Studies to develop and test a new approach to transportation planning and smart growth. The goal of the project is to optimize individual mobility through improved connectivity among modes, enhanced techniques to link land-use planning and transportation system design, and advanced information and clean-fuel technologies. At UC Davis, TAPS and campus planners are interested in applying innovative mobility services and technologies to the upcoming UC Davis Long Range Development Plan. Please see pages 26-29 for additional information on this exciting project.
The planning process has recently commenced on the West Entry Parking Facility Development Project scheduled to be completed in the winter of 2005. This parking structure and several additional surface parking facilities are planned to address the parking demand anticipated in the near future as the campus continues to grow. Future parking rate increases, necessary to support parking facilities development and increased operational expenditures, will be proposed over a four-year period (July 2002-July 2005) to avoid implementing spiked rate increases over a short term.
Transportation and Parking Services’ Long Range Access Plan (LRAP) outlines the access needs of the campus and the preferred solution to accommodate them through the year 2005. This plan has two chapters. Chapter 1 is the Parking Services Development Plan. This chapter provides a summary of the current parking program and outlines the program development necessary to meet future demands, including the proposed parking permit fee increases required to fund growth and future parking facility development. Chapter 2 is the Alternative Transportation Program (ATP) Development Plan that provides a summary of the existing campus ATP and identifies future efforts that will be investigated and considered for inclusion into the program. The ATP program has been developed over the years to help minimize campus parking demand and the amount of land needed to accommodate this demand, and to contribute to local efforts to improve air quality and reduce traffic congestion.
In light of anticipated growth in the campus population over the next four years and planned construction projects with resultant displacement of existing parking facilities (Attachment E), a plan is needed to ensure viable access options continue to be offered. The plan incorporates assumptions and projections provided in the 1994-2005 UC Davis Long Range Development Plan (LRDP), with additional input and direction from the Office of Resource Management and Planning. When the campus LRDP is updated (2003-2015), any new planning assumptions will be incorporated into the Access Plan.
Since the plan will affect virtually everyone on
campus as well as some segments of the local community, input on the plan is
being solicited from all UC Davis faculty, staff and students, as well as the
The Long Range Access Plan is available for review at the following locations:
· The Office of each Vice Chancellor and Dean
· Reserved Reading Room at Shields Library on the UC Davis campus
· UC Davis Transportation and Parking Services Office
Transportation and Parking Services acknowledges the plan is a snapshot of the general campus approach to access and must be continually reconsidered and evaluated as the landscape and projected future of the campus change.
Responses to the Access Plan can be provided in the following ways:
In writing to
Transportation and Parking Services,
· e-mailed to: email@example.com.
Because the Access Plan is an evolving document, all responses received will be incorporated into the campus’ ongoing discussions of access plan development and implementation.
Questions regarding the plan can be directed to Clifford A. Contreras, Director of Transportation and Parking Services, at 752-5435 or firstname.lastname@example.org.
TRANSPORTATION AND PARKING SERVICES
PARKING SERVICES DEVELOPMENT PLAN
2002 - 2005
Transportation & Parking Services (TAPS) was established in 1987, in support of the University’s need to fund and coordinate campus access needs.
As a department of the Division of TAPS, Parking Services is responsible for the coordination of vehicular access. Parking Services is a self-supporting auxiliary enterprise and does not receive Federal, State or University funds to sustain its operation. Parking Services is responsible for generating sufficient revenues to fund its operation including program administration, maintenance and construction of campus parking facilities, and debt service on loans for major construction projects. The parking program is financed solely by user (parking permit holder) fees.
Parking permits are required to park on campus from to (September 15-June 15) and (June 16-September 14). Parking enforcement is utilized to ensure access to permit holders, ensure that all users contribute to the support of the parking program, and to enforce posted restrictions. Parking Services is responsible for enforcing portions of the UC Davis Traffic and Parking Code and the California Vehicle Code.
Parking permits may be purchased by faculty, staff and students on a short or long term basis. Specialty parking permits are available for departments and individuals who require special accommodation. Students who live in student/family housing are provided with Housing parking permits that are valid only in housing lots located adjacent to the complexes. Beginning fiscal year 2002-03, the Student Housing Office, a division of Student Affairs, will restrict first year students who live on campus from bringing a vehicle to campus.
Parking meters are located throughout the campus for short term parking. Visitor parking is provided in specific lots throughout the campus, with all lots and meters available to visitor permit holders after
Construction and Special Event planning provides needed access for specialized activities and minimizes the impact on regular parking customers. The Special Events Attendant Program manages vehicle access, provides convenient parking and maintains a positive presence throughout special events.
Parking Services provides a number of services as part of the Motorist Assistance Program (MAP). This service is provided to the campus community whether or not an individual possesses a valid UC Davis parking permit. This complimentary assistance consists of vehicle entry if keys are locked in an individual’s vehicle; tire inflation; a ride to the nearest gas station with a gas can to purchase gasoline or diesel; battery jumps; and lights-on notification.
