Ambag scs cutsheets

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INFILL HOUSING

Infill Housing Toolkit INFILL HOUSING TYPE

DESCRIPTION

PLACETYPES

CASE STUDY

A row of attached units oriented towards a side

Attached Sidecourt

setback area (“sidecourt”) that provides vehicle

U-1

U-2

S-1

T-1

T-2

627 Seabright, Santa Cruz

U-1

U-2

S-1

T-1

T-2

Locke Paddon Place, Marina

U-1

U-2

S-1

T-1

T-2

Seabright Terrace, Santa Cruz

U-4

S-6

T-4

NU-2

U-4

S-6

T-1

T-2

T-4

U-1

U-2

S-1

T-1

T-2

U-1

U-2

S-1

S-2

T-1

U-2

S-2

T-2

S-2

T-2

U-2

S-2

T-2

U-4

S-6

T-4

access to each unit.

A group of detached single-family homes

Detached Motorcourt

oriented around a common driveway providing vehicle access to the homes.

A row of detached units oriented towards a side

Detached Sidecourt

setback area (“sidecourt”) that provides vehicle access to each unit.

A property that contains residential and non-

Horizontal Mixed Use

residential uses in separate buildings as part of

Villa Marigny, Saratoga

an integrated site design.

Live/Work

A building that is used jointly for commercial and residential purposes.

NU-2

Metro Lofts, Berkeley

Buildings containing two, three, or four units

‘Plexes

each with their own separate entrances. Units may be stacked horizontally on multiple levels or

N/A

arranged side-by side on a single level.

Small Lot Single-Family

Stacked Flats (Apartments)

Detached two-story single-family homes on small lots oriented towards a public or private street.

A multi-family residential building with more than four units and a shared primary entry.

T-2

Seaside Cottages, Marina

Walnut Commons, Santa Cruz

A collection of homes 400 square feet or less

Tiny House Village

either on wheels or foundations served by a shared common building or facilities.

Quixote Village, Olympia, WA

A single-family home attached to one or

Townhomes or Rowhouses

more other single- family homes in a linear arrangement, either as multiple townhome units

Town Center Homes, Scotts Valley

per lot or one townhome unit per lot.

Vertical Mixed Use

A building with upper floor residential units above ground-floor commercial uses.

NU-2

111 Ocean Street, Santa Cruz 708 Frederick Street, Santa Cruz

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INFILL HOUSING

Attached Sidecourt A row of attached units oriented towards a side setback area (“sidecourt”) that provides vehicle access to each unit.

Placetypes U-1

Model Specifications ▪▪ Lot area: 5,500 square feet ▪▪ Lot dimensions: 55-feet wide by 100-feet deep ▪▪ Number of units: 6 ▪▪ Unit size: 1,600 sq. ft. total | 1,200 sq. ft. living area ▪▪ Density: 23 DU/acre | 0.87 FAR ▪▪ Parking: 2 spaces/unit (garage)

Design Guidelines Site and Building Design ▪▪ The main entrance of end units should be oriented towards the street. Street-facing façades of end units should include porches, stoops, windows and other architectural elements that support a human-scale and pedestrian-friendly street frontage.

▪▪ Building height and mass at the street should appear to fit in with the prevailing neighborhood character.

In neighborhoods with one- and two-story homes, the street-facing façade of end units should include upper story stepbacks, variation in wall planes, or other techniques to minimize the appearance of building height and mass at the street.

▪▪ The facades of interior units facing the sidecourt should include prominent entries, porches, landscaping, decorative lighting, and other architectural features that create visual interest and minimize the appearance of a monolithic block.

U-2

S-2

T-1

T-2

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INFILL HOUSING

Attached Sidecourt

11’

2’

55’ 23’ 200’

Access and Parking ▪▪ A walkway should provide a direct pedestrian connection from the sidewalk to primary entrance of the street-facing unit.

▪▪ The driveway in the sidecourt should be the minimum width possible to allow vehicle access to the units.

The driveway in the sidewalk should feature pavement with color, textures, and materials that create visual interest and enhance the overall project design.

Landscaping and Open Space ▪▪ The front yard between the sidewalk and the streetfacing unit should be landscaped to be compatible with the prevailing neighborhood character. Front yard landscaping should soften the interface between the front of building and the sidewalk.

▪▪ Encourage minimum 10-foot landscape buffer between buildings.

10’

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INFILL HOUSING

Attached Sidecourt CASE STUDY 627 Seabright, Santa Cruz The 627 Seabright project accommodates six units on a small lot immediately adjacent to existing detached singlefamily homes. The project achieves three stories of living area with a height of 28 feet with the third story built into a steeply sloping roof. The end unit features a porch and landscaping similar to adjacent homes. The side court-facing façade is well articulated to break up the building mass and reduce the monolithic appearance of the building.

Location

627 Seabright, Santa Cruz

Zoning Site

Multiple Residence – Low-Density (RL)

Site Area

16,539 sq. ft.

Units

6

Height

2 ½ stories, 28 ft.

Density

16 du/acre

Parking

6 garages, 8 open parking spaces

Unit Size

4 three-bedroom units, 1 two-bedroom unit, 1 one-bedroom unit

Year Approved

2007

Year Completed

2012

Developer

Delmonte Bradley, LLC.

Architect

Karen Streeter

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INFILL HOUSING

Detached Motorcourt A group of detached single-family homes oriented around a common driveway providing vehicle access to the homes.

Model Specifications ▪▪ Lot area: 20,460 square feet ▪▪ Lot dimensions: 124-feet wide by 165-feet deep ▪▪ Number of units: 7 ▪▪ Unit size: 2,800 square feet ▪▪ Density: 15 DU/acre | 0.95 FAR ▪▪ Parking: 2 spaces/unit (in garage)

Design Guidelines Site and Building Design ▪▪ Units adjacent to the street should be oriented towards the street with a street-facing façade that contains a prominent entry, porch, windows, and other architectural element that reinforce the home’s street-facing orientation.

▪▪ The visual prominence of garages facing the driveway should be minimized through methods such as recessing garages, making garage doors visually subservient to other building elements, and incorporating greenery within the driveway.

▪▪ Variation in building placement, massing, materials, and colors may be used to increase visual interest and avoid monotony, but homes should read as a cohesive unit with a unified design theme.

Access and Parking ▪▪ A walkway should provide a direct pedestrian connection from the sidewalk to primary entrance of the street-facing unit.

▪▪ The driveway should be the minimum width possible to allow vehicle access to the units. The driveway

Placetypes U-1

U-2

S-2

T-1

T-2

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INFILL HOUSING

Detached Motorcourt 5’

10’ 24’

124’ 165’

in the sidewalk should feature pavement with color, textures, and materials that create visual interest and enhance the overall project design.

▪▪ For projects located along two streets, locate vehicle access on secondary street where possible.

Landscaping and Open Space ▪▪ The front yard between the sidewalk and the street-facing unit should be landscaped to reflect the prevailing neighborhood character. Front yard landscaping should soften the interface between the front of building and the sidewalk.

▪▪ All front and streetscape setback areas not used for access should be landscaped. Landscaping within driveway areas can be provided as long as a minimum of 20-feet clear width and access can be maintained.

▪▪ Private outdoor space should be provided at each home.

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INFILL HOUSING

Detached Motorcourt CASE STUDY Locke Paddon Place The Locke Paddon Point project features 15 detached single-family homes on a 1.25 acre parcel. Homes are accessed from a private roadway with two access points from the adjacent street.

Location

199 Paddon Place, Marina

Zoning Site

R-4

Site Area

1.25 acres

Units

15

Height

2 stories, 26 feet

Density

12 du/acre

Parking

30 garage spaces

Unit Size

2,213 - 2,226 sq. ft.

Year Approved

2005

Year Completed

2007

Developer

Piper Loomis

Architect

Darosa & Associates

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INFILL HOUSING

Detached Sidecourt A row of detached units oriented towards a side setback area (“sidecourt”) that provides vehicle access to each unit.

Placetypes U-1

Model Specifications ▪▪ Lot area: 8,250 square feet ▪▪ Lot dimensions: 55-feet wide by 150-feet deep ▪▪ Number of units: 3 ▪▪ Unit size: 1,350 sq. ft. total | 1,150 sq. ft. living area ▪▪ Density: 16 DU/acre | 0.50 FAR ▪▪ Parking: 1 covered (garage) and 1 uncovered space per unit

Design Guidelines Site and Building Design ▪▪ The end unit should appear as a detached singlefamily home oriented towards the street. The streetfacing façade of end units should contain a prominent entry, porch, windows, and other architectural element that reinforce the home’s street-facing orientation.

▪▪ Homes should be setback slightly from the edge of the sidecourt driveway to allow for a porch, stoop, landscaping and other elements that soften the driveway edge and provide a transition from common to private open space.

▪▪ The visual prominence of garages facing the sidecourt should be minimized through methods such as recessing garages, making garage doors visually subservient to other building elements, and incorporating greenery within the driveway.

▪▪ Variation in building placement, massing, materials, and colors may be used to increase visual interest and avoid monotony, but homes should read as a cohesive unit with a unified design theme.

U-2

S-2

T-1

T-2

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INFILL HOUSING

Detached Sidecourt

10’

5’

55’ 20’ 5’

150’

Access and Parking ▪▪ A walkway should provide a direct pedestrian connection from the sidewalk to primary entrance of the street-facing unit.

▪▪ The visual prominence of surface parking should be minimized through methods such as dividing parking into smaller areas dispersed throughout site, locating parking in less visually prominent places, and screening parking from view with landscaping and/or fences.

▪▪ The driveway in the sidecourt should be the minimum width possible to allow vehicle access to the units.

The driveway in the sidewalk should feature pavement with color, textures, and materials that create visual interest and enhance the overall project design.

Landscaping and Open Space ▪▪ The area between the edge of the sidecourt driveway and the front homes should contain landscaping to reinforce the personalized identity of individual homes.

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INFILL HOUSING

Detached Sidecourt CASE STUDY Seabright Terrace The Seabright Terrace project contributes to a pedestrianfriendly neighborhood feel with an end unit oriented towards the sidewalk and design features that reinforce the unit’s street orientation. The project achieves three stories of living area with a height of 28 feet with the third story built into a steeply sloping roof. The visual prominence of garages accessed from the sidecourt is minimized through recessed single-car garages and fully designed front building facades.

Location

1209, 1211, and 1213 Seabright Avenue, Santa Cruz

Zoning Site

Multiple Residence – Low-Density (RL)

Site Area

7,909 sq. ft.

Units

3

Height

2 ½ stories, 28 ft.

Density

16.5 du/acre

Parking

3 single car garages, 3 uncovered spaces

Unit Size

1@1,809 sq. ft. (+278 sq. ft. garage); 2@1,777 sq. ft. (+278 sq. ft. garages)

Year Approved

2004

Year Completed

2006

Developer

Steve Plant

Architect

William Kempf

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INFILL HOUSING

Detached Sidecourt CASE STUDY Doyle Street Townhome Residences The side court design of the Doyle Street Townhome Residences minimizes the visibility of garages and parking while allowing for vehicle access to four units on a narrow and deep parcel. The four units are divided into two detached two-unit buildings which enhance sunlight exposure to each of the units.

Location

150-158 Doyle St, Santa Cruz

Zoning Site

Multiple Residence – Low-Density (RL)

Site Area

10,967 sq. ft.

Units

4

Height

2 stories, 23 feet

Density

16 units per acre

Parking

4 single car garages, 4 carports

Unit Size

1@ 1,300 sq. ft.; 3@1,340 sq. ft.

Year Approved

2005

Year Completed

2007

Developer

Wayne Miller

Architect

Wayne Miller

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INFILL HOUSING

Horizontal Mixed Use A property that contains residential and non-residential uses in separate buildings as part of an integrated site design.

Placetypes U-4

S-6

T-4 3’

NU-2

20’

66’

11’

Model Specifications ▪▪ Lot area: 20,000 square feet ▪▪ Lot dimensions: 100-feet wide by 200-feet deep ▪▪ Number of units: 6 200’

▪▪ Unit Size: 2,600 square feet ▪▪ Commercial Space: 1,600 square feet ▪▪ Density: 13 DU/acre or 0.86 FAR ▪▪ Parking:

1 commercial space per 1,000 sq. ft. of

retail (surface). Guest parking shared with

commercial lot.

2 residential spaces/unit (garage)

Design Guidelines Site and Building Design ▪▪ Commercial uses should directly front the street or be located to ensure the highest likelihood of retail success over time. Encourage visibility, accessibility, and proximity in relationship to existing retail.

▪▪ Design of ground floor commercial space should support successful retail activity, have a minimum floor-to-floor height of 15 to 18 feet, and a depth ranging 45 to 60 feet.

▪▪ Service entries, loading areas, and trash areas associated with commercial uses should be designed and located to minimize conflicts with residential uses on- and off-site.

Access and Parking ▪▪ A pedestrian connection independent from vehicle drive aisles should be provided from the street directly to residential units and commercial uses, as well as the street frontage.

100’

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INFILL HOUSING

Horizontal Mixed Use 3’ 20’

100’ 66’ 11’

200’

▪▪ No more than ten percent of retail parking should be provided at curb or adjacent to retail as “teaser” parking. Remaining retail parking should be behind the building or in underground/structured parking ▪▪ Limit amount of driveways and curb cuts to reduce vehicular conflict with pedestrians, bicyclists, and transit facilities while minimally satisfying vehicular access requirements.

▪▪ For projects located along two streets, locate vehicle access on secondary street where possible.

Landscaping and Open Space ▪▪ Internal residential units should be oriented towards and have their main entrances directly accessible from pedestrian walkways and courtyards. The widths of these walkways and courtyards should be at least 50 percent of the height of adjacent buildings.

▪▪ Provide private patios, balconies, gardens, or other forms of open space between the front of internal residential units and public walkways and courtyards where possible. Separate private open space from public areas via landscaping or low fences or walls.

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INFILL HOUSING

Horizontal Mixed Use CASE STUDY Villa Marigny Located adjacent to one of Saratoga’s primary commercial corridors, the Villa Marigny project features a single-story commercial building facing the street with 12 townhome units behind. The Villa Marigny project maintains the commercial character of the corridor while accommodating additional housing. A similar horizontal mixed use project was approved by the City on an adjacent parcel less than two years after the Villa Marigny project was approved.

Location

12250 Saratoga-Sunnyvale Road, Saratoga

Zoning Site

C-V (Commercial - Visitor)

Site Area

1 acre

Units

12 units

Height

2 stories, 26 feet

Density

12 du/acre

Parking

2 garage spaces per unit (24 total) and 22 surface spaces

Unit Size

2,500 sq. ft.

Year Approved

2013

Year Completed

2015

Developer

Time-Space Investment Development LLC

Architect

Memarie Associates

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INFILL HOUSING

Live/Work A building that is used jointly for commercial and residential purposes.

Placetypes U-4

Model Specifications ▪▪ Lot area: 30,972 square feet ▪▪ Lot dimensions: 178-feet wide by 174-feet deep ▪▪ Number of units: 12 ▪▪ Unit size (total): 2,100 sq. ft. to 3,150 sq. ft.

▪▪ Unit living area: 1,300 sq. ft. to 1,950 sq. ft.

▪▪ Unit work area: 800 sq. ft. to 1200 sq. ft.

▪▪ Density: 17 DU/acre | 1.0 FAR ▪▪ Parking: 2 spaces or less per unit (possibly in garage) and 1 space per 4 units (surface)

Design Guidelines Site and Building Design ▪▪ Ground floor street frontages should be nonresidential in character and have visually interesting facades such as windows, doors, and other elements.

▪▪ Façades should be broken into smaller compo­nents using elements such as windows, wall insets, balconies, and stepped-back upper stories.

▪▪ Frontages facing work courtyards or streets should include generous windows and door openings.

▪▪ Location of live/work development is most appropriate on busy streets such as minor arterials or collector streets in residential areas or in transitional areas between residential uses and other uses.

Locating in residential areas with low traffic volumes is not appropriate.

Access and Parking ▪▪ An entry to the ground floor space of each unit should be oriented towards the front sidewalk or internal courtyard.

▪▪ Separate entrances may be provided for the

S-6

T-1

T-2

T-4

NU-2

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INFILL HOUSING

120’

174’

24’

178’

live/work components of the building.

▪▪ Utilize alleys for vehicle access where available.

▪▪ If parking is provided via a surface lot, vehicle parking should be placed at the sides or rear of the building.

Parking should not be located within a central courtyard.

▪▪ Limit amount of driveways and curb cuts to reduce vehicular conflict with pedestrians, bicyclists, and transit facilities while minimally satisfying vehicular access requirements.

▪▪ For projects located along two streets, locate vehicle access on secondary street where possible.

Landscaping and Open Space ▪▪ Main entrances of units oriented towards a central courtyard should be directly accessible from the courtyard. The width of the courtyard should be at least 50 percent of the height of the adjoining buildings.

34’

24’

Live/Work

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INFILL HOUSING

Live/Work CASE STUDY Metro Lofts Metro Lofts is a two-story live/work development with four live/work units and three exclusively commercial units. The live/work units are oriented towards a central courtyard providing vehicle access to each of the units. Metro Lofts is located in the center of West Berkeley, which was originally an industrial area that has recently transitioned into a mixed-use neighborhood.

Location

2831 7th St, Berkeley

Zoning Site

MUR (Mixed-Use Residential)

Site Area

9,450 sq. ft

Units

4 live/work units, 3 commercial units

Height

2 stories

Density

18 du/ac

Parking

11 spaces (1 per residential unit, 1 HC stall, and 3 lift stalls)

Unit Size

1,312 - 1,734 sq. ft

Year Approved

2008

Year Completed

2010

Developer

Seventh Street Development Associates

Architect

Nielsen Studios Architecture + Design

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INFILL HOUSING

Live/Work CASE STUDY Los Coches The Los Coches project features four live/work units combined with 28 small-lot single-family homes. Each live/ work unit contains 500 square feet for commercial on first floor and 1,800 square feet for residential living on the second and third floors. The residential portion includes up to three bedrooms and a rear entry two car garage. The City of Milpitas defines a live/work unit as a dwelling unit with a separate living space attached to a work space within the same unit. The work space and the living space must be owned and occupied by the same tenant. Live/work uses are allowed one non-residential employee and a broader range of uses than permitted in typical home occupations.

Location

345 Los Coches Street, Milpitas

Zoning Site

Town Center (TC)

Site Area

2.7 acres

Units

4 live-work and 28 single-family units

Height

3 stories, 35 feet (live/work units)

Density

12 du/acre

Parking

2 garage spaces per unit, 8 surface spaces for 2,000 sq. ft. total commercial space

Unit Size

500 sq. ft. commercial; 1,800 sq. ft. residential

Year Approved

2013

Year Completed

2015

Developer

Tri Pointe Homes

Architect

KTGY Architecture + Planning

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INFILL HOUSING

‘Plexes Buildings containing two, three, or four units each with their own separate entrances. Units may be stacked horizontally on multiple levels or arranged side-by side on a single level. Duplexes, triplexes, and quadplexes are typically located within one lot.