The Parking Services Maintenance Program includes major lot maintenance, routine maintenance and field equipment maintenance. These efforts are implemented to protect facility investments and to ensure ongoing services are provided to parking customers.
Attendant assisted parking (stack parking) is provided in specific parking facilities on campus to accommodate peak parking demands. Use of attendants to coordinate parking in the aisles of parking facilities provides additional capacity to existing lots, mitigates shortages in parking spaces, and can minimize the need to construct new parking facilities.
Access to the closed campus core is controlled to reduce vehicular traffic within this area that has been established as a pedestrian, bicycle and service vehicle zone. Accommodation is provided for departments within the center core, service departments and persons with disabilities. Parking of vehicles used for personal commuting purposes is not permitted.
The Parking Services Development Plan is an assessment of the current status and future course of the development of parking facilities. A major objective of the Plan is to provide operational, financial and physical solutions to meet campus parking demands. The Plan identifies the physical improvements and operational enhancements that are required to see Parking Services through 2005.
· Operational Issues
- Maintain adequate parking facilities and service levels
- Manage parking demands
· Financial Issues
- Generate sufficient revenue to support the Development Plan
- Manage parking rate increases
· Physical Issues
- Construct parking facilities consistent with the LRDP
§ Ten-minute walk to core
§ Convenient access to major event venues
§ Quality/cost of construction
Plan Time Frame. The Plan covers a four year time frame.
Future Plan Revisions. The Plan will be reviewed as necessary to ensure that it continues to represent newly arising conditions, demand factors, and facility needs. The Plan will be updated periodically to reflect new construction. A thorough review and updating of the Plan will be accomplished within three years to incorporate the changes reflected in the updated campus LRDP.
The existing configuration and recommended future development of parking facilities are portrayed in the following:
· 2002 Parking Services Layout Plan (Attachment F)
· 2002 Parking Space Inventory (Attachment G)
Parking Services Role. It is anticipated that the future role of Parking Services will remain essentially the same as the present; to serve the vehicular access needs of the campus community.
Parking Spaces. As of May 2002, the number of parking spaces in the campus core (the area within the perimeters of Russell Boulevard, La Rue Road, Old Davis Road and A Street, and including Lots 1, 2, 5, 10, 35, 49 and the South Entry Parking Structure) as well as areas stack parking was in effect, is 8,194.
Parking Utilization. The parking
utilization results of the winter survey taken
Campus Population. The campus population figure for the year 2001 – 2005 is based on the student, faculty and staff population growth path proposed by the campus and projected by the Office of Resource Management and Planning.
NEW PARKING SPACES REQUIRED
The core campus utilization benchmark (from the campus LRDP) states that additional parking shall be provided if it is determined that:
(a) The winter parking utilization rate is over 90 percent in the central campus, Medical Sciences Complex, or major facilities on the West and South Campus. (This means that over 90 percent of the parking spaces are occupied when the utilization surveys are conducted.)
(b) A project would eliminate existing parking and increase the projected utilization rate by more than 85 percent without permitting adequate time (usually 24 months) to implement a parking solution; or
(c) A project would require additional parking due to projected population growth and increase the utilization rate to over 90 percent, unless decreases in projected parking demand are expected to counteract this trend.
Attachment I identifies the total number of spaces utilized within the central campus for winter (7,241 spaces). By dividing the number of spaces utilized during the winter by the campus population, an estimate of the percentage of the campus population parking on campus on a given day during peak demand times can be determined. An example is provided below.
Utilized Within Central
Percentage of Campus
Attachment J identifies the percent changes from 1987 to 2002 in the campus population that drive to campus on a daily basis. Also identified are the percentage increases in rates for the “A” and “C” permits for the same period.
The equation used to identify the number of parking spaces within the central campus required to meet the needs of the campus population (using the 90 percent benchmark) is as follows:
(campus population)(% of population parking) = (.90)(x)
x = (campus population) (% of population parking) (1/[core campus utilization benchmark of 90%])
Applying this approach to the years for which Parking Services has established population projections (2001 – 2010) allows Parking Services to forecast the following information:
· Number of new parking spaces required
· Budget expenditures
· Proposed parking rate increases
Tables 1 and 2 are a compilation of information which identifies the number of new parking spaces required, budget expenditures and proposed parking rate increases to accommodate access on campus from 2002–2005.
Tables 1 and 2 identify the construction of a multi-level parking structure of 1,500 parking spaces. Additionally, Tables 1 and 2 identify the utilization of stack parking to mitigate the peak demand for utilization and to minimize the construction of parking spaces.