Model Specifications ▪▪ Lot area: 4,125 square feet ▪▪ Lot dimensions: 55-feet wide by 75-feet deep ▪▪ Number of units: 2 ▪▪ Unit size: 900 square feet ▪▪ Building intensity: 20 DU/acre | 0.5 FAR ▪▪ Parking: 1 garage space/unit

Design Guidelines Site and Building Design ▪▪ ‘Plexes may appear from the street as a single large home or as a grouping of multiple homes within a single building.

▪▪ If the building appears as a grouping of multiple homes, individual units should be identifiable through design features such as separate building volumes or façade protrusions, window bays or balconies, porches and entrance vestibules, individual roof volumes and other roof articulation.

▪▪ If the building appears as a single large home, the height, massing, and design details should fit with the prevailing design character of neighboring homes.

▪▪ No more than 40 percent of frontage shall be of garage doors.

Placetypes U-1

U-2

S-2

T-1

T-2

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‘Plexes 20’

20’

3’

15’

30’

75’

20’

10’

5’ 7’

Access and Parking ▪▪ A walkway should provide a direct pedestrian connection from the sidewalk to primary entrance of the units.

▪▪ Visual dominance of street-facing garages minimized through methods such as recessing garages, making garage doors visually subservient to other building elements, and incorporating greenery within the driveway.

Landscaping and Open Space ▪▪ The front yard between the sidewalk and the building should be landscaped to be compatible with the prevailing neighborhood character. Front yard landscaping should soften the interface between the front of building and the sidewalk.

55’

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Small Lot Single-Family Detached two-story single-family homes on small lots oriented towards a public or private street.

Placetypes U-1

Model Specifications ▪▪ Site area: 30,600 square feet ▪▪ Individual lot area: 1,950 square feet ▪▪ Lot dimensions: 30-feet wide by 65-feet deep ▪▪ Number of units: 9 ▪▪ Density: 12 DU/acre | 0.5 FAR ▪▪ Parking: 2 garage spaces/unit and 1 on-street space for every 2 units.

Design Guidelines Site and Building Design ▪▪ Incorporate design features that encourage activity at front of homes and along streets within the development, such as wide and deep front porches, wide sidewalks and landscape strips, and centrallylocated common open spaces.

▪▪ Projects should be integrated into the existing community fabric with a perimeter that is open, welcoming, and not appearing private or closed off from the public realm.

▪▪ Avoid excessive repetition of building forms. Where possible, limit block lengths to 250 to 300 feet and provide variation in site and building design throughout the development to support the feeling of an intimate neighborhood.

Access and Parking ▪▪ Access to parking should be via the rear of lots from alleys.

▪▪ Limit width of front garages to 50 percent of the front building façade length and minimize their presence by recessing them, making garage doors

U-2

S-1

S-2

T-1

T-2

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Small Lot Single-Family 20’

40’

11’

20’

11’

40’

20’

4’

30’

30’

30’

180’

30’

30’

30’

4’

170’

visually subservient to other building elements, and incorporating greenery within the driveway.

▪▪ On-street parking spaces should be used to meet the parking demand for residents and guests.

Open Space and Landscaping ▪▪ Incorporate wide sidewalks, landscape strips, and adequate space for street trees on public and private streets to support an active public realm.

▪▪ For projects not within close proximity to a park, playground, or other public open space, incorporate common open space in a prominent location easily accessible by all residents.

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Small Lot Single-Family CASE STUDY Seaside Cottages The Seaside Cottages project includes 17 detached twostory single-family residences and twelve second units.

Twelve homes have a detached two car garage (below the second units) and three homes have an attached single car garage. One of the homes without a second unit is a deedrestricted affordable unit. Vehicle access to garages is provided by a private alley along the perimeter of the site.

Location

3200 Seaside Court, Marina

Zoning Site

R-4

Site Area

2 acres

Units

17 single-family homes, 12 second units

Height

2 stories, 24 feet

Density

15 du/acre including second units

Parking

31 garage spaces

Unit Size

1,500 - 1,700 sq. ft.

Year Approved

2006

Year Completed

2010

Developer

Cypress Pacific Investors

Architect

ADD Design

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INFILL HOUSING

Small Lot Single-Family CASE STUDY Orinda Grove The Orinda Grove project redeveloped surplus School District property with 73 units, park and recreational facilities, and a new School District office building. The project provided eight on-site below market rate (BMR) units affordable to lower income households. Units front common open space, courtyard and streets with vehicle access and parking provided through alleys abutting the rear of the homes.

Location

Altarinda Road, Orinda

Zoning Site

Planned Development

Site Area

14 acres (11 acres for residential development area)

Units

73

Height

1-3 stories

Density

7 du/acre (residential development area)

Parking

146 garage, 76 on-street, 14 ball field parking lot, 25 school district parking lot

Unit Size

1,500 - 2.500 sq. ft.

Year Approved

2008

Year Completed

2014

Developer

Pulte Group

Architect

KTGY Architecture + Planning

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INFILL HOUSING

Stacked Flats A multi-family residential building with more than four units and a shared primary entry.

Placetypes U-2

Model Specifications ▪▪ Lot area: 15,000 square feet ▪▪ Lot dimensions: 100-feet wide by 150-feet deep ▪▪ Number of units: 27 ▪▪ Unit size: 800 square feet to 1,000 square feet ▪▪ Density: 78 DU/acre | 2.2 FAR ▪▪ Parking: 27 spaces in underground garage

Design Guidelines Site and Building Design ▪▪ Building massing should be subdivided into portions or segments compatible with the neighborhood scale.

Architectural elements such as porches, projections, eaves, bay windows, should be provided to break up the building mass.

▪▪ Scale contrasts between stacked flats and adjacent homes should be minimized. Methods to achieve this include stepping back upper stories, breaking up large buildings into smaller forms, and using building materials and colors to de-emphasize upper levels.

▪▪ Ground floor units should have individual entrances directly accessible from the adjacent sidewalk and should include stoops, porches, and other architectural elements that relate to the human scale.

Access and Parking ▪▪ Parking should be provided in an underground garage if financially feasible.

▪▪ If underground parking is not feasible, parking should be located to the side or rear of the building.

Parking should be visually concealed from the street via fences, walls, and landscaping. Multiple small

S-2

T-2

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Stacked Flats 15’

5’ 90’

100’

5’

150’

parking lots should be provided in lieu of one large lot.

▪▪ Limit number of driveways and curb cuts to reduce vehicular conflict with pedestrians, bicyclists, and transit facilities while minimally satisfying vehicular access requirements.

▪▪ For projects located along two streets, locate vehicle access on secondary street where possible.

Landscaping and Open Space ▪▪ In areas of less density, the setback areas should be landscaped to soften the building edge.

▪▪ Common open space should function as “outdoor rooms” for common use of residents. Open space should be inviting places be usable and encourage resident activity and interaction.

▪▪ Open space areas should be located to be visible from individual units, preferably from the kitchen, living room, or dining room.

▪▪ Private open space, such as balconies and patios, should be provided for units where ground-floor private open space is not feasible.

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INFILL HOUSING

Stacked Flats CASE STUDY Walnut Commons The Walnut Commons project achieves a density of almost 60 units per acre on site of less than 14,000 square feet.

The project features a range of unit sizes and parking located in a basement garage. A portion of the parking required for the project is accommodated through the City’s parking district program.

Location

190 Walnut Avenue, Santa Cruz

Zoning Site

Central Business District (CBD)

Site Area

13,892 sq. ft.

Units

19

Height

3 stories over partially underground garage; 35 feet

Density

59 du/acre

Parking

21 spaces in basement garage; 11 spaces provided by parking district

Unit Size

8 one-bedroom units (703-885 sq. ft.); 9 two-bedroom units (1,031-1,184 sq. ft.); 2 three-bedroom units (1,289 sq. ft.)

Year Approved

2012

Year Completed

2014

Developer

Walnut Commons Development LLC

Architect

Robert J. Hightower

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Tiny House Village A collection of homes 400 square feet or less either on wheels or foundations served by a shared common building or facilities.

Model Specifications ▪▪ Lot area: 26,250 square feet ▪▪ Lot dimensions: 150-feet wide by 175-feet deep ▪▪ Number of units: 8 ▪▪ Unit size: 350 square feet ▪▪ Building intensity: 13 DU/acre | 0.1 FAR ▪▪ Parking: 1 surface space/tiny house plus 1 visitor surface space per 2 units

Design Guidelines Site and Building Design ▪▪ Tiny house villages should contain one or more shared common buildings with an active presence on the adjacent public street.

▪▪ The arrangement, spacing, and orientation of tiny houses and tiny house sites should contribute to a sense of community integration and cohesion.

The village should integrate with surrounding developments through architectural style, bulk, and circulation.

Access and Parking ▪▪ If parking is provided through surface parking lots, vehicle parking should be placed at the sides or rear of the common building. Parking should not be located within a central courtyard.

▪▪ Internal pedestrian circulation should be provided separate from vehicle drive aisles and parking areas.

Placetypes S-2

T-2

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Tiny House Village 24’

18’

105’

175’

5’

150’

Landscaping and Open Space ▪▪ Tiny house villages should contain common open space that is useful to occupants and encourage resident activity and interaction.

▪▪ Open space should be landscaped to create an attractive and comfortable environment. Open spaces should include amenities, such as seating areas and walkways, to promote resident gathering and interaction.

▪▪ Private open space, such as patios, should be provided at each tiny house.

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Tiny House Village CASE STUDY Quixote Village Quixote Village is a two-acre community of tiny houses that provides permanent, supportive housing for previously homeless adults, including people suffering from mental illness and physical disabilities and recovering from addiction. The village contains 30 cottages wrapping around a central open space and a common building with a communal kitchen and gathering room, showers and laundry facilities, staff offices, and a meeting room.

The concept for Quixote Village emerged from a group of homeless adults that formed a self-governing tent community in downtown Olympia in 2007 and was developed by Panza, a non-profit organization created to support the village.

Location

3350 Mottman Road SW, Olympia, WA

Zoning Site

LI (Light Industrial)

Site Area

2.17 acres

Units

30

Height

1 story, 14 feet

Density

14 du/ac

Parking

6 shared spaces

Unit Size

144 sq. ft.

Year Approved

2012

Year Completed

2013

Developer

Panza

Architect

MSGS Architects

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Townhomes or Rowhouses A single-family home attached to one or more other single-family homes in a linear arrangement, either as multiple townhome units per lot or one townhome unit per lot.

Model Specifications ▪▪ Lot area: 20,000 square feet ▪▪ Lot dimensions: 100-feet wide by 200-feet deep ▪▪ Number of units: 9 ▪▪ Unit size: 1,700 square feet to 2,600 square feet ▪▪ Density: 20 DU/acre | 1.0 FAR ▪▪ Parking: 2 spaces/unit

Design Guidelines Site and Building Design ▪▪ Units adjacent to a perimeter street should be oriented towards street with the main entrance to each unit direct accessible from the sidewalk.

▪▪ Units within a row of townhouses should appear as individual residences through design features such as separate building volumes or façade protrusions, window bays or balconies, porches and entrance vestibules, individual roof volumes and other roof articulation.

Access and Parking ▪▪ Parking should be provided as tuck-under rear parking accessed from behind the unit.

▪▪ A walkway should provide a direct pedestrian connection from the sidewalk to primary entrance of each street-facing unit.

▪▪ Walkways should provide pedestrian connections from the sidewalk to each internal unit independent from driveways providing vehicle access to the units.

Placetypes U-2

S-2

T-2

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Townhomes or Rowhouses

3’ 20’

100’ 66’ 11’

200’

▪▪ For projects located along two streets, vehicle access should be located on the secondary street where possible.

Landscaping and Open Space ▪▪ Internal units should be oriented towards pedestrian walkways and courtyards with the main entrance to each internal unit directly accessible from these spaces. The width of these spaces should be at least 50 percent of the height of the adjoining buildings.

▪▪ Private outdoor patios, gardens, or other forms of open space should be provided between the front of internal townhomes and public walkways and courtyards. Private open space should be separated from public areas by landscaping or low fences or walls.

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Townhomes or Rowhouses CASE STUDY Town Center Homes The Town Center Specific Plan envisions the creation of a new downtown for Scotts Valley along Mount Hermon Road. All townhomes feature tuck under rear parking accessed from behind the home. Townhomes fronting Bluebonnet Lane are oriented towards the street and internal units are oriented towards publicly accessible courtyards and walkways.

Location

Blue Bonnet Lane (adjacent to Transit Center), Scotts Valley

Zoning Site

Very High-Density Residential Zone (15.1-20 Units/acre), PD District Overlay

Site Area

2.43 acres

Units

46

Height

3 stories, 35 feet

Density

19 units/acre

Parking

2 garage spaces per units, 12 guest spaces

Unit Size

1,180 to 1,580 sq. ft.

Year Approved

2009

Year Completed

2013

Developer

City Ventures

Architect

Hunt Hale Jones Architects

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Vertical Mixed Use A building with upper floor residential units above ground-floor commercial uses.

Placetypes U-4

Model Specifications ▪▪ Lot area: 10,500 square feet ▪▪ Lot dimensions: 100-feet wide by 105-feet deep ▪▪ Number of units: 12 ▪▪ Unit size: 800 square feet to 1,000 square feet ▪▪ Density: 50 DU/acre 1.5 FAR ▪▪ Parking:

1 surface space/1,000 sq. ft. of retail 1 space/unit for residential (garage)

Design Guidelines Site and Building Design ▪▪ Design of ground floor commercial space should support successful retail activity, have a minimum floor-to-floor height of 15 to 18 feet, and a depth ranging 45 to 60 feet. The primary entrance should front the sidewalk, blank walls should not exceed 10 feet in length and should provide a minimum of 65 percent of the primary building frontage as transparent windows or doors with views into the building.

▪▪ When adjacent to less dense residential uses, minimize contrasts in scales with neighboring homes via increased setbacks, stepped-back upper stories, landscaping, and other similar techniques.

▪▪ Design and location of service entries, loading areas, and trash areas associated with commercial uses should minimize conflicts with residential uses onand off-site.

Access and Parking ▪▪ No more than 10 percent of retail parking should be provided at curb or adjacent to retail as “teaser” parking. Remaining retail parking should be

S-6

T-4

NU-2

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Vertical Mixed Use

38’

105’ 60’

95’ 100’

behind the building or in underground/structured parking.

▪▪ Limit coverage of automobile pavement areas to no more than 50 percent of the total site area, inclusive of surface parking areas and new streets.

Underground or structured parking is encouraged as an alternative to surface parking lots.

▪▪ Limit number of driveways and curb cuts to reduce vehicular conflict with pedestrians, bicyclists, and transit facilities while minimally satisfying vehicular access requirements.

▪▪ For projects located along two streets, locate vehicle access on secondary street where possible.

Landscaping and Open Space ▪▪ Incorporate public gathering spaces, such as plazas, courtyards, and outdoor seating to encourage pedestrian activity. Locate near pedestrian activity, along streets, or where pathways intersect.

▪▪ Plazas, courtyards, and other similar spaces should be accessible and visible from public sidewalks, and building entrances, and along project frontages.

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Vertical Mixed Use CASE STUDY 1111 Ocean Street The 1111 Ocean Street project is the first vertical mixed use development on Ocean Street. The project was constructed prior to the adoption of the Ocean Street Area Plan, which envisions similar new mixed use and multi-family development along one of Santa Cruz’s transit corridors. With nine small units on an approximately 8,000 square foot lot, the project achieves a density of almost 50 units per acre.

Location

1109 & 1111 Ocean Street, Santa Cruz

Zoning Site

Community Commercial (CC)

Site Area

7,942 sq. ft.

Units

9

Height

3 stories, 38 feet

Density

49.5 units per acre

Parking

14 spaces: 8 in carport, 6 uncovered

Unit Size

6 one-bedroom units (632-679 sq. ft.); 3 studios (427-535 sq. ft.)

Year Approved

2007

Year Completed

2014

Developer

Ocean JDR, LLC (EAD Developers LLC)

Architect

Michael Sotero

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Vertical Mixed Use CASE STUDY 708 Frederick Street The 708 Frederick Street project is located less than one block from Soquel Avenue, one of Santa Cruz’s transit corridors planned for greater intensity mixed use development. The project incorporates a small amount of ground floor office space to support the commercial vitality of the general area. The project is setback from the front property line with a landscaped front yard and features varying roof heights and front façade insets to soften the building’s presence along the street.

Location

706-708 Frederick Street, Santa Cruz

Zoning Site

Professional and Administrative (PA)

Site Area

25,943 sq. ft.

Units

22

Height

3 stories; 33.5 ft.

Density

36 du/acre

Parking

24 space garage and 11 uncovered parking spaces

Unit Size

18 one-bedroom units (775 sq. ft. w/96 sq. ft. covered patios); 4 two-bedroom units (900 sq. ft. w/85 sq. ft. covered patio)

Year Approved

2013

Year Completed

2015

Developer

Barry Swenson Builders

Architect

Thatcher & Thompson Architects

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ECONOMIC DEVELOPMENT

Economic Development Toolkit ECONOMIC DEVELOPMENT TOOL

TARGETED LAND USES

SETTING

INFRASTRUCTURE SUPPORTED

MARKET CONDITIONS

CAPACITY AND SCALE

EASE OF USE

All

P/OS, T, W, WW, C

Strong, Moderate

All

Moderate

CASE STUDIES

Developer/Owner Based Funding Development Impact Fees

City of Salinas,

Public Facilities

Development Impact Fee Program City of Santa Cruz/

Development Agreements

Green Valley All

All

T, C, P/OS, U

All

All

Corporation

Difficult

Development Agreement Equipment/

Capital Leases

Project

San Benito County All

S, C, P/OS, T

All

All

Moderate

Certificate of

Financing

Design Build

Participation

All

All

C, P/OS, SW, U, W, WW

All

All

Strong, Moderate

All

Moderate to

Monterey Peninsula

Difficult

Desalination Facility

Land-Secured Funding and Financing Special Benefit Assessment Districts

Public Utilities

Business Improvement Districts

All

Community Facilities Districts

All

Enhanced Infrastructure Financing Districts

All

All

All

Infrastructure

Urban,

W, WW, T, B/P, C, P/

Improvements

Suburban

OS

Community Revitalization and Investment Authorities

Urban, Suburban Urban, Suburban Town, NonUrban

T, L, WW, SW

All

Strong

All

Strong

Depends on Tool Used

Santa Cruz County

Moderate to

Tourism Marketing

Difficult

District Cannery Row Business

Difficult

Improvement District East Garrison

All

Difficult

Community Services District

Depends on Tools Used

Strong

Large

Difficult

All

Difficult

West Sacramento Bridge District

Assembly Bill 2

Matrix continues on next page

Infrastructure Key

Setting

Market Conditions

Capacity and Scale

Ease of Use

B/P = Bike/Ped Facilities

S = Streets

Urban

Strong

Small

Easy

C = Community Facilities

Ss = Streetscape Amenities

Suburban

Moderate

Medium

Moderate

E = Electricity/Energy Efficiency

SW = Stormwater Conveyance

Town

Weak

Large

Difficult

L = Lighting

T = Transit

Non-urban

Ls = Landscaping

U = Utilities (other than E)

P = Parking

W = Water Supply/Treatment

P/OS = Parks and Open Space

WW = Wastewater Conveyance

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Economic Development Toolkit ECONOMIC DEVELOPMENT TOOL

TARGETED LAND USES

SETTING

INFRASTRUCTURE SUPPORTED

All

None

MARKET CONDITIONS

CAPACITY AND SCALE

EASE OF USE

CASE STUDIES

Moderate to

North Monterey County

Difficult

Recreation and Park District

Moderate to

Monterey-Salinas Transit

Difficult

(MST)

Voter Approved Taxes Parcel Taxes Sales Tax and Other Local Taxes

Program or service

Strong,

All

Moderate

All

All

T, U, W, WW, L

All

All

T, C, P/OS,

Strong,

All

Moderate

Bonds General Obligation Bonds Revenue Bonds

All

North Monterey County

Moderate to

All

Strong

Difficult

Unified School District Measure H

Moderate to

All

All

T, C, U, W, WW

All

T, C, U, W, WW, E

All

All

All

Housing

All

All

All

All

All

All

All

All

All

Weak

All

Economic

Town,

Development

Non-Urban

Strong

Easy to

Central Valley Project Water

Moderate

System Revenue Bonds

Moderate to

Santa Cruz County 9-1-1

Difficult

Emergency Response Fee

Moderate to

Monterey Bay Economic

Difficult

Partnership

Moderate

Elkhorn Slough

Direct Fees User Fees

Service or Commodity

State and Federal Programs Housing Trust Fund

Housing Reduce

CAP and Trade Fund

Environmental Impact/GHG

Economic Development Administration Grants USDA (Rural Development Block Grant) Community Development Block Grant Low Income Housing Tax Credits

All Housing

Weak to

All

All

Moderate

Urban,

W, WW, T, B/P, C,

Strong,

Suburban

P/OS

Moderate

All

All

Housing

All

All

All

Housing

All

All

Easy to Moderate Moderate to

USDA’s Food Insecurity

Difficult

Nutrition Incentive Program

Moderate Moderate to Difficult

Housing and

New Market Tax Credits

Business Support/

Moderate to Difficult

Development

Infrastructure Key

City of Santa Cruz EDA grant

Del Rey Oaks and Gonzales CDBG Grant Tynan Village Apartments Desert Hot Springs Community Health and Wellness Center

Setting

Market Conditions

Capacity and Scale

Ease of Use

B/P = Bike/Ped Facilities

S = Streets

Urban

Strong

Small

Easy

C = Community Facilities

Ss = Streetscape Amenities

Suburban

Moderate

Medium

Moderate

E = Electricity/Energy Efficiency

SW = Stormwater Conveyance

Town

Weak

Large

Difficult

L = Lighting

T = Transit

Non-urban

Ls = Landscaping

U = Utilities (other than E)

P = Parking

W = Water Supply/Treatment

P/OS = Parks and Open Space

WW = Wastewater Conveyance

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Development Impact Fees (DIFs) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Public Facilities

All

P/OS, T, W, WW, C

Strong, Moderate

All

Moderate

City of Salinas, Development Impact Fee Program

DESCRIPTION Enabled under California Government Code 66000 (the “Mitigation Fee Act”), Development Impact Fees (DIFs) are one time charges by a local agency to finance some or all of the cost of providing public facilities related to a new development project. DIFs are calculated based on the size and type of development. The enacting agency must identify the uses for the fee and show that there is a reasonable relationship between the public facilities needed and the development upon which the fee will be imposed.

Targeted Uses DIFs may be used to finance on-site and off-site public facilities needed to serve a new development. Fees may not be used to fund existing deficiencies in public facilities or exceed the cost of impacts created by the development.

Setting (Place Type) DIFs are appropriate for all settings, including urban, suburban, town and non-urban environments.

Infrastructure Supported DIFs may be used to finance a broad range of public improvements, public services, and community amenities including but not limited to: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Parks and recreation facilities Transit and transportation facilities Water and stormwater facilities Sewage facilities Solid waste facilities Public service facilities (i.e. police, fire, library)

DIFs may support and finance transit facilities, such as the Watsonville Transit Center in Santa Cruz (Image source: Santa Cruz Sentinel)

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Development Impact Fees (DIFs) Ease of use

Recycling facilities may be financed through DIFs.

Market Conditions DIFs are charged to new development and therefore require development activity in order to generate revenue.

In some cases DIFs may be perceived as a deterrent to new development and a source of additional costs to property buyers, but they also may expand the amount of developable land by ensuring that public facilities can be provided to accommodate growth in cities or counties that otherwise could not collect revenue needed to provide infrastructure.

Capacity and Scale DIFs may be applied to residential, commercial, and mixed use projects at all scales. DIFs may be established for a range of projects by local legislation of general applicability or imposed on an ad hoc basis for a particular project.

Local agencies need to carefully evaluate how DIFs could affect the type(s) of development they want to attract. A DIF is not considered a tax and therefore does not need voter approval. Per AB1600 the local agency must hold a public hearing at a regularly scheduled meeting and give public notice twice before adopting an ordinance or resolution approving a fee program or fee increase. There are a number of procedures and requirements associated with implementing a fee program that make it a costly and time consuming process. In general, implementing a fee program requires local agencies to identify where future growth will occur and the cost of and facilities needed to support that growth. This often involves various planning documents such as general or master plans and, although not required, a capital improvement plan.

DIFs also require preparation of a study to establish the quantitative measures for the fees being imposed. The fee study should identify the purpose and use of the fee and demonstrate the relationship between the development project and both the use of the fee and the need for the public facility. The agency exacting the fee will also need to comply with the requirements outlined in AB 1600 regarding public hearings, adoption of ordinance and resolution, annual accounting requirements, and annual updates to the capital improvement plan.

Timing and lifecycle AB 1600 sets time frames for public notifications, fee implementation, and accounting requirements, including that fees be spent within five years of collection; however, there is no specific time frame for updating fees.

Additionally, if an agency adopts a capital improvement plan, that plan must be updated annually.

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Development Impact Fees (DIFs) CASE STUDY City of Salinas, Development Impact Fee Program The City of Salinas has an established development impact fee program. Per Article V, Development Impact Fees, of the Municipal Code, any project requiring a building permit must pay impact fees. Fees are collected for traffic impacts, sanitary sewer, storm drains, street trees and parks.

References American Planning Association, APA Policy Guide on Impact Fees,1997, https://www.planning.org/policy/guides/ adopted/impactfees.htm, Accessed on June 12, 2016.

City Attorneys Department League of California Cities Continuing Education Seminar, A Short Overview of Development Impact Fees, 2003, http://www.impactfees. com/publications%20pdf/short%20overview.pdf.

City of Salinas. Permit & Inspection Services, https:// www2.municode.com/library/ca/salinas/codes/code_of_ ordinances, Accessed on June 17, 2016.

OLR. How Development Fees Affect Residential Development, 2002, https://www.cga.ct.gov/2002/olrdata/ pd/rpt/2002-R-0903.htm, Accessed June 12, 2016.

The development impact fee established by the City of Salinas helps finance the city’s infrastructure improvements (Image source: The Californian)

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Development Agreements Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

All

T, C, P/OS, U

All

All

Difficult

City of Santa Cruz/ Green Valley Corporation Development Agreement

DESCRIPTION A Development Agreement is a contract between a public agency and developer that outlines the obligations of both parties as well as the standards and conditions for a proposed development project. A development agreement allows public agencies to impose requirements on a project, such as development conditions or fees, in exchange for providing developers with greater assurance that a project can be built free of future regulatory changes.

Targeted Uses Development Agreements can be used for a variety of purposes that include financing public facilities or improvements.

Setting (Place type) Development Agreements are appropriate for all settings including urban, suburban, and town, and non-urban.

Infrastructure Supported California Government Code Section 65865.2 requires Development Agreements to include provisions for reservation or dedication of land for public purposes and permits public agencies to include terms for financing public facilities. Agreements may include conditions for financing a variety of public facilities including but not limited to streets, parks, schools, or utility facilities. In general, Development Agreements allow greater flexibility than standard municipal conditions of approval, which can allow agencies gain more in fees and/or amenities from development projects.

Development Agreements may include conditions for financing a variety of public facilities, such as utility facilities.

Market Conditions In order to for a Development Agreement to occur, there must first be interest in development. Market conditions affect development opportunities and likewise influence a developer’s willingness to enter an agreement. Some developers may avoid agreements due to the potential for costly requirements while others may be attracted to the savings associated with long term vesting of land use entitlements.

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Development Agreements Capacity and Scale Development Agreements are suitable for large scale and smaller projects. Agreements are tailored to the individual needs of the project and jurisdiction. Larger projects may require longer terms to allow for the project to be fully constructed, often in phases.

Ease of use Development agreements are subject to public notice requirements, and a public hearing must be held by the county or municipality considering an application for a Development Agreement. Per Government Code section 65867.5, Development Agreements are legislative acts approved by ordinance and subject to referendum.

Development Agreements do not take effect until the 30-day referendum submittal period expires and carry a 90-day statute of limitations during which the adoption or amendment of a Development Agreement may be challenged legally. In addition, Development Agreements must be reviewed every 12 months for compliance by the granting agency.

Timing and lifecycle The duration of the Development Agreement must be specified in the agreement, as well as the commencement and completion dates for the project.

CASE STUDY City of Santa Cruz/Green Valley Corporation Development Agreement A Development Agreement was approved by the City of Santa Cruz for a Green Valley Corporation project located

555 Pacific Avenue, a Green Valley Corporation project in Santa Cruz.

at 555 Pacific Avenue. The development project includes a 4-story building with 94 residential Small Ownership Units (SOUs), 4,680 square feet of ground commercial, and below grade parking with space for 123 cars and 144 bikes. The Development Agreement would eliminate the SOU Ordinance restrictions, which limit the number of rental units to 50 percent and would allow the developer to rent up to 100 percent of the 94 units for up to 15 years, in exchange for increasing the number of affordable housing units and/or contributing to the City’s Affordable Housing Trust Fund (AHTF). The agreement would be valid for up to 15 years after which the project would be required to comply with all SOU Ordinance requirements.

Reference Institute for Local Self Government, Development Agreement Manual: Collaboration in Pursuit of Community Interests, 2002, http://www.ca-ilg.org/document/ development-agreement-manual-collaboration-pursuitcommunity-interests, Accessed on July 15, 2016.

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Capital Leases Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Equipment/ Project Financing

All

S, C, P/OS, T

All

All

Moderate

San Benito County Certificate of Participation

DESCRIPTION Lease financing (or capital leasing) allows government agencies to acquire assets through tax-exempt rent-toown agreements. Agencies can also use these lease-purchase agreements for equipment procurement or project construction. Tax-exempt leases enable borrowing from investors, and, as with general obligation bonds, the borrowed funds must be repaid in regular installments of principal plus interest. Typical investors include banks, corporations, mutual funds, insurance companies, grantor trusts, and investment bankers. Financing of less than $1 million typically involves a single investor or small group of investors.

There are two main types of privately placed tax-exempt leases: ▪▪ Vendor-Financed Lease: Equipment manufacturers often assume the role of owner-lessor to facilitate the sale of their product. The vendor may hold the lease for its entire term as an investment or sell and assign the lease to cover their expenses without receiving immediate compensation for the full purchase price.

▪▪ Third-Party Financed Lease: An investor or lease broker provides or arranges the financing of the leased asset. The vendor receives full payment from the third party, and the third party earns tax-exempt interest income from the lease payments made by the lessee.

When financing large projects, agencies can lower their borrowing costs by marketing lease obligations to multiple investors by issuing Certificates of Participation (COP). COPs entitle holders to a proportionate share of lease payments made by the government agency, similar to municipal bonds. COP transactions typically require a trustee to collect and disburse lease payments to multiple investors. A government agency may establish a non-profit to act as the third party lessor when no other agency or joint powers authority is available. Typical investors include banks, corporations, mutual funds, insurance companies, grantor trusts, and investment bankers.

Targeted Uses

Setting (Place Type)

Lease financing can be used to purchase or use equipment and/or to construct major capital projects.

Lease financing is appropriate for all settings, including urban, suburban, and rural environments.

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Capital Leases Timing and lifecycle The term of a lease may not exceed 120 percent of the average reasonable expected economic useful life of the property or project.

CASE STUDY Highways are an infrastructure that could receive funding from lease-financing.

Infrastructure Supported Lease financing can be used to fund real property such as: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Roads, highways, and bridges Schools Public facilities Parks and libraries Jails

San Benito County In 1998, San Benito County issued a Certificate of Participation (COP) for the construction of a jail and juvenile hall facility that was paid in full, and the County now owns the property.

Market Conditions The principal objective of a financing lease agreement is to obtain use of the asset for the lowest cost possible. The following factors should be considered: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Availability of cash at the time of procurement Competing demands on capital resources Need for and useful life of the asset Costs versus benefits over time Ability to improve bargaining positions with vendors

Capacity and Scale Lease financing can be used for small and large scale property and equipment.

Ease of use A lease is generally not classified as “debt;” therefore, it does not require voter approval and is not subject to debt limitations.

San Benito County Juvenile Hall.

References California Debt Advisory Commission, Guidelines for Leases and Certificates of Participation, http://www. treasurer.ca.gov/cdiac/reports/Guidelines93-8.pdf.

Fidelity Capital Markets, Lease-Backed Financing and Certificates of Participation, https://capitalmarkets.fidelity. com/app/literature/view?itemCode=RD_558301&renditio nType=pdf.

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Design-Build Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Public Utilities

Urban, Suburban

T, L, WW, SW

Strong, Moderate

All

Moderate to Difficult

Monterey Peninsula Desalination Facility

DESCRIPTION Design-build is a construction delivery method whereby the owner of a project owner manages a single contractor for both the design and construction processes. Traditionally, construction projects are managed using the design-bid-build method, in which the project owner manages two separate contracts among the project designer and project contractor, who then sub-contract with additional consultants to complete the project work. The design-build method was introduced to the public sector through a series of State statues. In 2001, AB 598 authorized certain transit operators to award this type of contract for transit projects totaling at least $10 million and in 2006, AB 1329 authorized cities to utilize design-build. In 2015, SB 785 replaced these with a single statute applicable to local agencies, including cities. The design-build method has been integrated into the public sector procurement process by allowing agencies to contract directly with a general contractor for both design and construction work. The general contractor then subcontracts, through competitive bidding or other means, for an architect, engineer, and construction. The benefits include greater flexibility in awarding a contract, higher quality work, greater cost certainty, fewer claims, and faster project completion.

Targeted Uses

Infrastructure Supported

SB 715 allows the design-build method to be used as a procurement process in place of the traditional design-bidbuild method for the following project types: construction of new buildings and other improvements that are directly related to building construction, county sanitation wastewater treatment facilities, and park and recreational facilities. SB 715 does not allow the design-build for the construction of other infrastructure, such as streets and highways, public rail transit, or water resources facilities and infrastructure.

Design-build has been used as a procurement method for a broad range of projects, including but not limited to:

Setting (Place Type) The design-build method is appropriate for all settings, including urban, suburban, town, and non-urban environments.

▪▪ County sanitation wastewater treatment facilities ▪▪ Park and recreational facilities ▪▪ New buildings, such as schools, libraries, museums and other public facilities

Market Conditions The design-build process provides an opportunity for large, experienced firms to perform the work under a single government contract. Additionally, the procurement process uses subjective criteria of experience, qualifications, and best value which can require a substantial amount of time to allow competitors to

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Design-Build prepare proposals and agency officials to evaluate them.

Thus, design-build may be favorable in a strong market that includes a pool of larger, well-established design and construction firms. However, some agencies have adopted more objective evaluation and selection processes and policies to offset these risks.

Capacity and Scale Design-build functions at both a small and large scale; however, there are pros and cons to both. A larger scale development would benefit from the design-build method by streamlining the complex development process, thus reducing overall cost, and minimizing risks. A smaller scale development would receive the same cost and time benefits from the design-build method, although those benefits may be reduced by the time-intensive procurement process. Thus, small projects with specific risks such as short schedules, complex phasing, and the potential to generate significant impacts would be ideal candidates for design-build.

Ease of Use Design-build is an effective method of project delivery as it reduces costs and administrative burden after the design-build contract is awarded, however it requires the administration of a lengthy procurement process. Also, certain project characteristics may negate the potential benefits of using the design-build method. For example, if the agency has not decided on the specific project design, then traditional design-bid-build may be the better alternative, as post-award programmatic changes can be expensive and disruptive. Additionally, the design-build method may not be more effective than design-bid-build for projects that include the following characteristics:

Parks and playgrounds are some project types that can be constructed through a designbuild process (Image source: Santa Cruz Life)

▪▪ Prescriptive or restrictive design specifications.

▪▪ Not time-sensitive.

▪▪ Does not require specialty work or where the DesignBuilder expertise is not critical.

▪▪ Long preliminary engineering phases for environmental permits, or other public works tasks that the agency may not choose to assign to the Design-Builder, as this offsets the potential benefits of overlapping design and construction phases.

For these reasons ease of use is moderate to difficult.

Timing and lifecycle Design-build requires an agency to administer a three to six month procurement process. Therefore, this method can require additional planning prior to the award of a contract for the project’s design and construction phases.

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Design-Build References CDM Smith. Press Release, CDM Smith to Design-Build Monterey Peninsula Desalination Facility. http://cdmsmith. com/en-US/Discover-Us/News-and-Events/CDM-SmithAwarded-Monterey-Peninsula-Project.aspx. Accessed September 30, 2016.

The Monterey Peninsula Desalination Facility was constructed through a design-build process (Image source: WaterWorld)

CASE STUDY Monterey Peninsula Desalination Facility Developed for California American Water, CDM Smith will serve as the design-build entity for the new desalination facility as part of the utility’s $320 million Monterey Peninsula Water Supply Project (MPWSP) to provide a sustainable water supply for the Monterey Peninsula.

The desalination plant will include: pre-treatment filters; buildings for operations, reverse osmosis process and electrical equipment, and chemical storage/feed facilities; wastewater clarification, brine storage and pumping, and treated water storage and pumping. The designbuild method for the $87 million project was chosen by California American Water to expedite the project schedule, streamline administrative processes and guarantee costs.

The 9-month procurement process included evaluation criteria that combined business, technical and cost metrics.

Design work began in spring 2014, with construction occurring between fall 2015 and spring 2017. The plant is anticipated to open in mid to late 2017.

League of California Cities 2015 Spring Conference.

Design-Build for Public Works Projects – Hanson Brigett. https://www.cacities.org/Resources-Documents/MemberEngagement/Professional-Departments/City-Attorneys/ Library/2015/2015-Spring-Conference/5-2015-SpringDavid-Gehrig-Design-Build-For-Public.aspx . Accessed September 30, 2016.

The Planning Report, Metro Investment Report. Legislative Analyst’s Office Releases A Promising Design-Build Report. February 05, 2005. http://www.planningreport. com/2005/03/03/legislative-analysts-office-releasespromising-design-build-report. Accessed September 30, 2016.

Washington State Department of Transportation. Small Design-Build Pilot Project Evaluation - Highway Projects.

May 2015. http://www.wsdot.wa.gov/publications/fulltext/ LegReports/SmallDesignBuildPilotProjectsReport.pdf.

Accessed October 4, 2016.