NUMBER OF NEW PARKING SPACES REQUIRED:
STRUCTURED PARKING—OPTION 1
REVENUE AND EXPENSE COMPARISON
Parking Options. To meet the parking demand, spaces may be provided through a combination of (1) infill surface parking in the academic core, (2) additional parking structure(s) on the edge of the academic core, (3) peripheral surface parking adjacent to the perimeter road, (4) remote surface parking which requires a transport vehicle to shuttle customers from the parking facility to the core of campus, (5) parking for campus residents adjacent to housing facilities, (6) “Stack Parking”, a program which takes advantage of aisle space within parking facilities to double-park vehicles without disrupting traffic circulation (parking attendants are provided within parking facilities to facilitate vehicle parking and retrieval), and (7) campus parking restrictions. Effective Fall Quarter 2002-03 the Student Housing Office, a division of Student Affairs, will restrict first year freshman students who live on campus from bringing a vehicle to campus. This policy, when implemented will effectively add approximately 600 additional parking spaces to the campus inventory. To be consistent with the Long Range Development Plan, the majority of the parking space needs will be provided through the construction of additional parking structures. With this approach, the following will be realized: the amount of land needed for parking will be minimized; new parking facilities will be located closer to the center of campus (minimizing the need to shuttle customers from remote parking facilities); multiple event venues will be served by each structure; and close freeway access will be available.
Demand Characteristics. The demand for parking facilities is generated by faculty, staff, students, visitors, vendors, and contractors. It is anticipated that Parking Services may need to construct additional facilities beyond the core campus utilization benchmark to accommodate major event venues that wish to maximize the utilization of their facilities, particularly for daytime events.
FINANCIAL AND IMPLEMENTATION ISSUES
General Approach. It is preferable to match parking facility construction to forecast increases in parking activity. Table 1 identifies the number of parking spaces required to be constructed over the next four years to meet the core campus 90% utilization benchmark.
Costs. The cost for structure space construction is calculated at $17,500/space. The cost for surface space construction is calculated at $2,000/space.
Funding Source. It is the
Parking Services projected operating income, retained earnings and credit history is sufficient to fund the capital improvement plan over the four year planning period.
Caution must be exercised, however, in establishing higher parking rates. A reasonable balance must be sought between the need for a financially viable parking program, public access considerations, and general market conditions. In this regard, Parking Services rates will be established in a manner which permits the University to safely operate and improve parking facilities while attracting and serving Parking Services’ user groups.
Summary of Recommendations
Revenue/Expenses. Parking Services should continue to aggressively develop all revenue resources and strictly control and minimize all operating expenses.
Rates and Charges. Parking rates and charges should be reviewed and adjusted on a regular basis to ensure that revenue is generated consistent with Parking Services role, facilities and user demand.
MONTHLY RATE INCREASES
In order to obtain a more complete picture of Parking Services finances, a financial projection covering four years of parking related capital improvements has been prepared (Table 2). These values are intended as an initial guide for financial planning purposes. Parking Services will periodically update and revise these financial projections to correspond with future information.
All data is adjusted for future inflation per year. The projection values set forth in Table 2 are based upon the following assumptions:
· Parking activity will increase as anticipated by this four year plan.
· Parking Services management will continue to aggressively review and adjust all rates and charges on an annual basis consistent with demand and the role of parking.
· Parking facilities will be constructed at the times indicated in the Parking Services Development Plan.
· Parking fee increases needed to establish an income level to cover debt service on parking structure construction loans will be in the form of incremental increases to minimize the annual impact on parking customers.
Table 4 sets forth cost estimates (based upon 2002 dollar values) for planned parking facility development over the next four years. The estimates are tabulated consistent with the anticipated project implementation sequence. It must be emphasized that the development costs presented in Table 4 has been estimated on an order-of-magnitude basis for preliminary planning and programming purposes only. Specific project analysis and detailed engineering design will be required at the time of project implementation to provide more refined and up-to-date estimates of developmental costs. As presented in Table 4, the Capital Improvement Plan proposes a total cost of approximately $38,348,000 over a four year planning period.
Table 5 is an analysis of reserves over four years (2002-2005). As parking rates are increased in the years prior to beneficial occupancy of each of the parking structures, reserves are accumulated which will be used to fund a variety of parking related projects.
Attachment A identifies a campus Replacement Parking Program to address the value of parking facilities lost to the location of new building facilities.
Attachment B identifies the establishment of Transportation and Parking Administrative Advisory Committee made up of faculty, staff and students to assist the Vice Chancellor of Administration and TAPS in the formulation and policies and procedures related to the overall transportation program of the campus.
The current $700,000 annual campus allocation to the Road and Pathway Fund is supplemented by an additional $300,000 annually from Grounds Services to maintain roads and pathways. Parking Services’ annual budget contribution to this $1,000,000 campus allocation for campus roads and pathways is currently $300,000 and is proportional to the parking-related use of these facilities.