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Special Benefit Assessment Districts Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Public Utilities

Urban, Suburban

T, L, WW, SW

Strong, Moderate

All

Moderate to Difficult

Santa Cruz County Tourism Marketing District

DESCRIPTION A Special Benefit Assessment District is a local government financing tool for local public utility services. Special Districts collect assessments on annual property tax bills to improve utilities such as landscaping, street lighting, sanitation, and flood control. Special Districts are generally acceptable to property owners because they allocate to each parcel a fair share of the costs of a direct benefit over a period of years.

A Special Benefit Assessment District is initiated through a petition by a group of property owners to their local officials or through the initiative of local officials that see a need for improvement. A petition requires signature by a majority of property owners benefiting from the improvement proposed, while initiation by local officials requires a noticed public meeting. In either case, the governing agency then adopts a resolution of intent to form an assessment district that specifies the facilities to be financed, sets a public hearing for district approval, and orders the preparation of a report (usually conducted by an engineering firm) to assess the costs, impact, and per parcel tax estimate.

Following the public hearing, ballots (per Proposition 218) are mailed to each property owner within the proposed district, with a majority vote in favor required to form the district.

Targeted Uses

Infrastructure Supported

Special Districts are targeted toward public utilities.

Special Benefit Assessment Districts may fund improvements and services that provide a direct and special benefit, including but not limited to:

Setting (Place Type) Special Districts are designed to assist new development or development needing utility upgrades located in urban or suburban environments.

▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Streets Lighting Fire suppression Sewer/sanitation Flood control services

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Special Benefit Assessment Districts Ease of use Special Districts can encounter resistance from property owners simply opposed to additional property-related costs. In addition, large developers or other owners of multiple properties may affect the vote based on their larger cost burden. After a district has been approved, it can evolve based on public interest and local official approval.

Timing and lifecycle Special services, such as fire suppression services, may be funded through Special Districts.

Infrastructure that provides general public benefit (such as schools and libraries) is not eligible for this financing mechanism.

Market Conditions Like any bond-funded effort, Special Districts are more likely to succeed in an up economy. Bonds purchased to back assessment districts tend to have higher interest rates and be more expensive to issue than other bonds.

This is in part because benefit districts depend on property values, the unpredictability of which creates risks, including the potential inability of property owners to make future payments. The stronger the real estate market, the higher the likelihood that a lower interest rate may be obtained.

Capacity and Scale Assessment districts are applicable in both large and small utility districts since fire, sanitation, sewer, lighting, and other public utilities could be the size of a small town or regional. Special Districts can be easier to form on a larger scale so that costs are shared among more property owners, but they also can favor smaller areas where fewer votes are needed to create a district.

Assessments that fund capital improvement projects for public utilities may stop after the project is complete, but assessments for ongoing projects may continue as long as that service is provided.

CASE STUDY Santa Cruz County Tourism Marketing District The Santa Cruz County Tourism Marketing District (TMD), established in 2010, was developed to fund marketing and sales promotion efforts for the Santa Cruz lodging businesses located within the boundaries of the County of Santa Cruz. The TMD is implemented by the Santa Cruz County Conference and Visitors Council (SCCCVC).

The SCCVC provides marketing and sales promotions to increases tourist lodging and market Santa Cruz County as a tourist, meeting, and event destination. The initial annual service plan budget for the TMD is approximately $1.9 Million. The budget is intended to support the ongoing operations and administration of the existing Santa Cruz County Tourism Marketing District.

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Special Benefit Assessment Districts

Tourism in Santa Cruz County is supported through funding from the Santa Cruz County Marketing District.

References California Tax Data. What is a 1982 Act Benefit Assessment District? http://www.californiataxdata.com/ pdf/1982BAdist.pdf. Accessed May 23, 2016.

California Special Districts Association. Proposition 218: Guide for Special Districts. http://www.csda.net/wpcontent/uploads/2013/04/2013-CSDA-Prop-218-WEB. pdf. Accessed May 23, 2016.

California Senate Governance and Finance Committee.

Assessing the Benefits of Benefit Assessments: A Citizen’s Guide to Benefit Assessments in California, 2nd Edition. http://sgf.senate.ca.gov/sites/sgf.senate.ca.gov/files/ BenefitAssessmentsPublication.pdf. Accessed May 23, 2016.

City of Salinas. The Downtown Salinas Community Benefit District 2015 Management District Plan. http://www. ci.salinas.ca.us/services/CBD/Management%20District%20 Plan%202015%200519.pdf. Accessed May 23, 2016.

Santa Cruz County Tourism Marketing District, Management Plan 2015 Renewal, http://www.santacruz. org/Portals/0/PDF/Publications/Santa-Cruz-District-Plan2015-Renewal.pdf

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Business Improvement Districts (BIDs) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

Urban, Suburban

All

Strong

Depends on Tool Used

Diificult

Cannery Row Business Improvement District

DESCRIPTION Business Improvement Districts (BIDs) are economic development public/private partnerships that provide funding and services to revitalize, retain, and expand commercial neighborhoods and regional business districts. These districts are formed based on the State Parking and Business Improvement Area Law (1989) and the Property and Business Improvement District Law (1994). The first was passed to improve underutilized business districts, and the second was created to add the ability to levy assessments on both business and property owners to provide adequate services to improve business districts.

To form a BID a city, county, or joint powers authority must adopt a resolution of intent that specifies the types of improvements and activities that will be funded, followed by public noticing and a public hearing. If approved by a majority of businesses affected by the BID creation, a BID advisory committee is appointed to oversee financing and activities through a management plan.

There are three types of BIDs that have different focus but generally the same goal of revitalizing a business district by funding infrastructure and services: ▪▪ Property-based (PBID) - which assess real property ▪▪ Business-based (BBID) - which assesses only business owners ▪▪ Tourism-based (TBID) - which assess hospitality and tourism-related businesses only

Targeted Uses The 1989 law allows financing of marketing, economic development, and municipal services such as security and sanitation. The 1994 act allows financing of infrastructure such as streets, buildings, and security facilities, and equipment. Both laws allow financing of parking facilities, parks, fountains, benches, trash receptacles, street lighting, and decorations. All funding may be used for initial capital

projects and/or on-going maintenance projects, but issuance of bonds is not allowed.

Setting (Place Type) BIDs may be used in commercial neighborhoods and regional business districts in either urban or suburban areas. Residential properties are not assessed as part of BIDs.

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Business Improvement Districts (BIDs) Capacity and Scale The success of BIDs depends on the type of BID, land use, size, and budgets of each district. Large office space BIDs have the most success in boosting property values in a surrounding area, as compared to small BIDs that consist of retail or industrial properties, usually due to BID budget size.

Ease of use BIDs finance a broad range of infrastructure including parks.

(Source: City of Santa Cruz Department of Parks & Recreation)

Infrastructure Supported BIDs may finance a broad range of public infrastructure projects, including but not limited to: ▪▪ Parking facilities ▪▪ Parks ▪▪ Street furniture (eg, fountains, benches, trash receptacles, street lighting, decorations) ▪▪ Municipal services (ie, sewage systems) ▪▪ Rehabilitation, tear-down, or construction of buildings ▪▪ Streets ▪▪ Transit improvements ▪▪ Security facilities/equipment

Forming a BID can be challenging, both in attracting participation and determining projects to be funded.

The annual fee per business is proportional to estimated benefit, and businesses may disagree about how to use allocated funds. Issues may also arise with adjacent residents, who may be concerned about potential increased property taxes and BID committees influencing local decision-making.

Timing and lifecycle Business Improvement Districts are assessed annually for the period that special improvements and activities are being financed. Typically this period is no longer than five years.

Market Conditions The banding of businesses to create a more vibrant and attractive commercial center can occur in both a strong and weak economy, but tends to be more successful in a strong economy, wherein revenue potential can be increased through improvements. Generally businesses doing better in a strong market are more likely to agree to establish a BID. After a BID is established, planning for market fluctuations can help increase economic resiliency.

Street furniture could be one of many projects financed through BIDs.

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Business Improvement Districts (BIDs) References California Tax Data. What is a Business Improvement District? http://www.californiataxdata.com/pdf/ businessimprovement.pdf. Accessed May 18, 2016.

Olson, Rebecca J. and Lacey Keys. The Public Law Journal 31.4, 2008. Business Improvement Districts and Proposition 218 After Silicon Valley Taxpayers v.

Santa Clara County Open Space Authority. http://www. olsonhagel.com/news/publications/docs/Public-LawJournal-Article_RJO-LK.pdf. Accessed May 18, 2016.

Cannery Row Business Improvement District, Monterey.

CASE STUDY Cannery Row Business Improvement District The Cannery Row Business Improvement District is the historical commerce area of Monterey. Cannery Row consisted of canneries that failed after the collapse of the fishing industry in Monterey Bay in the 1950s and was the setting of John Steinbeck’s well-known novel. The BID, established in 2004, has successfully solidified the area as an international tourism destination with the Monterey Bay Aquarium at its northern end, benefitting many retail and restaurant businesses in the district. All businesses in the district shall be subject to an annual assessment in the amount equivalent to a one hundred percent (100%) surcharge to the business license fee of each business up to a maximum of $5,000 (except for professional services).

Funds can be used to improve traffic, parking, streetscape cleanliness, public safety, and improving the physical appearance of the area within Cannery Row.

Furman Center for Real Estate & Urban Policy- New York University. The Impact of Business Improvement Districts on Property Values: Evidence from New York City. http://furmancenter.org/files/publications/ ImpactofBIDcombined_000_1.pdf. Accessed May 18, 2016.

National League of Cities. Sustainable Cities Institute.

Business Improvement Districts (BIDs). http://www. sustainablecitiesinstitute.org/topics/land-use-andplanning/business-improvement-districts-(bids). Accessed May 18, 2016.

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Communities Facilities Districts (CFD) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

Town, Non-Urban

All

Strong

All

Difficult

East Garrison Community Services District

DESCRIPTION Communities Facilities Districts (CFDs) enable the installation of new, or upgrade of aging, public infrastructure.

Also known as Mello-Roos Districts, CFDs accommodate the simultaneous development of housing and public improvements, and they also allow developers to pass costs of building communities to homebuyers through an annual tax. A CFD may be established by any county, city, school district, or joint powers authority to finance public projects when no other adequate source of funding is available. A CFD consists of all properties that directly benefit from the improvements proposed.

The Mello-Roos Community Facilities Act of 1982 was passed to create an alternative to financing public projects in response to Proposition 13 (1978), which reduced property tax rates on multi-family homes, businesses, and farms, thereby limiting funding for public improvements and services. The CFD tax, isolated to the benefitting properties, is not ad-valorem and comes in the form of a Special Tax Lien imposed on annual property tax bills.

Targeted Uses CFDs may be used to finance public facilities, infrastructure, and community services for new residential, commercial, or industrial developments. The funds may also be used to recuperate administrative expenses used in forming the CFD and administering annual taxes and debt.

Setting (Place Type) CFDs are typically used in undeveloped areas to build basic utilities, infrastructure, and community services for new homes or commercial space, and they may also be used in older neighborhoods to fund new schools and expanded community services. CFDs generally are needed more in

CFDs fund a broad range of projects, including fire services.

rural areas because new neighborhoods in urban areas have a higher chance of being built within communities with adequate public facilities.

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Communities Facilities Districts (CFD) Infrastructure Supported CFDs may finance a broad range of public projects, including but not limited to: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Streets Sewer systems Utility infrastructure Police, fire, and ambulance service Schools Parks Libraries Museums and other cultural facilities

Market Conditions

Museums can potentially be funded through CFDs as well.

CFDs for new development favor strong real estate markets, where sale of properties protect developers from becoming financially overextended. In weak markets, new development is less common and buyers are less willing to pay higher taxes. CFDs for already developed areas need to consider during a weak market whether property owners with delinquent taxes might foreclose their homes instead of accepting additional tax burden.

land-backed securities such as CFDs are often considered relatively risky and a burden on taxpayers. Property owners with delinquent tax payments are subject to a one year repayment plan for the CFD tax, compared to five years for other taxes.

Capacity and Scale A larger scale CFD can help relieve the tax burden on the buyers or property owners, while a smaller CFD tends to relieve the tax burden on the developer. Larger CFDs are more beneficial in creating higher-end community amenities and services due to the greater number of property taxes being collected.

Ease of use CFD formation can be difficult and time consuming because it requires an election with two-thirds voter affirmation. Calculation of the tax rate (based on land use, built square footage) can be confusing for voters and

Timing and lifecycle Taxes are charged to property owners annually until the bond is fully repaid, which usually takes 35 to 40 years.

Charges may continue beyond that period at a reduced amount to maintain the CFD improvements.

CASE STUDY East Garrison Community Services District The East Garrison Community Services District is a suburban housing project in Monterey County, southwest of Salinas. Construction began in 2014 on the former Fort Ord Army Base. There are 1,400 planned housing units with future plans to add parks and schools. Streets, lights, and other public infrastructure are financed through a CFD.

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Communities Facilities Districts (CFD)

East Garrison Community Services District.

References California Tax Data. What is Mello-Roos? http://www. californiataxdata.com/pdf/Mello-Roos2.pdf. Accessed May 18th, 2016.

California Debt Advisory Commission. Guidelines for MelloRoos Financing. http://www.treasurer.ca.gov/cdiac/reports/ M-Roos/MR_guidelines.pdf. Accessed May 18th, 2016.

Legislative Analyst’s Office. Understanding California’s Property Taxes. http://www.lao.ca.gov/reports/2012/tax/ property-tax-primer-112912.aspx. Accessed May 18th, 2016.

Orrick. An Introduction to California Mello-Roos Community Facilities Districts. https://www.orrick.com/ Events-and-Publications/Documents/1180.pdf. Accessed May 18, 2016.

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Enhanced Infrastructure Financing Districts (EIFDs) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

All

All

Depends on Tools Used

Large

Difficult

West Sacramento Bridge District

DESCRIPTION In response to the dissolution of redevelopment agencies in 2011, Senate Bill 628 (Beall 2014) authorizes California cities and counties to establish Enhanced Infrastructure Financing Districts (EIFDs) to fund public infrastructure through sources such as tax increment financing, special assessments, user fees, developer fees, and loans from participating public agencies. EIFDs offer a number of advantages over traditional infrastructure financing districts and community financing districts (CFDs), including by allowing multiple government agencies to allocate existing and anticipated new tax revenue towards shared goals. EIFD governing boards include two members of the public and representatives of participating agencies, including any affected taxing entities other than school districts which are not allowed.

Targeted Uses

Infrastructure Supported

EIFDs may be used to finance infrastructure serving all land uses, including residential, mixed-use, commercial, industrial, and public uses.

EIFDs can finance a range of public infrastructure projects, including but not limited to:

Setting (Place Type) EIFDs are appropriate for all settings, including urban, suburban, town, and non-urban environments. Because tax increment bonds require electoral approval, an EIFD may be easier to use in less populated areas. EIFDs are particularly well suited for larger scale projects, such as highways or transit facilities.

▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Roads, highways and bridges Parking facilities Transit stations Sewage and water facilities Flood control and drainage projects Solid waste disposal Parks and libraries Child care facilities

EIFDs can also finance purchase, construction, expansion, improvement, and/or seismic retrofitting, including for: ▪▪ ▪▪ ▪▪ ▪▪

Brownfield restoration Environmental mitigation Military base reuse projects Affordable housing

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Enhanced Infrastructure Financing Districts (EIFDs) Ease of use Creation of an EIFD requires publication of the infrastructure finance plan, notice to landowners and affected taxing entities, and a public hearing. EIFDs are subject to biennial independent financial and performance audits.

Flood control projects are able to be financed by EIFDs.

▪▪ Private industrial buildings ▪▪ Transit oriented development projects ▪▪ Sustainable Community Strategies projects EIFDs can fund projects outside of the EIFD as long as the project has a tangible connection to the district and provides a significant benefit to it. EIFDs may not be used for maintenance, operations, and services.

EIFDs can be formed without elections. A vote is required to issue tax-increment bonds, but the approval threshold is 55 percent rather than the two-thirds for a traditional IFD. Formation of an assessment district requires 50 percent voter approval within the proposed boundary. EIFDs require the establishment of a “Public Financing Authority,” and a city or county must have dissolved any prior redevelopment agency. In addition to an Infrastructure Financing Plan that specifies public facilities and financing, an EIFD must approve a Strategic Plan establishing a link between payer and beneficiary for each project and property, which is a potentially complex and time consuming task.

Market Conditions The relevance of market conditions depends on the specific financing tools used by the EIFD. If tax increment financing is used, development activity is needed to generate revenue and be effective. Other tools, such as user fees and debt financing, do not rely on new development and can therefore be useful in both strong and weak real estate markets.

Capacity and Scale Due to the administrative costs, EIFDs are best suited for larger and more complex projects. The ability to form a joint power authority allows EIFDs to address regional growth through infrastructure investments across jurisdictions.

Timing and lifecycle EIFD tax increment is available for up to 45 years from the date of first bond issuance.

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Enhanced Infrastructure Financing Districts (EIFDs) CASE STUDY West Sacramento Bridge District The District began construction in 2010 of redevelopment of a former industrial area with an expected buildout of 4,000 residential units and 5.6 million square feet of commercial development. To complement other public and private funding sources, the EIFD covers new and reconstructed roadways, rail removal, streetscapes, utilities, water storage, new parks, pathways, and plazas.

West Sacramento Bridge District.

References California Community Economic Development Association.

Enhanced Infrastructure Financing Districts: Resource Guide to EIFDs. 2016. www.cceda.com/wp-content/ uploads/EIFD-Resource-Guide-Feb-20161.pdf California Economic Summit. Funding Sustainable Communities: A How-To Guide for Using New “Enhanced Infrastructure Financing Districts” (EIFDS). https://cafwd. app.box.com/s/p8re0h7s6vkhm1st2uwq. Accessed April 22, 2016.

California Legislative Counsel’s Digest. SB-628 Enhanced Infrastructure Financing District. https:// leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_ id=201320140SB628. Accessed April 22, 2016.

California League of Cities. Enhanced Infrastructure Financing District Bill Analysis. http://www.cacities.org/ CMSPages/GetFile.aspx?nodeguid=d8e42eca-7647-4f1298d4-e93383abc48c&lang=en-US. Accessed April 22, 2016.

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Community Revitalization & Investment Authority (CRIA) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Infrastructure Improvements

Urban, Suburban

W, WW, T, B/P, C, P/OS

Strong

All

Difficult

Assembly Bill 2

DESCRIPTION Assembly Bill 2 (enacted 2015) authorizes local governments to establish a Community Revitalization and Investment Authority (CRIA) to revitalize disadvantaged neighborhoods using property tax increment revenue. The goals of AB 2 are to decrease crime and unemployment, repair and supplement infrastructure, and create affordable housing.

Each CRIA is governed by a board of three members of the city or county’s legislative body and two appointed members of the public from within the revitalization and investment area. The board establishes a Revitalization Plan for an area where at least 80 percent of land has an annual household income of less than 80 percent of the statewide annual median income. In addition, a Revitalization Area must meet at least three of the following requirements: 1. An unemployment rate that is at least three percent higher than the statewide median 2. A crime rate that is at least five percent higher than the statewide median 3. Deteriorated or inadequate infrastructure 4. Deteriorated commercial or residential structures AB 2 also requires a minimum of 25 percent of the tax revenue to be used solely for increasing the number of affordable units, improving conditions of affordable housing, and/or preserving the affordable housing supply.