In response to the concerns identified by the Academic Senate’s Special Committee on Transportation and Parking regarding the construction of a new South Entry Kiosk and the relative shares that other campus budgets might contribute to funding this facility (estimated to cost $300,000), TAPS will reduce its financial commitment to the project and will contribute sixty-five percent of the funding. Sixty-five percent reflects the level of parking-related services the new kiosk will provide campus parking customers.
PARKING FACILITY DEVELOPMENT
PLANT RESERVE FOR CAPITAL PROJECTS
TRANSPORTATION AND PARKING SERVICES
ALTERNATIVE TRANSPORTATION PROGRAM
2002 - 2005
SUMMARY OF THE EXISTING ALTERNATIVE TRANSPORTATION PROGRAM
The UC Davis Alternative Transportation Program (ATP) is a program within the Division of Transportation and Parking Services (TAPS) and provides the campus community with programs and incentives that encourage ridesharing, thereby contributing to a better campus environment by helping to improve air quality, reduce traffic congestion, and minimize the campus resources necessary to accommodate automobile parking demands. Individuals who rideshare to campus help promote these endeavors. Ridesharing in turn, benefits participants by helping to save money (parking, gas, vehicle wear and tear), reduce commute stress and eliminate daily parking hassles.
The ATP is comprised of the following program elements: Carpool Program; Vanpool Program; Transit Program; Pilot Trainpool Program; Bicycle Program; UCD/UCDMC Intercampus Shuttle; Emergency Ride Home Program; Transportation Centers; Interaction with other agencies involved in local and regional transportation provision and planning efforts; and Extramural funding for transportation projects. The ATP also coordinates closely with the Intercampus Shuttle to Berkeley (TAPS--Fleet Services) and Unitrans (ASUCD). A detailed explanation of each component follows.
Carpool Program. The Carpool Program is open to all faculty, staff, and intercity commuting students of UC Davis. Two or more individuals sharing a vehicle on the majority of their commute trips to the campus constitutes a carpool.
· Reduced parking fees.
· Preferential, reserved parking spaces (for carpools enrolled in the program through the end of the fiscal year) are offered to each carpool. Spaces are reserved from to in “A” lots and in “C” lots.
· Two courtesy days of parking per month of participation are provided.
· Emergency Ride Home (ERH) program is provided for registered members.
matching services are available through the TAPS Office to all individuals
looking for others with whom to share the ride.
TAPS utilizes the Sacramento Area Council of Government’s (SACOG) region-wide
rideshare database. A list of potential
partners (if available) is provided from this source. For individuals that reside outside of the
Vanpool Program. The Vanpool Program is open to all faculty, staff and intercity commuting students of UC Davis. A vanpool consists of seven or more people sharing one vehicle on the majority of their commute trips to campus. One parking permit is assigned to one member of the vanpool.
· Two courtesy Daily Pool Parking Permits per month of participation for each seat in the van are provided. Permits are intended for regular/full-time riders on those occasions when they must drive alone to campus.
· The pool’s parking lot choice of an all-day, reserved parking space.
· Emergency Ride Home (ERH) services.
· Subsidy of the first three months of operation to help get vanpools up and running. The subsidy is allocated in the following manner: Month one--pay for three empty seats; Month two--pay for two empty seats; Month three--pay for one empty seat.
· One-half of the cost of a medical examination, used solely to qualify as a vanpool driver, is reimbursed. Reimbursement amount is up to $30.00 maximum, with three exams per van.
· Vanpool formation assistance: locating individuals that live in the same geographic areas; determining the level of interest in forming a vanpool; arranging meetings between interested individuals and a vanpool leasing company; assisting in completing necessary paper work for leasing a van and qualifying drivers.
· Assistance in filling empty/available seats as requested.
deduction up to $65 per month of vanpool fare.
Transitpool Program. The Transitpool Program is open to all faculty, staff and students of UC Davis. The program is designed to provide incentives to individuals wishing to use transit as their primary form of commuting to the campus. Members may not possess a campus parking permit.
· Up to a 40% discount ($18.00 maximum) on the purchase of transit passes.
· Emergency Ride Home (ERH) services.
· Two complimentary parking permits per month of participation for intercity commuters.
· Two campus locations (Cashier’s Office and the TAPS Office) to purchase passes.
· Mail order availability of passes.
· Pretax/Payroll deduction of transit fare.
Parking Permits as Transit Passes. Parking permit holders can choose to leave their vehicle at home occasionally and ride Unitrans to campus. Most long-term UC Davis parking permits are valid as boarding passes on most Unitrans routes.
Transit Discount Programs.
Unitrans, operated by the Associated Students of UC Davis
(ASUCD), provides service between the campus and the City of
Route 30, operated by Fairfield/Suisun Transit; provides
service between the campus and the cities of
Yolobus, operated by the Yolo County Transportation District,
provides three routes between the campus and the cities of Winters,
TAPS sells Unitrans1, Route 30 and Regional Transit ticket books at a discount. The purchase of the ticket books does not include Transitpool benefits.
Pilot Trainpool Program. TAPS secured $9,000 in funding from the Yolo-Solano Air Quality Management District to implement a Trainpool Program for up to 40 people. A subsidy of $18 per month will be provided to encourage the use of Amtrak as a viable alternative commute mode. Eligible members of the campus community, will have the option to ride Capitol Corridor trains at a reduced rate. The Trainpool Program will strengthen the existing UC Davis Alternative Transportation Program by encouraging individuals to not drive alone to campus thereby reducing air pollution and traffic congestion in our region. The Trainpool Program will be identical to the existing Transitpool Program which provides the same subsidy; access to emergency rides home; two days/per month of courtesy parking permits (for days when riding the train is not possible); and participation in the Pretax/Payroll Deduction Program (providing additional cost savings). The Trainpool Program will eliminate the use of some gasoline and diesel vehicles from driving long distances, eliminate some cold starts and will help to reduce the parking demands on campus. The Trainpool Program will be evaluated by Transportation and Parking Services after the initial requested funding is depleted to determine if the program is continued.
Bicycle Program. A wide range of accommodations have been made over the years to manage the large number of bikes on the UC Davis campus. Not only are bikes the primary mode of transportation to campus, they are also the most popular means of getting around on campus. There are over 15,000 bikes on campus on any school day during the spring or fall quarter.
The presence of the
· Bicycle parking facilities located at virtually every building on campus and in some automobile parking facilities.
· Bicycle storage lockers (located near campus shower facilities) available for intercity bicycle commuters.
· Recreation Hall privileges (showers, lockers, and towels) for intercity bike commuters at no cost.
· Fourteen miles of campus bicycle paths. The development of campus bikeways (paths, lanes, traffic circles) is an on going commitment.
· Bike registration on campus, in public schools, at Farmers Market, local bike shops and additional locations upon request.
· Biannual bicycle auctions.
· Bicycle traffic school where violators can eliminate the traffic fine by attending.
· Court-less “fix-it ticket” program for individuals cited for equipment and registration violations.
· Promotional events to encourage cycling, such as Cyclebration (annual city-wide celebration of bicycles and bicycling).
· Bicycle safety, security and encouragement education (Effective Cycling course, resident hall talks, presentations to new students, Summer Advising orientation).
· Summer bicycle storage for students and employees.
· Full-service bicycle repair shop on campus.
and maintenance classes (available through
· Maintenance of bicycle registration database and files (to help locate owners of stolen bikes).
· Lock cutting services (for individuals that have lost the key to their bike lock).
· The Committee on Bicycle Programs (addresses cycling issues and concerns).
Enforcement: In order to safely and effectively manage the large volume of bicycles on campus, TAPS employs a full-time bicycle enforcement officer. The University Police share in the responsibility for enforcing bicycle traffic and equipment regulations. University Police have expanded their use of bicycles for regular patrol which has augmented TAPS’ enforcement efforts. The student-staffed TAPS Bike Patrol regulates campus bike parking and registration requirements.
Engineering: Within the 832 acres of the central campus, there are approximately 14 miles of bike paths and 12 miles of roadway shared by bicycles and automobiles. The campus core has 1-1/2 miles of roadway from which all motor traffic is prohibited except service, delivery and emergency vehicles. Facilities like traffic circles and high-security bike racks make cycling safer and more convenient, and serve to enhance the UC Davis cycling environment.
Access options to the campus from south
The University is also seeking funds to widen
Although UC Davis and the City of
Attachment K is the template the campus uses in its efforts to further develop and maintain a comprehensive bicycle program.
Davis Bicycle Plan. The purpose of the draft UC Davis Bicycle
Plan (Attachment C) is to serve as a
guide to the continuing improvement and encouragement of bicycling as a
significant mode of transportation on, to and from the
The plan also fulfills Caltrans requirements that will
allow the University to apply for Caltrans Bicycle Transportation Account funds
for the construction or development of campus bicycle facilities at UC
Davis. The final plan will be adopted as
a supplement to either the existing
Shuttle. The UCD/UCDMC Shuttle is a service provided
for persons having official business with the University of California,
including faculty, staff, Medical Center employees, students, interns,
patients, and volunteers. The Shuttle is
a joint effort between UCDMC Parking and Transportation Services and TAPS with
the objective to reduce the level of automobile travel between the two
locations as well as the parking demand at both locations. Hourly service is
provided Monday through Friday between the main campus and the UC Davis Medical
Emergency Ride Home Program. Registered UC Davis carpool, vanpool, and transitpool members are provided access to the Emergency Ride Home (ERH) program. In the event of a personal emergency situation, TAPS will provide a free ride home as quickly as possible to pool participants. In most cases, a TAPS employee will provide a ride to the member’s home or commute starting point.