The number of housing units occupied by low-income or lower-income households cannot decrease due to the Revitalization Plan. Any housing units for low- or moderate-income households must be replaced within two years if they are removed or destroyed.

Targeted Uses

Setting (Place Type)

A primary intended use of CRIA funds is to improve infrastructure in the wake of the loss of redevelopment agencies in California.

Revitalization Areas typically lie within urbanized areas and may include former redevelopment project areas as long as any pre-existing successor agency obligations are acknowledged. Former military bases can also qualify as revitalization areas.

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Community Revitalization & Investment Authority (CRIA) Infrastructure Supported CRIAs provide redevelopment funding for infrastructure including, but not limited to: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Low- and moderate-income housing Commercial buildings Parks Sewer treatment facilities Sidewalks Streets Water supply systems Brownfield cleanup Seismic retrofit of existing buildings

AB 2 prohibits funding for gaming or gambling activities, automobile dealerships on previously undeveloped land, and development on five or more previously undeveloped acres that generates sales taxes unless for a hotel, office, or industrial use.

Market Conditions In a recession, property tax-based funds can disappear, but in a stable market revitalization plans generally can proceed as anticipated.

Capacity and Scale The size of an eligible disadvantaged community can vary significantly and even span jurisdictional boundaries.

CRIA redevelopment funding could support the development of commercial buildings.

Timing and lifecycle The Revitalization Plan is subject to certain time limits, including: ▪▪ 30-year time limit on establishing debt; ▪▪ 45-year time limit for plan effectiveness; ▪▪ 45-year time limit on repayment of debt and receipt of tax increment; and ▪▪ 12-year time limit for acquiring property by eminent domain.

Taxes are collected until the plan is completed or until the time limit has been met.

Ease of use CRIAs require three public hearings and majority approval by voters within the plan area. CRIA plans can only be amended annually, and plan area property owners and residents may stop a plan after 10 years with majority voter approval. The CRIA board must place a limit on use of taxincrement funds for administrative or overhead purposes before the plan is adopted.

CASE STUDY AB 2 is too new for any established case studies to be cited.

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Community Revitalization & Investment Authority (CRIA) References California Legislative Information. Bill Text – AB-2 Community Revitalization Authority. https://leginfo. legislature.ca.gov/faces/billNavClient.xhtml?bill_ id=201520160AB2. Accessed July 19, 2016.

Duran-Brown, Bernadette M. “Governor Signs AB2 Which Will Allow the Creation of Community Revitalization and Investment Authorities.” September 25, 2015. http://www. nossaman.com/Governor_Signs_AB2. Accessed July 19, 2016.

League of California Cities. Community Revitalization and Investment Authorities AB 2 (Alejo and Garcia) Chapter 319, Statutes of 2015. October 6, 2015. https://www. cacities.org/Resources-Documents/Policy-AdvocacySection/Hot-Issues/New-Tax-Increment-Tools/AB-2Summary-10-6-15.aspx. Accessed July 19, 2016.

Tiedemann, Karen, Lynn Hutchins, and Rafael Yaquian.

“What You Need to Know About AB 2 and Community Revitalization Tools.” April 2016. http://www.westerncity. com/Western-City/April-2016/What-You-Need-toKnow-About-AB-2-and-Community-Revitalization-Tools/.

Accessed July 19, 2016.

Tierra West Advisors. “Implementing AB2 – The Redevelopment Replacement.” May 15, 2016. http:// tierrawestadvisors.com/ab2/. Accessed July 19, 2016.

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Parcel Taxes Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Program or service

All

None

Strong, Moderate

All

Moderate to Difficult

North Monterey County Recreation and Park District

DESCRIPTION A parcel tax is a type of property tax imposed by local agencies at a rate based on the characteristics of a parcel to fund a specific government program or service. California State law authorizes local agencies such as cities, counties, schools, hospitals, and public safety districts to impose parcel taxes as long as the tax is not based on the value of the property. Because parcel taxes involve a direct increase in property taxes, they require two-thirds voter approval. There are no common standards for the amount or type of parcel tax imposed by a local agency, so rates, exemptions, and effective dates can vary significantly across local agencies.

Common parcel taxes levied throughout California can be flat rate or based on the following parcel characteristics: ▪▪ Date of parcel creation ▪▪ Length of street frontage ▪▪ Land use ▪▪ Number of rooms ▪▪ Square footage Local agencies may grant exemptions to senior citizens, disabled individuals, and/or property owners with multiple contiguous parcels.

Targeted Uses

Infrastructure Supported

Revenue from parcel taxes are commonly used to finance a specific government program or service such as education, public parks, or public safety.

Revenue from parcel taxes cannot directly fund infrastructure projects.

Setting (Place Type) Parcel taxes are appropriate for all settings, including urban, suburban, town, and non-urban environments.

Market Conditions Tax collectors process parcel taxes in the same manner and at the same time as ad valorem property tax, thus similar penalty and interest provisions apply if parcel taxes go

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Parcel Taxes unpaid. Communities with a steadily increasing population, a growing labor force, low unemployment rates, and a diversified economy should be well positioned to afford additional property taxes.

Capacity and Scale Parcel taxes can be used on both large and small projects.

However, due to the voter approval requirements, parcel taxes may be best suited to fund larger programs or services.

Ease of use The political climate of the area is an important factor.

Campaigning to gain voter approval can prove time intensive and costly for the local agency.

CASE STUDY North Monterey County Recreation and Park District In 1999, voters in North Monterey County approved authorized the North County Recreation and Park District to levy a special tax in order to finance the maintenance of the Rancho Moro Cojo Park and related expenses. The maximum special tax for each assessor’s parcel, singlefamily and multi-family, was $564 in 1999. The special tax has increased by two percent each subsequent year and will continue to do so indefinitely.

References

Timing and lifecycle

California Tax Foundation, Piecing Together California’s Parcel Taxes, http://www.caltaxfoundation.org/reports/ parceltax-summary.pdf.

As local agencies are not required to include a sunset date on a parcel tax ordinance/resolution, most parcel taxes are imposed in perpetuity.

California Taxpayers Association, The Other Property Tax: An Overview of Parcel Taxes in California, http://www. caltax.org/ParcelTaxPolicyBrief.pdf.

Maintenance of Rancho Moro Cojo Park is financed through a special voter-approved tax.

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Sales Taxes and Other Local Taxes Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

All

T, U, W, WW, L

Strong, Moderate

All

Moderate to Difficult

Monterey-Salinas Transit (MST)

DESCRIPTION Local governments have the authority to establish special taxing districts to impose a sales tax or use tax in addition to the standard statewide rate. The additional revenue can be used to fund a variety of services that benefit the community. Special taxing districts are typically organized when local residents or landowners identify a need in the community and determine that the creation of a special district provides the solution. A petition from property owners is subject to review and approval by the Local Agency Formation Commission (LAFCO). Once the LAFCO approves the proposed new special district, the creation of the new district requires majority voter approval. Any increase in sales or use taxes proposed by special taxing districts requires two-thirds voter approval.

Targeted Uses

Infrastructure Supported

Revenue from sales or use taxes levied by special districts can be used to fund a variety of community services and public works projects depending on the type of special district. Common districts include: airport, cemetery, community services, fire protection, harbor and port, healthcare, irrigation, library, mosquito and pest abatement, reclamations and levee, recreation and park, resource conservation, sanitation, transit, utility, veterans memorial, and water.

Revenue from sales or use taxes is commonly used to finance a specific community service or public works projects such as: ▪▪ ▪▪ ▪▪ ▪▪

Road maintenance and street lighting Levee repairs and water storage systems Water treatment and recycling facilities Harbor, ports, and airports

Setting (Place Type) Sales or use taxes are appropriate for all settings, including urban, suburban, town, and non-urban environments.

Airports are commonly funded by sales or use taxes (Image source: Sacramento Coutny Airport System)

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Sales Taxes and Other Local Taxes CASE STUDY Monterey-Salinas Transit (MST)

Sales and use taxes could be used to fund harbors.

Market Conditions Communities with a steadily increasing population, a growing labor force, low unemployment rates, and a diversified economy tend to be better positioned to afford additional sales or use taxes.

Capacity and Scale Revenue from sales or use taxes can be used on both large scale and small services. However, due to the voter approval requirements, parcel taxes may be best suited to fund larger projects or programs.

In 2014, Monterey county voters approved a 0.125 percent sales tax increase for public transit. The MST began collecting sales tax revenue in 2015 to fund services and equipment that support transportation programs for senior citizens, veterans, and people with disabilities. There is no sunset date for this additional sales tax.

References California Districts Association, About Districts, http:// www.districtsmakethedifference.org/#!about-districts/ c1enr, Accessed on June 21, 2016.

California Districts Association, About Special Districts Guide, http://www.csda.net/wp-content/ uploads/2013/02/About-Special-Districts-Guide.pdf.

California State Board of Equalization, District Taxes, Rates, and Effective Dates, https://www.boe.ca.gov/pdf/boe105. pdf.

Ease of use Local prosperity is a key factor in determining whether an added tax may be successful. Campaigning to gain voter approval can prove time intensive and costly for the special taxing district.

Timing and lifecycle Sales or use taxes are imposed at the time of purchase or use. Special Districts are not required to include a sunset date on the sales or use tax.

The MST generates sales tax revenue that support transportation programs such as senior citizen transportation shuttles.

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General Obligation Bonds (GO Bonds) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

All

T, C, P/OS

Moderate to Strong

All

Difficult

North Monterey County Unified School District Measure H

DESCRIPTION Proposition 46, approved by California voters in 1986, restored authority for the issuance of General Obligation (GO ) bonds by any city, county, city and county, school district, community college district, or special district, secured by

ad valorem taxes (which are based on the value of a transaction or property). GO bonds are backed by the full faith and credit of the issuer or by a promise to levy taxes, as necessary, to pay debt, or both. Because GO bonds generally involve an increase in property taxes, they require voter approval.

Per Article XVI, Section 18 of the State Constitution, local agencies must obtain two-thirds voter approval before incurring indebtedness. However, Proposition 39 authorizes bonds for repair, construction, or replacement of kindergarten through 12th grade school facilities, community college districts, and county education offices with 55 percent approval of the local vote. Once a bond measure is approved, the agency can begin levying taxes on the next property tax bill in the amount necessary to pay principal and interest on the bond. The charge will continue until the bond is paid in full. Although the agency issuing the GO bond is authorized to levy ad valorem taxes at the rate necessary to repay the debt, the following limitations exist to avoid excessive GO debt: ▪▪ Cities can incur a maximum GO debt of 15 percent of the assessed valuation of all property within their city limit.

▪▪ Counties can incur a maximum GO debt of five percent of the assessed valuation of property.

▪▪ Unified School Districts can incur a maximum GO debt of 2.5 percent of the assessed valuation of property.

▪▪ Elementary and High School Districts can incur a maximum GO debt of 1.25 percent of the assessed valuation of property.

Targeted Uses

Setting (Place Type)

GO Bonds are commonly used to finance construction, acquisition, or improvements to public buildings, roads, schools, libraries, jails, and other large capital projects. GO bonds cannot be used to fund equipment purchases or pay for operation or maintenance costs.

GO Bonds are appropriate for all settings, including urban, suburban, town, and non-urban environments.

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General Obligation Bonds (GO Bonds) The resolution must provide detailed information on the public project to be financed and the proposed increase in the tax rate, ballot arguments, and specific uses of the proceeds from the bond.

Timing and lifecycle

Schools are a type of project that could by financed by GO bonds.

Infrastructure Supported GO bonds can be used to finance a broad range of public infrastructure projects, including but not limited to: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Roads, highways, and bridges Schools Public facilities Parks and libraries Jails

Market Conditions GO bonds are secured by an agency’s pledge to levy taxes until the debt is repaid; thus repayment is largely dependent on the economics of the region. Areas with a steadily increasing population, a growing labor force, low unemployment rates, and a diversified economy should be well positioned to repay the debt incurred.

Capacity and Scale GO bonds can be used on both large and small projects.

However, due to the voter approval requirements, GO bonds may be best suited for larger public projects.

Ease of use The issuing agency initiates a GO bond election by passing a resolution to place the proposed bond issue on the ballot.

The charge on the property tax bill continues until the bonds are paid in full.

CASE STUDY North Monterey County Unified School District Measure H, approved in 2013 with 61 percent voter approval, authorized issuance of a $23,800,000 GO bond by North Monterey County Unified School District (NMCUSD). Funds from Measure H will allow the district to replace roofs, upgrade libraries, athletic facilities, and classroom technology, and replace aging heating, plumbing, and ventilation systems. The average yearly cost to property owners within the NMCUSD will be $39 per $100,000 of assessed valuation.

References California Debt & Investment Advisory Commission, An Overview of Local Government General Obligation Bond Issuance Trends 1985-2005, 2008. http://www.treasurer. ca.gov/cdiac/publications/trends.pdf.

California Tax Information, What is a General Obligation Bond, http://www.californiataxdata.com/pdf/GOBond.pdf North Monterey County Unified School District, Measure H Fact Sheet, http://nmcusd-ca.schoolloop.com/file/1303 568662415/1342580315176/1850191725088994778. pdf

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Revenue Bonds Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

All

T, C, U, W, WW

Moderate to Strong

All

Easy to Moderate

Central Valley Project Water System Revenue Bonds

DESCRIPTION A revenue bond is a type of municipal bond that finances income producing projects and is secured by revenues generated by those projects. Local authorities that generate revenue by providing services to the public can issue revenue bonds. Income generated should be sufficient to pay for the cost of operations, maintenance, interest, and principal of the bond. Therefore, revenue bonds are best suited to finance projects that: ▪▪ Operate on a service charge or user-fee basis ▪▪ Are self-supporting ▪▪ Produce revenue without compromising important economic or social objectives of the community Ideally, projects funded by revenue bonds should serve the community paying for the respective services. Income generated from revenue bonds can take the form of user charges, tolls, or special taxes (levied on items such as tobacco or alcohol). Most revenue bonds are sold in $5,000 increments and mature in 20 to 30 years. However, some revenue bonds have staggered maturity dates and do not mature at the same time. Unlike General Obligation bonds, voter approval is not required to assess a revenue bond.

Targeted Uses

Infrastructure Supported

Revenue bonds are commonly used to finance the construction of public buildings, airports, roads, water and sewer projects, and schools.

Revenue bonds can be used to finance a broad range of public infrastructure projects, including but not limited to:

Setting (Place Type) Revenue bonds are appropriate for all settings, including urban, suburban, town, and non-urban environments.

▪▪ Transportation projects ▪▪ Schools ▪▪ Utility projects, such as broadband and fiber optic systems ▪▪ Water and sewer distribution, collection, and treatment facilities

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Revenue Bonds Ease of use Since consumer spending is the primary source of repayment for revenue bonds, projects should be resilient to changes in consumer behavior or economic downturns.

Facilities that deliver essential services, such as water supply and sewer systems, are less susceptible to changing political climates and more likely to generate a dependable revenue stream. When evaluating whether to issue revenue bonds, it is important to consider:

Flood control projects are able to be financed by EIFDs (Source: The Fiber Optic Association).

Market Conditions Revenue bonds are secured by income generated by a project, thus repayment is largely dependent on the amount of the fee and the affordability of the fee.

Communities with a steadily increasing population, a growing labor force, low unemployment rates, and a diversified economy usually are better positioned to fund a project and collect fees.

▪▪ The overall economic health of the region, customer base, and the impact that bond repayment might have on the entity’s ability to sustain its revenues.

▪▪ The exact source of the revenues that will service and repay the debt.

▪▪ The entity’s track record of operational effectiveness through multiple economic cycles.

In addition, the issuer of a revenue bond enters into legal commitments, known as covenants, that govern and provide public information regarding structuring of rates and the order in which revenues will be applied across expenditures.

Unlike General Obligation bonds, revenue bonds do not require voter approval.

Capacity and Scale

Timing and lifecycle

Revenue bonds can be used on both large scale and small projects. Income generated from the project needs to be sufficient to fund operations, maintenance, and interest and principal repayment.

The maturity term for revenue bonds generally ranges from one to 30 years. Typically, the further out the maturity date, the higher the interest rate.

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Revenue Bonds CASE STUDY

References

Central Valley Project Water System Revenue Bonds

California Debt and Investment Advisory Commission, California Debt Issuance Primer Handbook, http://www. treasurer.ca.gov/cdiac/debtpubs/handbook.pdf.

In 2015, the State of California Department of Water Resources issued a revenue bond for the Central Valley Project Water System (Revenue Bond Series AR) in the amount of $161,445,000. The purpose of the bond is to fund construction of certain Water System Projects, refund Department outstanding commercial paper notes, make a deposit to a Debt Service Reserve Account, fund interest on a portion of the Series AR bonds, and pay the cost of issuance for the Series AR Bond. The Series AR bonds can be issued in any multiple of $5,000. The State of California Department of Water Resources has a variety of projects that are expected to be financed by bonds including the North Bay Aqueduct Alternative Intake Project is a water system project which includes the construction of a new point of diversion along the Sacramento River, a new pumping plant, an inline storage tank, and up to 30 miles of underground pipeline that will connect to the existing North Bay Aqueduct.

Central Valley Project Water System.

California State Treasurer, Buy California Bonds, http:// www.buycaliforniabonds.com/opportunities.asp, accessed on June 15, 2016.

Nuveen Investments, Municipal Bonds: Understanding the Fundamentals, http://www.nuveen.com/Home/ Documents/Default.aspx?fileId=54108, accessed on June 15, 2016.

State of California Department of Water Resources, The California State Water Project, http://emma.msrb.org/ EP792356-EP613490-EP1015036.pdf.

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User Fees Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Service or Commodity

All

T, C, U, W, WW, E

All

All

Moderate to Difficult

Santa Cruz County 9-1-1 Emergency Response Fee

DESCRIPTION User Fees can be established to recover construction and operation costs for community services or amenities that are typically funded through a bond and provided by a government entity. User Fees are distinguished from taxes by being charged for a service that is optional for community members to use and paid only by users of the service.

Accordingly, User Fees are often considered more equitable than taxes, and User Fees are calculated to compensate the provided infrastructure or service without exceeding that cost. User Fees are transparent and tend to heighten public awareness of the cost of providing a service, and therefore its benefit as well.

Targeted Uses User Fees are intended to provide a new service or commodity to a community without imposing a cost burden on community members that do not use or otherwise benefit from the new amenity.

Setting (Place Type) User Fees are appropriate in urban, suburban, town, or non-urban settings, but can be more successful in areas with larger populations to contribute to cost recovery more quickly. User Fees are not always geographically restricted and may cross jurisdictional boundaries.

Collected user fees could be used to fund toll roads.

▪▪ Water supply and treatment systems ▪▪ Waste management ▪▪ Energy utilities

Infrastructure Supported

Market Conditions

User Fees are collected for many different types of services, including but not limited to:

User Fees are tied strongly to supply and demand. For example, fees for water use in California increased significantly during the drought as supply could not keep pace with demand. The drought also demonstrated how

▪▪ Toll roads ▪▪ Community centers

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User Fees fee increases can in turn affect market conditions by changing consumer behavior: conservation resulting from consumer avoidance of higher fees helped reduce demand.

Utilities differ from less essential commodities in that there is always demand and few competitors. For a non-essential commodity such as a recreation center, User Fees are tied to local or regional market strength, particularly consumer disposable income, as well as supply. If a recreation center is the only such facility in a large geographical area, fees may be higher than in a more densely populated area with competing facilities. User Fees may be adjusted from time to time to reflect changes in demand, as well as changes in administrative or maintenance costs, which may be linked to inflation and other economic drivers.

CASE STUDY Santa Cruz County 9-1-1 Emergency Response Fee Santa Cruz County charges a $1.47 per month fee per line for telephone subscribers to the 911 communication system that provides immediate access to emergency services. The cost covered installation of an emergency communications center and continues to covers maintenance and upgrades of the communication system and operations in the case of a failure at the center.

Lifeline customers, senior citizens over 62 years of age, and other citizens may apply for exemption of these fees.

Capacity and Scale

References

User Fees can apply to large or small-scale projects, but they are best suited for ongoing, long-term amenities.

Spitzer, Hugh D. Taxes vs. Fees: A Curious Confusion. http://blogs.gonzaga.edu/gulawreview/files/2011/02/ Spitzer.pdf. Accessed June 15, 2016.

Ease of use User Fees are more readily accepted than many other funding sources because of their direct and immediate relationship to a service provided. The ability to adjust User Fees also allows agencies to respond to community interests and use resources more efficiently based on actual demand. Municipal agencies are sometimes reluctant to employ User Fees due to the administrative effort associated with fee collection, though fees can cover some administrative costs.

Timing and lifecycle The collected user fees are calculated and schedule to repay the bond used in creating the service. Once the costs of the built infrastructure are fully repaid, user fees may still be charged; however, the remaining revenue will be dedicated to service and maintenance.

Summers, Adam B. Funding the National Park System: Improving Services and Accountability with User Fees. http://reason.org/files/0b6c6302bfcc621638fcdbdebec8b 63a.pdf. Accessed June 15, 2016.

Townsman, Maine. User Fees: When given the choice, most citizens prefer service charges and user fees over property taxes to fund municipal services. https://www.memun.org/ SchoolsProject/Resources/Budget/user_fees.htm. Accessed June 15, 2016.

U.S. Government Accountability Office. Federal User Fees: A Design Guide. http://www.gao.gov/assets/210/203357. pdf. Accessed June 15, 2016.

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Housing Trust Fund Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Housing

All

Housing

All

All

Moderate to Difficult

Monterey Bay Economic Partnership

DESCRIPTION The Federal Housing Trust Fund (HTF) was established in 2008 under Title I of the Housing and Economic Recovery Act, Section 1131. HTF provides grants to states and state-designated entities to preserve and increase rental housing and homeownership opportunities for extremely low income and very low-income families, including homeless families. State-designated entities include local housing trust funds (501c3 non-profit organizations) and cities or counties that administer eligible local housing trust funds.

HTF grant funds can be used to preserve and increase new affordable housing through acquisition, new construction, reconstruction, and/or rehabilitation of non-luxury housing. The United States Department of Housing and Urban Development (HUD) allocates the amount of HTF funds available to each state using a formula based on Census data and four “need” factors as follows: ▪▪ The ratio of the shortage of standard rental units both affordable and available to extremely low-income (ELI) renter households, in the grantee State, to the aggregate shortage of standard rental units affordable and available to ELI renter households in all states (weight 0.5) ▪▪ The ratio of the shortage of standard rental housing both affordable and available to very low-income (VLI) renter households, in the grantee state, to the aggregate shortage of standard rental units affordable and available to VLI renter households in all states (weight 0.125) ▪▪ The ratio of ELI renter households in the grantee state living with either incomplete kitchen or plumbing facilities, more than one person per room, or paying more than 50 percent of income for housing costs to the aggregate of number of ELI households with these characteristics in all states (weight 0.25) ▪▪ The ratio of VLI renter households in the grantee State paying more than 50 percent of income on rent relative to the aggregate number of VLI renter households with this characteristic in all states (weight 0.125) At least 80 percent of HTF funds must be used for production, preservation, rehabilitation, or operation of rental housing. A maximum of 10 percent can be used for first-time homebuyer housing production, preservation, and

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Housing Trust Fund rehabilitation; down payment assistance, closing cost assistance, and assistance for interest rate buy-downs. At least 75 percent of the funds for rental housing must benefit extremely low income households and 25 percent of the funds must benefit very low-income households.

Local communities can also create housing trust funds that do not depend on State or federal funding. The most common forms of dedicated revenues agencies use for local housing trust funds include housing impact fees, redevelopment tax increment, discretionary local revenues, grants, and charitable contributions.

Targeted Uses

Ease of use

HTF grants funds are primarily intended for construction, rehabilitation, and preservation of rental housing for extremely low- and very low-income families.

Most of the significant time-consuming requirements of the program apply at the state allocation level. Interested potential grantees need to contact the State Housing and Community Development Department to determine grant application and administration requirements based on the type of project or activity proposed. For local housing trusts that do not depend on State or federal funding, the difficulty lies with identifying and maintain revenue sources, selecting the agency to administer the trust fund, and designing the trust fund program.

Setting (Place Type) HTF grants can be applied in urban, suburban, town, and non-urban settings.

Infrastructure Supported HTF grants cannot be used to support infrastructure projects.

Market Conditions Market conditions are only relevant insofar as they may affect the gap between housing cost and affordability.

States and grantee’s experiencing higher ELI and VLI housing shortages relative to the national average stand to receive more funding than others.

Capacity and Scale HTF grants can be used for both large and small ELI and VLI housing opportunities.

Timing and lifecycle HUD accepts HTF allocation plans on a yearly basis.

CASE STUDY Monterey Bay Economic Partnership Monterey Bay Economic Partnership (MBEP) is creating a new housing trust for the AMBAG region sponsored by the Monterey Bay Economic Partnership and Housing Trust Silicon Valley. The local housing trust is not dependent on State or federal funds and has committed to raising funds through private donations. MBEP loans will finance acquisition, predevelopment or construction of affordable

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Housing Trust Fund housing in Monterey, Santa Cruz, and San Benito counties.

Loan amounts will range from $500,000 unsecured and up to $2,000,000 secured, possibly more for projects that meet the appropriate credit profile, for a term of up to 5 years.

References U.S. Department of Housing and Urban Development, Part IV, Title 24 CFR Parts 91 and 570, Consolidated Plan Revisions and Updates; Final Rule, https://www. hudexchange.info/resources/documents/24-Cfr-Part-91Consolidated-Plan-Revisions-And-Updates-Final-Rule.pdf U.S. Department of Housing and Urban Development, National Housing Trust Fund, Interim Rule Summary Title 24 CFR parts 91 and 93, https://www.hudexchange.info/ resources/documents/National-Housing-Trust-FundInterim-Rule-Summary-24-cfr-parts-91-and-93.pdf U.S. Department of Housing and Urban Development, National Housing Trust Fund Fact Sheet, https://www. hudexchange.info/resources/documents/National-HousingFund-Trust-Factsheet.pdf Monterey Bay Economic Partnership website, http://www. mbep.biz/What-We-Do/What-We-Do/Housing/HousingTrust.aspx, Accessed on August 2, 2016.

Monterey Bay Economic Partnership website, Monterey Bay Housing Trust term sheet, http://mbep.biz/ getattachment/What-We-Do/MBEP-Initiatives/Housing/ Housing-Trust/TERM-SHEET.pdf.aspx, Accessed on August 3, 2016.

Institute for Local Government, 2007, Land Use and Environment, Establishing a Local Housing Trust Fund, A Guide for California Officials, http://www.ca-ilg.org/sites/ main/files/file-attachments/resources__Local_Housing_ Trust_Fund_0.pdf.

The Monterey Bay Housing Trust, a housing initiative sponsored by the Monterey Bay Economic Partnership, provided funds to develop this affordable housing project in Marina.

(Image source: Santa Cruz Sentinel)

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Cap and Trade Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Reduce Environmental Impact / GHG

All

All

All

All

Moderate

Ekhorn Slough

DESCRIPTION California’s Cap and Trade Program was adopted in 2012 to help implement the Global Warming Solutions Act of 2006 (AB32), which was passed to limit and reduce California’s greenhouse gas (GHG) emissions to 1990 levels.

The Cap and Trade Program was established as a way to regulate and incentivize the reduction of GHG for private corporations based in the state. A cap on GHG emissions is determined (and reduced) annually to reach the 1990 emissions level goal by 2020. Quarterly, companies can sell and purchase a limited supply of “carbon credits” that permit the right to emit GHGs. Revenue from the carbon trading market is placed in the State’s Greenhouse Gas Reduction Fund (GGRF), which annually provides hundreds of millions of dollars in funding for transit, housing, renewable energy, water and energy conservation, waste diversion, and related sustainability projects.

GGRF funding targets “disadvantaged communities,” described per SB 35 as areas: ▪▪ burdened by environmental pollution and other risks that lead to worse public health ▪▪ have high proportions of low income households and/or unemployed persons, low levels of educational attainment and/or home ownership, and high rent burdens The CalEnviroScreen tool is used to identify the communities that have the greatest environmental, public health, and socioeconomic burdens.

Targeted Uses

Infrastructure Supported

Cap and Trade funds are used for projects that can reduce California’s environmental impact and help uplift disadvantaged communities.

GGRF funding can support any infrastructure that would help reduce impacts on the environment and on disadvantaged communities, including but not limited to:

Setting (Place Type) Funding can be applicable in both all settings, ideally in a disadvantaged community identified through CalEnviroScreen.

▪▪ Renewable energy ▪▪ Photovoltaic cell installation ▪▪ Home energy upgrades ▪▪ Water conservation ▪▪ Changing from flood to drip irrigation

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Cap and Trade

Cap and Trade funding finances infrastructure projects, such as High Speed Rail, hat would reduce environmental impact.

▪▪ Alternative transportation ▪▪ High Speed Rail ▪▪ Electric vehicle charging stations ▪▪ Bus Rapid Transit/Light Rail ▪▪ Purchase of clean emitting vehicles/fleet ▪▪ Land use/development ▪▪ Affordable housing ▪▪ Transit-Oriented Development ▪▪ Infill development ▪▪ Land conservation

Market Conditions Carbon credit pricing fluctuates based on supply and demand, which results in higher prices and more available funding in a stable or growing economy. Since the Cap and Trade market is still fairly new, a contingency plan has not been created for when existing regulations and incentives are not enough to incentivize consumers and businesses to make the required reductions.

Capacity and Scale The scale of projects funded by Cap and Trade revenue varies greatly. Some of the funds are for statewide and long-term projects such as California High Speed Rail, while

Renewable energy projects could also receive Cap and Trade funding.

others are small and short-term, such as replacing a local government fleet with zero emission vehicles. There are also intermediate-scale projects, such as acquisition of wetlands for restoration and conservation. There is no limit to the scale or capacity of this funding tool.

Ease of use The application process is very a competitive and complicated process. Each administering agency is required to track and report on the benefits of the California Climate Investments funded under their program(s) and each funding recipient is required to provide the necessary data or access to data for their project to support reporting on project outcomes. Funding applications can be submitted online using the State FAAST online tool.

Timing and lifecycle Grants are awarded either in a one-time transaction or incrementally depending on the type or project and amount of money that is granted.

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Cap and Trade References California Air Resources Board. Cap-and-Trade Auction Proceeds Investment Plan: Fiscal Years 2013-14 through 2015-16. http://www.arb.ca.gov/cc/capandtrade/ auctionproceeds/final_investment_plan.pdf.

California Air Resources Board. California Climate Investments: 2016 Annual Report. http://arb.ca.gov/cc/ capandtrade/auctionproceeds/cci_annual_report_2016_ final.pdf.

The Eklhorn Slough in Watsonville received Cap and Trade funding for salt marsh restoration.

CASE STUDY Elkhorn Slough The Elkhorn Slough in Watsonville received $3 million from the Greenhouse Gas Revenue Fund Water Action Plan program to increase carbon sequestration through salt marsh restoration in 2016. The funds helped the Department of Fish and Wildlife restore 61 acres of tidal salt marsh and five acres of perennial grassland, and the grant also supports research on carbon sequestration. The project is expected to reduce 13,000 million tons of carbon dioxide equivalent. In addition to GHG reduction, the project also aims to restore coastal wetlands by reducing tidal scour, improve estuarine wildlife habitat, and improve water quality.

California Association of Council of Governments. A LongTerm Investment Strategy for Cap-and-Trade Revenue. http://www.calcog.org/DocumentCenter/View/300, June 8, 2016.

Environmental Defense Fund. Carbon Market California: A Comprehensive Analysis of the Golden State’s Cap-AndTrade Program/Year One 2012–2013. http://www.edf.org/ sites/default/files/content/ca-cap-and-trade_1yr_22_web. pdf.

Legislative Analyst’s Office. Cap-and-Trade Revenues: Strategies to Promote Legislative Priorities. http://www.lao. ca.gov/reports/2016/3328/cap-trade-revenues-012116. pdf.

McLeod, Candice. AB32 – that cap-and-trade money went where? http://www.article-3.com/ab32-that-cap-andtrade-money-went-where-912923.1.html, Accessed June 8, 2016.

California Department of Food and Agriculture and California Air Resources Board, Greenhouse Gas Quantification Methodology for the Department of Food and Agriculture State Water Efficiency and Enhancement Program, http://www.arb.ca.gov/cc/capandtrade/ auctionproceeds/interimdraftsweepqm.pdf.

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Economic Development Administration Grants Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

All

All

Weak

All

Easy to Moderate

City of Santa Cruz

DESCRIPTION The United States Department of Commerce Economic Development Administration (EDA) offers flexible grant programs for not for-profit entities to fund a range of capital investments within economically distressed regions that foster job creation and attract private investment. State and local government, Indian tribes, Economic Development Districts, public and private non-profits, universities and other higher education entities are eligible to apply for EDA grant programs. The EDA offers funding for: ▪▪ Public Works – construction, expansion, or upgrading of infrastructure such as water and sewer systems, industrial parks, and transportation systems; facilities such as job-training centers and business incubators; and brownfield redevelopment.

▪▪ Economic Adjustment Assistance – technical, planning, and public works infrastructure assistance for regions experiencing adverse economic changes such as decline in manufacturing employment due to plant or base closure, changing trade patterns, natural disaster, or changed regulations.

▪▪ Planning – developing, maintaining, and implementing a Comprehensive Economic Development Strategy and related short-term planning activities.

▪▪ Local Technical Assistance – preparation of targeted feasibility studies for potential economic development projects such as an industrial park or a high-technology business incubator.

EDA grants awards generally do not exceed 50 percent of the total cost of a project. A prospective applicant can arrange for review by the Regional EDA office of a proposed project to confirm eligibility and provide technical assistance. The criteria used to evaluate project applications can vary depending on the grant program. Once the application is accepted and funds are disbursed, the applicant is responsible for submitting financial, progress, and performance reports.

Targeted Uses

Setting (Place Type)

EDA grants can be used to fund a variety of projects including public works and infrastructure projects.

EDA grants are appropriate for all settings, including urban, suburban, town and non-urban environments.

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Economic Development Administration Grants Ease of use The EDA has specific application submittal criteria and an extensive review process. Once an application is accepted, the project is subject to monitoring and reporting requirements by the EDA.

Timing and lifecycle Many infrastructure projects can be supported by EDAs.

Infrastructure Supported EDA grant programs can support a wide range of infrastructure projects including: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Water and sewer systems Industrial parks business incubator facilities Port expansion projects Brownfields redevelopment

Market Conditions EDA funding is targeted to areas with recent and/or current negative market conditions. Regions seeking EDA funding must qualify as “economically distressed” by having an unemployment rate that is at least one percent higher than the national average and per capita income 80 percent or less of the national average. In addition, EDA must determine that the region has a “special need.” However, EDA can determine that a project will directly benefit a geographic area within the region that is underemployed or low-income independent of these criteria.

Capacity and Scale EDA grants can be used on both large and small projects, but priority is given to projects that connect regional economies to the worldwide marketplace.

EDA grant applications are accepted on a rolling basis.

CASE STUDY City of Santa Cruz In June 2016, the EDA awarded the $850,000 to the city of Santa Cruz, to fund the development of a design specifications and engineering report to repair the tsunami damaged wharf in the City of Santa Cruz. This project also funded the development of a strategic master plan to increase resiliency to future disasters through economic diversification. This EDA investment was part of a $1,020,000 project that supported a community’s long-term recovery, spur job creation, leverage private investment, and promote disaster resiliency.

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Economic Development Administration Grants References United States Economic Development Administration, https://www.eda.gov/about/, accessed on July 22, 2016.

United States Economic Development Administration, EDA Programs https://www.eda.gov/programs/eda-programs/, accessed on July 22, 2016.

United States Economic Development Administration, EDA Programs https://www.eda.gov/grants/, accessed on July 22, 2016.

United States Department of Commerce, Economic Development Administration, Overview of Grant Process, http://www.swfrpc.org/content/economic_development/ edd/eda_grant_process.pdf.

United States Economic Development Administration, Chapter III Economic Development Administration, https:// www.eda.gov/pdf/edas_regs-13_cfr_chapter_iii.pdf.

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USDA Grants and Loans Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

Urban, Suburban

W, WW, T, B/P, C, P/OS

Strong, Moderate

All

Moderate

Del Rey Oaks and Gonzales CDBG Grant

DESCRIPTION The United States Department of Agriculture administers more than 50 grant and loan programs for rural regions to improve local communities. This wide variety of programs can fund public, non-profit, or private projects for economic development in the following categories: ▪▪ Rural business-cooperative services ▪▪ Rural housing services for community facilities ▪▪ Rural housing services for multi-family housing ▪▪ Rural housing services for single-family housing ▪▪ Rural utilities services for electric programs ▪▪ Rural utilities services for telecommunications programs ▪▪ Rural utilities services for water & environmental programs Grants and loans are awarded and administered at a federal level.

Targeted Uses

Infrastructure Supported

USDA grants and loans are intended to stimulate economic development in rural regions and promote economic diversity by emphasizing the importance of multijurisdictional projects.

Many of the USDA grant and loan programs support infrastructure including, but not limited to:

▪▪ Health care facilities ▪▪ Community facilities

Setting (Place Type)

▪▪ Utilities infrastructure

USDA grants or loans require a project to be located in a rural area and/or in a city with less than 50,000 people.

▪▪ Business developments

▪▪ Housing

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USDA Grants and Loans CASE STUDY USDA’s Food Insecurity Nutrition Incentive program

USDA grant and loan programs can support development of facilities such as health care facilities (Image source: The Center for Health Design)

Market Conditions The effect of market conditions varies based on the type of infrastructure or activity funded by the grant or loan.

In some cases, a down economy can provide incentive for USDA to provide funding.

Capacity and Scale USDA grants and loans can be used for both small and large scale projects.

Ease of use Federal oversight make this grant generally complex to use, though each program varies in ease of use depending on the requirements.

Timing and lifecycle The timing of each grant or loan varies with each program.