Transportation Centers. Transportation Centers are located throughout the UC Davis campus and contain transit and shuttle schedules, Alternative Transportation Program brochures, Emergency Ride Home brochures, Carpool Guidelines, Transitpool Program Guidelines, Bike Maps, and various other transportation related publications. These centers are located in the TAPS Office lobby, Mrak Hall lobby, the Silo Union, and the Memorial Union Information Desk. The Centers are updated weekly. In addition, TAPS also maintains two bus shelters on the campus with transit related information.
Interaction/Coordination with University and External Entities. Transportation and Parking Services is involved or maintains contact with the following committees and groups related to campus and local community transportation planning:
Commuter Transportation (Inland Chapter, National Chapter,
2. Yolo Transportation Management Association
4. Yolo/Solano Air Quality Management District
5. Sacramento Metropolitan Air Quality Management District
12. Transit Coordinating Committee
13. Fairfield/Suisun Transit
14. Yolo County Transportation District
18. Clean Air Vehicle Coalition
19. Clean Air Forum
20. Cleaner Air Partnership
21. American Lung Association
22. Sacramento Regional Air Quality Group
23. Caltrans Transportation Enhancement Activities Advisory Council
25. RIDES for Bay Area Commuters
26. Solano Commuter Information
27. Cyclebration Steering Committee
29. Committee on Bicycle Programs
32. League of American Bicyclists
36. Transportation Demand Management Task Force
38. Transportation and Parking Work Group
39. Transportation and Parking Administrative Advisory Committee
Funding. The Alternative Transportation Program funding is provided, in part, from revenue generated by parking citation fines. Per University policy, these funds are used on transportation related programs.
Transportation and Parking Services is engaged in ongoing efforts to secure extramural funding for alternative transportation and air quality related projects. Potential funding sources include: Yolo Solano Air Quality Management District Clean Air Fund, Transportation Equity Act for the 21st Century (TEA 21), California Office of Traffic Safety, Petroleum Violation Escrow Account, California Energy Commission, and others.
Unitrans Short-Range Transit Plan 2002-2006. Unitrans has developed a Short-Range Transit Plan (SRTP) (Attachment D) to provide a five year outlook for transit operations, service planning, budgeting, and capital programming. The plan also includes background information on the Unitrans bus service and analyzes options for future service development and growth over the next five years.
Unitrans is the public transit system for the City of
The success of the Unitrans system supports mobility
and access for the campus community in several ways. Approximately half of the 15,000 students who
live off-campus in the City of
Without the service provided by Unitrans, there would
be thousands of cars added to
FUTURE PROGRAM EFFORTS
Over the next four years, the Alternative Transportation Program will include the program elements described above. The Parking Services Development Plan (Chapter 1) details the need to increase parking permit rates to cover the construction costs of new facilities needed to meet current and future parking demands. These planned parking permit increases will motivate more commuters to use alternatives to the single occupant vehicle as the means of traveling to campus. The number of carpool permits has increased over the last few years as parking permit rates have increased. The largest increases in carpool participation occurred when parking permit rates were increased in both 1999 and 2000.
Overall, the campus has a very high level of participation in alternative transportation modes, with only 31% of the campus population driving alone for their commute.
The following elements and concepts will be pursued to determine potential positive impacts and appropriateness for inclusion into the Alternative Transportation Program. The development plan for the ATP is to a large extent conceptual in nature and far less detailed than the capital development plan for parking facilities. This is due to the fact that funding opportunities are variable, and the level of implementation of some elements will be dependent upon acceptance by the campus community.
Smart Mobility Model Project
· Smarter Mobility
The Smart Mobility Model Project is a collaborative effort among the UC Davis Campus, the California Department of Transportation (Caltrans), UC-Wide Partners for Advanced Transit and Highways, ITS-UC Berkeley and UC Davis’ Institute of Transportation Studies to develop and test a new approach to transportation planning and smart growth. The goal of the project is to optimize individual mobility through improved connectivity among modes, enhanced techniques to link land-use planning and transportation system design, and advanced information and clean-fuel technologies. At UC Davis, campus planners are interested in applying innovative mobility services and technologies to the upcoming UC Davis Long Range Development Plan.
The premise behind the Smart Mobility Model Project is that a transportation system should facilitate mobility by providing a variety of modes for individuals to choose from when planning a trip. This might include an automobile for some trips, public transit, bicycle, electric bike, small electric car, e-commerce, smart shuttles, or similar low impact mode for other trips. Strategically bundling diverse mode options with smart growth land use strategies should increase the viability of all the modes while enhancing quality of life. A Smart Mobility service would enable users to evaluate cost, convenience, and impacts before making a modal choice. The result would be reduced negative environmental impacts, improved social connectivity, better resource utilization, and a high degree of user (consumer) satisfaction.