In 2015, the USDA’s Food Insecurity Nutrition Incentive program awarded the Ecology Center, in Berkeley California, $3.7 million in funds to be disbursed over a period of two years. The Ecology Center administers Market Match programs throughout the State and expects to use the grant to assist its 30 partners which include mobile markets, farm stands, community-supported agriculture outlets, and certified farmers’ markets. The Agriculture and Land Based Training Association (ALBA), a Salinas-based non-profit, has been a partner since 2009.

ALBA receives funds from the Ecology Center to administer Market Match programs for some farmers markets in Santa Cruz, Monterey, and San Benito counties.

References Hornick, Mike. USDA Food Insecurity grant benefits California. The Packer. April 7, 2015. http://www. thepacker.com/news/usda-food-insecurity-grant-benefitscalifornia. Accessed July 19, 2016.

United States Department of Agriculture Rural Development. All Programs. http://www.rd.usda.gov/ programs-services/all-programs. Accessed July 19, 2016.

Agriculture and Land Based Training Association, Market Match, http://www.albafarmers.org/programs/otherprograms/market-match/, Accessed August 3, 2016.

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Community Development Block Grants (CDBG) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

All

Urban, Suburban

W, WW, T, B/P, C, P/OS

Strong, moderate

All

Moderate

Del Rey Oaks and Gonzales CDBG Grant

DESCRIPTION The Housing and Community Development (HCD) Act of 1974 established the Community Development Block Grant (CDBG) program to fund physical improvements in underserved communities. The grant is a flexible source of funding because eligible project must meet just one of three related major criteria – funding requested must: ▪▪ help develop and create viable urban communities that benefit low and moderate-income residents in designated census tracts ▪▪ aid in the prevention or elimination of blight or slums ▪▪ meet an urgent development need (a direct threat to the health or welfare of the community within 18 months) Low and moderate income households are defined as at or below 80% of the median income for the county according to the U.S. Department of Housing and Urban Development (HUD). The income guidelines are adjusted annually.

In addition, CDBG projects must benefit all residents of the community and should improve the living environment and/or expand local economic opportunities.

Funding is distributed by federal agencies to city and county governments that then administer the grants on a project-level in approved communities. City and county governments request proposals for projects that meet the criteria, and amounts are awarded based on the size and potential impact a project would have on the community.

Targeted Uses

Setting (Place Type)

CDBG funds may be used for a variety of projects, including code enforcement, acquisition of property, demolition, infrastructure improvements, public facility improvements, social services, and economic development.

CDBG grants are generally awarded in urbanized areas, particularly those with a large number of low-income residents.

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Community Development Block Grants (CDBG) Capacity and Scale The capacity and scale of projects vary significantly among funded projects.

Ease of use

CDBG funds can be used to support communities and local economies by building infrastructure such as storm drains.

Infrastructure Supported An estimated one-third of all CDBG grantees spend funds on public improvement and community facility projects.

CDBG fund can rehabilitate existing housing, as well as build infrastructure that helps support communities and grow local economies such as: ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪ ▪▪

Sewer systems Sanitary water systems Safe streets Transit-ways Improved drainage systems Community centers Public parks

Funds may not be used for new home construction, equipment purchases, political purposes, local government operation and maintenance costs, or improvements of buildings used by government.

Market Conditions The CDBG program provides annual grants on a formula basis to qualifying local and state agencies. When greater numbers of eligible low income communities are identified, less money becomes available per community recipient.

Completing CDBG-funded projects in a timely manner is an important requirement, as HUD can cut funding if project progress is delayed. Accordingly, CDBG funds are most easily applied at the end of a project to bring it completion, rather than at the beginning of a project where the timeline can fluctuate. In some cases, unused funds can be transferred to another eligible project, but CDBGfunded projects must be completed, even if non-CDBG funds have to be utilized.

Timing and lifecycle Grants are awarded annually and for projects lasting between one and three years.

CASE STUDY Del Rey Oaks and Gonzales The County of Monterey received a CDBG grant for the 2014-2015 fiscal year for its “Urban County” unincorporated regions of Del Rey Oaks and Gonzales. The county sought proposals and qualifying projects that could be funded using the $850,000 awarded for these areas.

The projects sought include public services (limited to 15% of the grant amount), program administration (limited to 20% of the grant amount), affordable housing, code enforcement, public facilities, and economic development.

In 2014, CDBG funds financed 16 ADA ramps, a new roof for the Early Learning Center, and replacement Heating,

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Community Development Block Grants (CDBG) U.S. Department of Housing and Urban Development Exchange. The Community Development Block Grant (CDBG) Program- Frequently Asked Questions. https:// www.hudexchange.info/onecpd/assets/File/TheCommunity-Development-Block-Grant-FAQ.pdf. Accessed July 19, 2016.

Costs of Youth Sports programs in the City of Gonzales were reduced through a CDBG.

Ventilation, and Air Conditioning (HVAC) units at the Gonzales Medical Building and Gonzales Early Learning Center. In addition a total of $15,800 was awarded to the City of Gonzales Recreation Department to help reduce the cost of Youth Sports programs so that more low and moderate income families could participate in sports programs.

References City of Reading, PA. Community Development Block Grant Frequently Asked Questions. http://www.readingpa.gov/ content/community-development-block-grant-frequentlyasked-questions. Accessed July 19, 2016.

County of Monterey. Notice of Workshop For FY 2014/2015 Community Development Block Grant (CDBG) Program Notice of Funding Availability (NOFA) and Application Process. http://www.co.monterey.ca.us/ economicdevelopment/Housing%20Docs/2014%20 Notice%20of%20Application%20Workshop.pdf. Accessed July 19, 2016.

U.S. Department of Housing and Urban Development.

Community Development Block Grant Program – CDBG. http://portal.hud.gov/hudportal/HUD?src=/program_ offices/comm_planning/communitydevelopment/programs.

Accessed July 19, 2016.

U.S. Department of Housing and Urban Development, Office of Community Planning and Development. The Economic Development Toolkit: A Practical Guide to Constructing Your Economic Development Programs. http://www.hud.gov/offices/cpd/economicdevelopment/ toolkit/edt_slides.pdf. Accessed July 19, 2016.

City of Gonzales, 2014 Annual Report, http://www. ci.gonzales.ca.us/cms-assets/documents/202093-690521. annual-report-2014-english.pdf, Accessed on August 3, 2016.

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Low Income Housing Tax Credits (LIHTC) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Public Utilities

Urban, Suburban

T, L, WW, SW

Strong, Moderate

All

Moderate to Difficult

Tynan Village Apartments, Salinas, CA

DESCRIPTION The Low Income Housing Tax Credit (LIHTC) program was created through the Tax Reform Act of 1986 to promote private investment in affordable rental housing for low-income households. The program, which became permanent in 1993, makes it easier for low-income housing sponsors and developers to raise project equity through the sale of tax benefits to investors. Administered by the Internal Revenue Service, the LIHTC program allows housing developers to deduct a percentage of the project cost from their federal tax liability over a ten-year period. LIHTC funded projects must remain affordable for at least 30 years through one of two types of occupancy restrictions: ▪▪ At least 20% of units occupied by households with income at or below 50% of Area Median Income (AMI), or ▪▪ At least 40% of units occupied by households with income at or below 60% of AMI The State of California offers a parallel LIHTC program that subsidizes 30 percent or 70 percent of the low-income unit costs in a project. The 30 percent subsidy, or 4 percent tax credit, applies either to new construction projects that are supported by additional sources of federal subsidy, or to the cost of acquiring existing buildings for rehabilitation.

The 70 percent subsidy, or 9 percent tax credit, supports new construction without any additional federal subsidies.

Affordable housing developers benefit from the program by using the tax credit to buy an ownership interest, or generate equity investment in the project, which can typically finance between 30 and 60 percent of construction costs, thereby reducing the amount of debt financing required. This reduction can significantly offset the cost of producing long-term affordable housing units.

Targeted Uses

Setting (Place Type)

The tax credit can be used to support the rehabilitation of existing rental housing or the construction of new rental housing projects. Among other requirements, tax credits are allocated based on the degree to which the project aligns with federal and State housing policy objectives.

The LIHTC program is appropriate in urban, suburban, town, or non-urban settings.

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Low Income Housing Tax Credits (LIHTC) Infrastructure Supported The LIHTC program provides subsidies for the rehabilitation of existing rental housing or the construction of new rental housing projects.

Market Conditions Housing supported by the LIHTC program is most often located in areas with affordable land costs and where the subsidized affordable rent is comparable to the market-rate rent. Generally, housing developments supported by this program are less feasible in areas with higher land costs and market-rate rent. However, developers have used additional federal, State and local subsidies to make these projects financially feasible.

Capacity and Scale LIHTC can be applied at any scale; however, larger scale affordable housing projects generally cost less per unit than smaller ones. For example, a recent California Housing and Community Development study found for each 10 percent increase in the number of units, the cost per unit declines by 1.7 percent. As such, larger projects in areas with affordable land and construction costs may benefit more with the support of LIHTC.

Ease of use Affordable housing developers who have the experience and qualifications to meet federal and State application and monitoring guidelines, and the ability to leverage public and private funds are most competitive for the LIHTC program.

Individual projects that are successful often include location amenities such as proximity to public transit, service amenities for tenants such as after school computer classes, units that serve low and very-low income residents,

Funding for development of Riverwalk Apartments is Santa Cruz included federal LIHTC. (Image source: Santa Cruz Sentinel)

as well as a mix incomes, and contribute to neighborhood revitalization.

The CTCAC holds two application cycles per year, and the application review process consists of three stages which take about 60 days to complete. Projects that have been awarded tax credit allocation are then monitored for compliance with federal and State law. During the tax credit application review process, the CTCAC provides an opportunity for the City to comment on the proposed project. The City may be able to assist the applicant during the review process by presenting information related to the program evaluation criteria, such as determining the most suitable project type, location and characteristics, in alignment with local housing policy goals and objectives.

For these reasons ease of use is moderate to difficult.

Timing and lifecycle Federal LIHTC credits are claimed over a period of 10 years; State LITCH credits are claimed over a period of 4 years. Credits are allocated on an annual basis, and monitored for compliance with either a 30 (federal) or 55 (state) year affordability requirement.

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Low Income Housing Tax Credits (LIHTC) References California Department of the Treasury, California Tax Credit Allocation Committee Programs. Description of California Tax Credit Allocation Committee Programs. http://www. treasurer.ca.gov/ctcac/program.pdf California Department of the Treasury. Treasurer John Chiang’s Affordable Housing Initiative Fact Sheet. http:// www.treasurer.ca.gov/ctcac/factsheet.pdf

Tynan Village Apartments in Salinas was developed using combined federal and State LIHTC. (Image source: Monterey County Housing Authority Development Corporation)

CASE STUDY Tynan Village Apartments Tynan Village Apartments, located in Salinas and built in 2008, includes 171 market-rate and affordable units.

About 60 percent of the units are 3 or 4-bedroom, making it a popular place for families with children. Of the 171 units, 106 (62 percent) are affordable, with 34 available for households who earn at or below 35 percent of area median income. The project was developed by Monterey County Housing Development Corporation and received $1.3 million in combined federal and State LIHTC credits.

Based in Monterey, the organization has strong ties within the communities it serves, relying on a network of partners ranging from construction to lenders and local governments.

U.S Department of Housing and Urban Development, Office of Policy Development and Research. Low-Income Housing Tax Credits. https://www.huduser.gov/portal/ datasets/lihtc.html. Accessed September 30, 2016.

California Tax Credit Allocation Committee. California Tax Credit Allocation Committee Regulations Implementing the Federal and State Low Income Housing Tax Credit Laws.

October 21, 2015. https://govt.westlaw.com/calregs/ Document/I1F880AB200634874B6C2FA1CCEA53F21? viewType=FullText&originationContext=documenttoc&tra nsitionType=CategoryPageItem&contextData=(sc.Default) Accessed September 27, 2016.

California Tax Credit Allocation Committee. Project Staff Report Tax-Exempt Bond Project, Tynan Village Apartments. http://www.treasurer.ca.gov/ctcac/ staff/2009/20091022/868.pdf. Accessed September 27, 2016.

National Housing Low Project. Overview of the Low Income Housing Tax Credit Program (LIHTC). https://nhlp.org/ lihtcintro. Accessed September 27, 2016.

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New Market Tax Credits (NMTC) Targeted Land Uses

Setting

Infrastructure Supported

Market Conditions

Capacity and Scale

Ease of Use

Case Studies

Public Utilities

Urban, Suburban

T, L, WW, SW

Strong, Moderate

All

Moderate to Difficult

Desert Hot Springs Community Health & Wellness Center, Desert Hot Springs, CA

DESCRIPTION The New Markets Tax Credit (NMTC) program was created by federal legislation in 2000 to assist communities that have trouble securing capital from private investors for large-scale projects. These lower-income areas typically seek financial support for manufacturing facilities, commercial development, and housing, as well as community services such as education and healthcare. The tax-credit provisions of the Community Renewal Tax Relief Act, which had been set to expire by 2020, were made permanent by Congress in 2015. The credits are overseen by the U.S Department of the Treasury through its Community Development Financial Institutions (CDFI) Fund program, which allocates authority to local financial intermediaries called Community Development Entities (CDEs) through a competitive process.

These CDEs, which include both traditional lenders and special-purpose corporations, offer tax credits to investors in exchange for equity in the CDE. The CDEs then use the equity capital to make loans and investments with lower interest rates and better terms than are available in the traditional lending market, such as lower origination fees, higher loan-to-value ratios, lower debt coverage ratios, and longer maturities.

NMTC investors receive tax credits equal to 39 percent of their original investment amount.

Targeted Uses

Setting (Place Type)

The NMTC program has supported both residential and nonresidential construction, as well as development and operational support for a wide range of businesses including food, retail, housing, health, technology, energy, education, and childcare. Communities benefit from both new jobs and improved access to community facilities and commercial goods and services.

NMTCs must be used within a low income community, generally defined as: ▪▪ a metropolitan location where at least 20 percent of the total population is below the poverty line, and the median family income is 80 percent or less than the higher of the area or state average, or ▪▪ a location outside a metropolitan area, where the median family income is 80 percent or less than the statewide average.

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ECONOMIC DEVELOPMENT

New Market Tax Credits (NMTC) While most NMTC investments in California have been made in the larger cities, some smaller and rural projects have also been successful.

Infrastructure Supported NMTCs can finance a range of public infrastructure projects, including but not limited to: ▪▪ Business operations ▪▪ Microenterprise ▪▪ New commercial, multifamily and single family residential construction ▪▪ Rehabilitation of single-family, multifamily and commercial structures

Gilroy Sobrato Apartments were developed using NMTC. (Image source: Green Architecture and Building Report)

Market Conditions

Timing and lifecycle

NMTCs can be helpful in all market conditions, as multiple communities will qualify based on regional and statewide thresholds regardless of economic trends.

NMTC credits are claimed over a period of seven years: 5 percent annually for the first three years and 6 percent in years four through seven. If an investor redeems an investment before the seven-year term has run its course, all credits taken to date are recaptured with interest.

Capacity and Scale NMTC funds can be applied at any scale.

Ease of use The main hurdle in the NMTC program is either establishing or accessing a CDE that can manage complex transactions.

A CDE may apply to the Fund for a direct allocation of tax credits, or it may receive loans or investments from, and sell qualifying business loans to, other CDEs that have successfully competed for allocations of tax credits.

Local municipalities are not responsible for the reporting requirements of the program. For these reasons ease of use is moderate to difficult.

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ECONOMIC DEVELOPMENT

New Market Tax Credits (NMTC) References United States Department of the Treasury, Community Development Financial Institutions Fund. New Markets Tax Credit Program. https://www.cdfifund.gov/programstraining/Programs/new-markets-tax-credit/Pages/default. aspx

Desert Hot Springs Community Health and Wellness Center (Image source: Borrego Health)

CASE STUDY Desert Hot Springs Community Health and Wellness Center In 2012 two CDEs combined to provide $21 million to improve the health and welfare of a historically medically underserved community. The city had a 34% poverty rate, 13% unemployment Rate of 13.2%, and median family income 45% of the State average. The 36,000 square foot Center on 6.6 acres provides preventive and primary health care, as well as health and nutritional education.

Although there are no approved CDEs yet in the AMBAG Region, the CDFI program has awarded other funds locally, with a $1 million revolving loan in 2010 to South County Housing Corporation of Gilroy, which provides services to Santa Clara, San Benito, Santa Cruz, and Monterey Counties.

United States Department of the Treasury. Community Development Financial Institutions Fund. New Markets Tax Credit CDE Certification Question & Answer. March 2014. https://www.cdfifund.gov/Documents/CDE_Cert_FAQ_ Rev_March_2014.pdf. Accessed September 27, 2016.

Opportunity Finance Network. What are CDFI’s? http://ofn. org/CDFIs. Accessed April 22, 2016.

California State Assembly. Establishing a New Markets Tax Credit Program in California. http://ajed.assembly.ca.gov/ establishinganewmarketstaxcreditincalifornia. Accessed September 27, 2016.

California Statewide Communities Development Authority.

New Markets Tax Credit Program. http://cscda.org/NewMarkets-Tax-Credit-Program Tax Policy Center. What is the new markets tax credit, and how does it work? http://www.taxpolicycenter.org/briefingbook/what-new-markets-tax-credit-and-how-does-it-work

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LOCAL AND REGIONAL TRANSPORTATION

Transportation Measure Toolkit The Metropolitan Transportation Plan (MTP), included a Sustainable Communities Strategy (SCS) which identified preferred land use “Place Types� and complementary transportation projects to achieve desired reductions in per capita greenhouse gas emissions (GHG) by 2035. The matrix below identifies potential transportation projects that local jurisdictions and transit agencies can consider in order to support SCS goals. It includes Place Type categories and potential transportation projects that may be appropriate for the given land use. These are intended as example project; consideration of location context within a particular jurisdiction and consultation with local stakeholders should be undertaken before applying these strategies.