Current cost signals and transportation system design encourage almost exclusive dependence on the single occupancy vehicle (SOV). Many of the costs associated with automobile ownership are fixed or only marginally linked to vehicle miles traveled (VMT), such as purchase price, insurance, and maintenance. Thus once an individual has purchased a car, they typically choose to drive that vehicle almost exclusive of all other modes. In a Smart Mobility service the fixed costs of vehicle ownership are shifted to a variable fee based on actual usage. SOV travel would still likely occur, but to a lesser degree because users can now evaluate costs and convenience and choose among other attractive service modes for some trips. Mobility becomes a service that users subscribe to, rather than a product (an automobile) that is purchased and owned.
Seamless door-to-door connectivity is a key element of a Smart Mobility service. This is a feature that is lacking from most existing public transit systems for the majority of users. Land-use patterns and minimal passenger requirements for transit prevent comprehensive coverage in lower density neighborhoods. This lack of trip connectivity reduces consumer options. For example, although a person may work close to a transit stop, transit access on the home side of a trip is often more than a mile away. Connectivity options such as small electric cars, electric bicycles, the Segway Human Transporter, or carsharing vehicles as demonstrated in CarLink II, present a viable means to complete a transit trip. Land-use patterns designed to enhance modal mobility and advanced information systems can also improve connectivity. Real-time traveler information about trip options, transit schedules, smart parking, and other modal alternatives and technology for instant access to reservations and vehicles for short-term use (e.g., smart cards) can make seamless door-to-door connectivity a cost-effective option for users.
A Smart Mobility service would result in significant benefits to society and to individual users. Many of the negative side effects of exclusive dependence on automobile travel, such as air pollution, congestion, and parking stress, would be reduced as more people shift some of their trips to lower impact modes. Alternative modes, such as carsharing, could gain acceptability in such niche settings. At the same time more people would experience greater connectivity because increased transit usage could lead to enhanced transit services and expanded mobility service options, while reducing automobile ownership and dependence. Smart Mobility services could also provide an economic benefit for those individuals currently spending a high proportion of their income on owning and maintaining a vehicle. Finally, Smart Mobility services increase the use of a range of mobility options (such as, cars, buses, trains, bikes, shuttles, etc.), resulting in more efficient resource use. For example, significant resources and labor go into building a car that, under the current system, might be parked for 22 hours a day (on average). The same car utilized in a mobility service might be used 10-12 hours each day, maximizing the utility of the vehicle. Similar resource benefits accrue to buses, trains, and parking when they are utilized at full capacity.
· Project Summary:
The Smart Mobility Model Project is designed to encourage the development and testing of innovative mobility technologies in concert with smart growth/land use. The project is initially focused on land use in the Sacramento/Davis region. This area is experiencing high growth accompanied by increasing congestion and decreasing air quality. At the same time, local governments and regulators have demonstrated a commitment to smart growth, improving quality of life, and a willingness to try innovative approaches.
The multi-year effort will evaluate the synergistic effects of the following smart growth and innovative mobility options to individual transportation choice and overall societal impacts (fiscal, environmental, and quality of life):
1) The strategic bundling of modes and smart growth strategies;
2) Advanced information technologies;
3) Innovative transportation technologies and services; and
4) Advanced clean-fuel technologies.
The goals of the Smart Mobility Model project are:
1) Determining the degree to which advanced information technologies, improved connectivity among modes, and smart growth strategies can reduce single occupancy vehicle trips, while enhancing mobility in the region.
2) Developing land-use and transportation modeling capabilities to capture the effects of innovative mobility services and technologies and smart growth strategies.
3) Understanding the costs and benefits of smart growth, mobility services, and innovative technologies to individual users and society.
The project employs a combination of analytic research methods, pilot demonstrations, and modeling, to implement innovative ideas and evaluate the impacts of these smart growth, mobility services, and clean-fuel technologies on transportation choice.
· Project Methodology:
The first year of the project (2002) is focused on data collection and information gathering. This includes developing an understanding of the factors that affect local and regional transportation patterns, and the problems that Sacramento and Davis residents encounter when traveling to and from work and for day-to-day activities. Existing regional baseline travel data will be utilized and a UC Davis travel survey will be completed for a comprehensive understanding of regional and Campus travel patterns.
The first year of the project will also include an assessment of the broad range of smart growth approaches, information technologies, and clean-fuel technologies to improve connectivity and expand the suite of regional transportation options. To gain a stronger understanding of how individuals might respond to smart growth and innovative services and technologies, focus groups will be conducted with the UC Davis Campus and the broader community.
At the conclusion of year one, the Smart Mobility Model research team will match identified needs with the appropriate smart growth strategies and innovative mobility services, proposing one to three innovative mobility research demonstration projects. Options that might be considered include, smart bus stops and shuttle services with real-time information, smart cards, smart parking management, niche applications for electric bikes and small electric cars, carsharing, linkages between housing and carsharing, and e-commerce.
two and three of the Smart Mobility Model project will result in research
demonstrations in the real-world settings of
· For Additional Information Contact:
· Principle Investigators:
Dr. Susan A. Shaheen, Honda Distinguished Scholar in Transportation
Dr. Caroline Rodier
· Continue to minimize the increases to carpool parking permit rates to increase the attractiveness of this permit type over other permits.
· Investigate the possibility of a part-time carpool program as a way to provide incentives for individuals willing to carpool at least two days per week.
· Investigate additional incentives to encourage participation in the Carpool Program.
· Investigate the feasibility of additional subsidies provided by the university to reduce vanpooler commute costs.
· Investigate methods of encouraging commuter interest in forming vanpools traveling distances shorter than the traditional minimum of a 100-mile round trip.
· Investigate additional incentives to encourage participation in the Vanpool Program.
· Subsidize vanpool driver medical exams new and renewals.
· Subsidize vanpool participants at $25 per month/per seat.
· Pursue additional marketing efforts that encourage faculty and staff to use transit as a commute option.
· Identify additional incentives to encourage transit use and participation in the Transitpool Program.
· Investigate methods of increasing transit service during peak employee commute times.
efforts to establish a universal transit pass for the entire region to make
traveling by transit seamless. One pass
that would allow an individual to travel from
· Work with existing transit agencies to secure needed funding for service expansion.
· Transitpool subsidy increase from the current $18 level.
· No-fare transit boarding for staff.
· Continue to replace antiquated, substandard bike parking facilities with high-security racks.
· Develop ongoing funding sources to maintain existing bike paths and parking facilities.
· Work with University and Davis Police to implement a number of recommendations of the Ad Hoc Bicycle Theft Prevention and Recovery Enhancement Committee, especially in the area of publicity to inform the community how best to prevent bike loss and how to improve recovery odds in the event of theft.
· Expand bicycle registration efforts (additional publicity and incentives) to discourage bike theft and enhance stolen bike recovery.
· Develop a program to acknowledge/reward cyclists that practice safe cycling habits.
· Develop additional rebate/discount opportunities for bike safety and security equipment.
· Bike racks on all transit buses.
· Art in public places for bike rack design.
· Shaded bicycle parking and more bike lockers.
· Effective Cycling Classes each quarter for faculty, staff and students.
· Free bicycle maintenance classes through the Bike Barn.
· Discounts on bicycle purchases.
· Provide helmets, locks and lights at a discount to campus cyclists.
· Emergency bike repairs for campus cyclists.
· Bicycle Users Group (BUG).
· Traffic circles at the intersections of North Quad/East Quad, North Quad/West Quad, and Shields/California.
Bike lanes on
Bike lanes on
· Provide employees an incentive not to drive and park by providing them a means to purchase a bicycle as an alternative.
· Establish a recognition program that acknowledges the contributions made by members of the campus community that use alternative forms of transportation.
· Develop a discount card or coupon book honored at local eateries and service providers that can be provided to those that have not purchased an individual parking permit (alternative transportation users).
· Investigate a partnership with the Employee Health Awareness Program during Clean Air Week to coordinate an effort to emphasize that ridesharing is good for one’s health.
· Investigate the value of a video of the campus alternative transportation efforts, showcasing clean air heroes, elements of the program, the compressed natural gas facilities, alternative and flexible fuel vehicles, and the campus commitment to clean air and congestion management efforts.
· Major publicity campaign using an outside advertising agency.
· Publicity campaign through the California Aggie including a weekly cartoon strip and different sized ads running periodically.
· Movie theatre ad campaign creating a public awareness advertising campaign composed of projected messages onto screen.
· Email newsletter.
· Don’t Drive Alone program to financially reward individuals who share the ride consistently.
· Summer Smog Season Don’t Drive to Lunch Bunch program to encourage campus community to stay on campus at lunch and reduce additional car trips.
· Discount at all Sodexho on campus food venues with coupon book.
· Clean Air Month prizes to kick off Summer Smog Season.
· Mobilize the distribution of information on alternative transportation to different locations on campus (i.e., a transportation cart drawn by an electric bike).
· Enhanced bus or shuttle service to meet Amtrak.
· Services on campus for alternative transportation participants such as grocery delivery, laundry, etc. to minimize trips.
· Retirement credit for participation in alternative transportation program.
· Elective credit or reduction in fees for students participating in ridesharing.
· Emergency rides home for poolers working over-time.
· Use of Diamond-E vehicles for employee commuting.
LIST OF ATTACHMENTS
1 Ten-ride Unitrans tickets are offered to all individuals up to a maximum of four per month. The intent is to provide convenience for individuals who normally ride their bicycles to campus.