APPLICABILITY TO GIVEN PLACE TYPES SCS TRANSPORTATION MEASURE

URBAN

SUBURBAN

TOWN

NON-URBAN

OTHER

NOTES

Enhance Pedestrian Connections

High

Moderate/high in opportunity areas, low elsewhere

Moderate/ High

High in opportunity areas; varies elsewhere depending on location

Varies depending on land use context

Could be combined with transit measures

Enhance Bicycle Connections

High

Moderate/high in opportunity areas, low elsewhere

High

High in opportunity areas; varies elsewhere depending on location

Varies depending on land use context

Measure is geared toward on-street connections

Enhance Local Transit Connections to Regional Transit

Moderate

Moderate in opportunity areas, low elsewhere

Moderate

Moderate in opportunity areas; low elsewhere

Typically low

Increase Transit Service Effectiveness and Frequency

Moderate/High

Moderate/high in opportunity areas, low elsewhere

Moderate

Moderate in opportunity areas; low elsewhere

Typically low

Implement Site Scale TDM Measures

High in opportunity areas; moderate elsewhere

Moderate in opportunity areas, low elsewhere

Moderate

Low

Typically low

Upgrade Bus Stops

Moderate

Moderate/high in opportunity areas, low elsewhere

Moderate/ High

Moderate in opportunity areas; low elsewhere

Typically low

Develop Local Mobilty Hub

High

Moderate/high in opportunity areas, low elsewhere

High

Low

Low

Develop Transit Streets and Corridors

High

Moderate/high in opportunity areas; low elsewhere

Moderate

Low

Low

Develop New Trail Connections

High

High

High

Moderate

Varies depending on land use context

New On-Demand Transit Service

Low

High

High

High

Varies depending on land use context

Carsharing/Ridesharing Strategy with Park and Ride Lots

High

High

Moderate/ High

Moderate in opportunity areas; low elsewhere

Varies depending on land use context

New Express Transit Service

High

High

Moderate/ High

Moderate in opportunity areas; low elsewhere

Low

Develop Electric/ Autonomous Vehicle Implementation Strategy

High

High

Moderate/ High

Moderate in opportunity areas; low elsewhere

Varies depending on land use context

Could be combined with other transit or pedestrian measures

Longer term potential benefit

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LOCAL AND REGIONAL TRANSPORTATION

Carsharing/Ridesharing Strategy With Park And Ride Lots Carsharing refers to a model in which multiple people can rent cars for short periods of time, thus enabling the rental car to be shared among multiple users on a daily basis. Ridesharing, on the other hand, is the sharing of car journeys so that more than one person travels in a car, such as carpooling, vanpooling or using a Transportation Network Company (TNC) ridesharing service like Uberpool, Lyft Line, or Scoop. Carsharing and ridesharing programs are being utilized more often as strategies to reduce vehicle miles traveled (VMT) and create more sustainable travel environments. Coupling these strategies with park and ride lots can further incentivize transit use by providing travelers with a means of accessing sustainable travel options.

The evaluation of this strategy is listed below. In general, carsharing and ridesharing strategies with park and ride lots score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

Low

High

Low

High

Generally, carsharing and ridsharing are appropriate in park and ride lots with hight parking demand rates or corridors with high traffic congestion.

Example of a carsharing program utilizing on-street parking.

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LOCAL AND REGIONAL TRANSPORTATION

Carsharing/Ridesharing Strategy With Park And Ride Lots Potential carsharing and ridesharing strategies with park and ride lots are listed below. Many of these improvements can be used in combination or conjunction with one another in order to provide facilities needed for successful implementation and encourage sustainable travel options.

Measure

Description

Benefits

Applications

Impacts/Constraints

Carsharing Program

Carsharing programs at park and ride lots and downtown areas provide transit users with direct and seamless connection between the transit station and their final destination. Membership status or advance registration is required.

This strategy facilitates the carsharing process, enhances mobility, and improves the first/last mile connectivity.

It also incentivizes the use of transit system, which reduces car use and the need to own an automobile.

Appropriate for local transit hubs with park and ride lots; also appropriate for downtown areas.

Typically low to moderate cost, requires one parking space (on or off street) per carsharing vehicle.

Carsharing Availability Monitoring Program

Monitoring programs would track the availability and turnover rate of shared vehicles in order to adjust the rental car supply accordingly.

The monitoring program ensures the availability of rental vehicles at park and ride lots, provides users with greater confidence, and thus encourages the use of carsharing services.

Appropriate to all carsharing programs at park and ride lots.

Typically low cost, monitoring can be done on an annual, semi-annual, or monthly basis.

Reserved Parking Locations for Carsharing Vehicles

Park and ride lots and on-street locations can provide reserved and prioritized parking spaces for carsharing vehicles only.

Reserved parking facilitates the pick-up and drop-off process of carsharing cars, thus encouraging the use of carsharing and the transit system.

Appropriate to all carsharing programs at park and ride lots and downtown locations with high parking demand rates.

Typically low to moderate cost, requires one parking space (on or off street) per carsharing vehicle.

Reserved/ Priority Parking Locations for Ridesharing Vehicles

Park and ride lots may provide reserved/priority parking spaces for registered ridesharing vehicles only.

Reserved/priority parking makes carpooling and vanpooling more attractive, especially in busy park and ride lots, thus encouraging the use of ridesharing program, reducing parking demand, and limiting car use.

Applicable to all park and ride lots with high parking demand rates.

Typically low to moderate cost, requires one parking space per ridesharing vehicle.

Ridesharing or Ride Matching Services

Ridesharing or ride matching services assist travelers in finding people to share the ride together to/from the park and ride lots on a regular basis. Services can be webbased or be accomplished with a smartphone app.

This service increases the chances of finding co-workers who have a similar route and schedule to share the ride together. It encourages the use of ridesharing program, and reduces the parking demand and car use.

Applicable to all locations. App-based ridesharing such as Uberpool, Lyft Line, and Scoop are currently only available in limited areas.

Typically low to moderate cost, requires program website and/or smartphone application development, or partnership agreement with a Transportation Network Company or existing rideshare service.

Guaranteed Ride Home Program

A program that provides ridesharing commuters with a reliable ride home if an unexpected situation arises.

This program gives commuters who use rideshare peace of mind and confidence they’ll always have a way to get home, which overall encourages the use of ridesharing programs.

Case-by-case judgement needed; focus should be on major employment areas.

Typically moderate to high cost, requires shuttles, operators and coordination with transit and ridesharing agencies, or employer agreement to pay for taxi ride home.

Discounted Parking/Transit Tickets for Ridesharing Users

Discounted parking and/or transit tickets can be provided to registered users of ridesharing programs and often requires advance registration.

Discounted parking and/or transit tickets incentivizes the use of ridesharing and transit system, which reduces car use and supports public transit.

Case-by-case judgement needed; focus should be on major employment areas.

Typically moderate cost; requires distribution and regulation of transit passes.

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LOCAL AND REGIONAL TRANSPORTATION

Develop Electric/Automated Vehicle Implementation Strategy Electric Vehicles (EVs) Plug-in electric vehicle (PEV) is a term used to describe any car that runs on battery power that is recharged from the electricity grid. Battery electric vehicles, extended range electric vehicles, and plug-in hybrid electric vehicles are the major types of PEVs, often referred to simply as EV to represent all types of plugin electric vehicles. EVs typically produce lower tailpipe emissions than conventional vehicles; however, there are emissions associated with the majority of electricity production in the United States. Vehicles running only on electricity have zero tailpipe emissions, but emissions may be produced by power plants supplying the electrical power.

An electric vehicle charging at the workplace.

Automated Vehicles (AVs) Automated vehicles, also termed autonomous, driverless, self-driving and robotic vehicles, are those which are capable of sensing their own environments in order to perform at least some aspects of the safety-critical control without direct human input. Examples of automated technologies range from completely self-driving vehicles, where no human is required, to more basic functions, such as traffic responsive cruise control. For this discussion, fullyautomated vehicles are vehicles which can handle all aspects of the dynamic driving task (steering, throttle, braking, tactical maneuvers, turn signals, etc.) in special applications and do not require a driver.

The evaluation of this strategy is listed below. In general, electric/automated vehicle implementation strategies score well in several categories and are considered widely applicable as an SCS implementation strategy. It should be noted that EVs could be a short-term strategy, with AVs as a mid- to long-term strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

High

Low to Medium

Low

High for EVs; Medium for AVs

Automated vehicles, while emerging quickly, are still relatively new to the transportation field, making it difficult to determine how and where they will be implemented.

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LOCAL AND REGIONAL TRANSPORTATION

Develop Electric/Automated Vehicle Implementation Strategy Potential electric/automated vehicle implementation strategies are listed below. Many of these measures can be used in combination or conjunction with one another in order to encourage electric/automated vehicle support and implementation.

Measure

Description

Benefits

Applications

Impacts/ Constraints

Electric Vehicle Implementation Strategies Public Education and Outreach

Public education and outreach is an activity of providing information to people who may not be aware of the benefits associated with EVs.

Boosts consumer interest and addresses many of the myths and misperceptions of EVs. Form partnerships with local businesses to encourage installation of EV charging stations.

Education and outreach initiatives are relatively inexpensive compared to other measures and should be applied in almost all situations. However, it is important to consider the high up-front costs of EVs to low-income populations, as well as other barriers to EV adoption.

Typically low cost, requires development of educational programs and marketing initiatives.

Provide EV Charging Stations

Providing more EV charging stations along major corridors and at high activity locations.

Increases charging opportunities and minimizes risk of EV owners being unable to find a convenient charging station.

Can be implemented in public parking facilities and on-street in activity centers. Can also be added in private developments or specialized charging facilities.

Typically low to moderate cost, usually possible to fit within existing right-of-way.

Provide EV Charging Signage

Providing more EV charging signage using standardized symbol to identify accessible electric vehicle charging stations along major roadways.

Increases public awareness of charging station availability.

Installing signage is appropriate along state highways, county roads, and city streets, as well as regulatory signage and striping at charging stations.

Typically low to moderate cost, usually possible to fit within existing right-of-way.

Explore Other Incentives to Increase Use of EVs

Incentives can include support for installing charging stations at private residences or local businesses, or subsidized charging at charging stations. Another incentive can include special parking privileges for EVs.

Additional incentives can substantially accelerate the installation of charging stations, which would also increase EV sales and/or leasing.

Appropriate for areas that would like to accelerate EV usage.

Costs vary depending on type of incentive, may require outreach and education initiatives.

Support Workplace Charging

Supporting workplace charging includes providing incentives, raising awareness among CEOs and business leaders, encouragement to support the national workplace charging challenge, and encouraging other electric technologies.

Workplace charging is an important consideration for employees considering an EV, especially if they do not have access to charging at home. Workplace charging extends electric miles, builds range confidence, shows other employees that EVs may work for them as well.

Benefits employers looking to achieve environmental goals, attracts talented employees, and enhances company’s brand as more environmentally responsible.

Costs vary depending on type of incentive, may require outreach and education initiatives.

Hybrid Technology Options for Public Transit and Fleet Vehicles

EV pick-up trucks and larger electric vehicles, such as mass transit buses, are becoming viable alternatives since the technology has advanced, making batteries smaller, more powerful and less expensive.

Reduces tailpipe emissions, offer significantly less maintenance and are significantly less expensive to operate over their lifetime.

Appropriate for all transit agencies since hybrid electric and fully electric buses have become viable alternatives to traditional diesel-fueled buses.

Moderate to high cost, generally requires investment into new fleet vehicles.

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LOCAL AND REGIONAL TRANSPORTATION

Develop Electric/Automated Vehicle Implementation Strategy Measure

Description

Benefits

Applications

Impacts/Constraints

Automated Vehicle Implementation Strategies Automated Vehicle Implementation Plan

An automated vehicle implementation plan is a city or county plan for policy infrastructure and programmatic changes to proactively accommodate automated vehicles (street design, parking, safety, etc.)

Fosters an environment conducive to changes in vehicle automation.

Applicable in all cities, focus should be on urban and suburban environments.

Typically low to moderate cost.

Requires additional research since few of these plans have been produced.

Automated Vehicle Technology Task Force

Task forces would be responsible for remaining informed and providing updates on advancements in vehicle automation technology, products/services, and policies.

These groups would also provide a medium of communication for the public and stakeholders to discuss this new technology with their respective jurisdictions.

Remaining informed on the many potential implementation of autonomous vehicles will allow government agencies to efficiently adapt and incorporate these new technologies as they become available. In addition, tasks forces will be responsible for conceiving, confronting, and correcting the unpredicted and unintended consequences that may arise as a result of autonomous vehicles.

Appropriate for all organizations since autonomous vehicles have recently become a popular topic in many professional fields and may become available for use in the near future.

Typically low to moderate cost, generally requires people with some knowledge of vehicle automation as a baseline.

Automated Shuttle Feasibility Analysis

Automated shuttles are made up of a fleet of driverless vehicles, designed to operate in a loop or line, and serve multiple destinations. The analysis would assess the technical and financial feasibility of building an automated shuttle route to link nearby transit stations with popular destinations or transportation hubs.

Facilitates the closing of the “last mile� between transit stations and final destinations, encourage nonautomobile travel, and provide highquality passenger service.

Appropriate for urban and suburban areas where connections to existing mass public transportation systems and/or transportation hubs are limited.

Low to moderate cost, requires additional research since few of these analyses have been developed.

An automated vehicle capable of driverless operation.

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LOCAL AND REGIONAL TRANSPORTATION

Develop Local Mobility Hub Mobility hubs are typically major transit stations with existing and/or planned transit service within a high potential for adjacent residential and/or employment development. These hubs are places of connectivity where different modes of transportation meet and are often coupled with concentrations of employment, residential, commercial, or leisurely activities. In more rural areas, they can be places close to commercial centers where regional transit service may exist and where connections to park and ride lots are available. The evaluation of this strategy is listed below. In general, local mobility hub development measures score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

Medium

Varies depending on project context

Medium

Medium

Mobility hubs are generally most appropriate in areas where multiple transit lines intersect and where there is high transit demand.

Transit center

Transit information.

Local mobility hub enhancements are listed below. Many of these measures can be used in combination or conjunction with one another in order to provide a well-integrated mobility hub and encourage sustainable travel.

Measure

Description

Benefits

Applications

Impacts/Constraints

Off-Vehicle Fare Payment

Off-vehicle fare payment is a payment system that allows riders to purchase tickets before they board.

Minimizes transit delays from on-board fare payment and reduce congestion in station areas.

Appropriate for all local mobility hub stations, especially stations with high transit demand.

Typically low to moderate cost, usually possible to fit within existing station area.

Drop-Off Only Zone

Drop-off only zones, also known as “kissand-ride� zones, are designated areas within or adjacent to the mobility hub for drop-off purposes only. They can also serve as access for transportation network companies (TNCs) such as Urber or Lyft.

Reduces passenger congestion at transit stations, especially in parking lots.

Appropriate for transit stations with high level of alighting passengers.

Typically moderate cost, requires curb space or right of way for dedicated drop-off only zones.

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LOCAL AND REGIONAL TRANSPORTATION

Develop Local Mobility Hub Measure

Description

Benefits

Applications

Impacts/Constraints

Coordinated Transit Schedules and Operations

Coordination across transit agencies to ensure local and regional transit services operate seamlessly as a connected system.

Promotes efficient local and regional transit connection, minimize transfer wait time and service duplication.

Appropriate for connected local and regional transit routes run by different agencies, especially if they run on a relatively low frequency.

Typically moderate cost, usually requires transit scheduling and operation adjustments.

Bicycle and Pedestrian Accessibility Improvements

Bicycle and pedestrian connection enhancements such as bike lanes, intersection treatments, and signals.

Makes biking and walking safer to transit riders.

Minimize auto travel to and from the local mobility hub. Encourage street level activities and business around the local mobility hub.

Appropriate for areas with poor pedestrian and cyclist accessibility and potential for redevelopment.

Pedestrian accessibility is essential for primary and secondary zones of the local mobility hub. Bicycle accessibility is essential for the tertiary zone and beyond.

Typically moderate cost, may sometimes require additional rightof-way depending on treatment type.

Secure Bicycle Storage

Secure bicycle storage facilities at the local mobility hub can range from bike racks to bike lockers.

Promotes cycling as a sustainable way of travel to and from the local mobility hub.

Appropriate for local mobility hubs with insufficient bicycle parking facilities.

Moderate cost, may be possible to locate within existing station area.

Bikeshare Program

Bikeshare is a program that allows users to pick up bicycles at one location and return it to another location within the service area.

Provides a solution to the first/last mile connectivity issues by providing bicycles at the local mobility hub, reduce car use, support public transit, and promote active transportation and improve personal health.

Appropriate for local mobility hubs that lack lastmile connections to origins/ destinations.

Typically moderate to high cost, may require additional right-of-way for stations and may require service vehicles for rebalancing.

Transit Smart Card

A transit smart card is a fare medium which allows riders to deposit transit fares into a prepaid card ahead of time.

Riders can use transit smart cards on multiple transit agencies, local and regional.

Promotes seamless regional, interagency travel and transfer, resulting in reduced transit delay.

Appropriate on corridors with high ridership volumes.

Application requires user costs of smart cards, capital costs of card readers, and operations and maintenance costs.

Typically moderate to high up front development costs, may sometimes require additional agency coordination and payment infrastructure.

Adequate Passenger Amenities

Passenger amenities can include realtime transit information, adequate seating/waiting areas, retail options, and wayfinding facilities.

Reduces transit rider uncertainty and perceived burdens while waiting for transit, and improve passenger experience at transit stations.

Appropriate for all local mobility hubs.

Typically moderate cost, may sometimes require additional infrastructure.

Parking Management

Charge market price for parking at the local mobility hub and lower parking requirements for developments around the hub. In rural areas, provide adequate park and ride space near transit hubs.

Provides incentive for redevelopment around the local mobility hub and reduce vehicle travel demand. In rural areas, provides an opportunity for carpooling or transfers to regional transit routes.

Appropriate for all local mobility hubs, especially those with redevelopment potential. Improved local transit service should compensate for the “loss� of parking spaces.

Typically low to moderate cost, requires coordination between surrounding parking areas.

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LOCAL AND REGIONAL TRANSPORTATION

Develop New Trail Connections Developing new trail connections closes gaps in existing bike and pedestrian networks, which increases accessibility to popular destinations and transit by extending the networks for people choosing to travel by active modes. Trails and on-street routes provide a safe and efficient right-of-way for pedestrians and bicyclists, which encourages more active travelers, thus reducing vehicular use and GHG emissions. The evaluation of this strategy is listed below. In general, new trail connection measures score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

Varies depending on project context

High

Medium

High

High

Developing new trail connections expands and strengthens the connectivity of existing trail networks for users.

Safety measures at potential conflict points.

Cycle track serving as an alternative on-street route.

New trail connections measures are listed below. Many of these measures can be used in combination or in conjunction with one another in order to provide a continuous trail network to nearby destinations.

Measure

Description

Benefits

Applications

Impacts/Constraints

Connection to Popular Destinations and Transit

Network of connector trails that provide bikers and pedestrians direct access to points of interest such as schools, transit, parks, neighborhoods, and landmarks.

Enhances accessibility to popular destinations, promote active transportation and reduce vehicle travel.

Appropriate if the development patterns around popular points of interest allow new trail constructions.

Costs vary depending on type of treatment, may require new right-of-way.

Connection to Regional Trail Systems

Network of local connector trails that provide bicyclists and pedestrians access to regional trail systems.

Enhances the mobility and accessibility of active transportation modes to promote additional trips via biking and walking.

Appropriate if the development patterns allow connection between local and regional trail systems.

Costs vary depending on type of treatment, may require new right-of-way.

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LOCAL AND REGIONAL TRANSPORTATION

Develop New Trail Connections Measure

Description

Benefits

Applications

Impacts/Constraints

Alternative OnStreet Routes

Alternative on-street routes are bike/ pedestrian routes with high quality intersection crossings/treatments that encourage users to use alternative routes that are generally separated or buffered from roadways with high vehicular volumes.

Ensures safe and continuous trail connections for people, which encourages active transportation and reduce vehicle travel.

Appropriate if development patterns interfere with trail connections.

Typically low to moderate cost, usually possible to fit within existing rightof-way.

Safety Measures at Potential Conflict Points

Safety measures can include, but is not limited to traffic calming devices, zebrastriped crosswalks, or pedestrian refuge islands. Conflict points, also referred to as connection points, are locations where the trail intersects the roadways.

Enhances safety for bicyclists and pedestrians by increasing awareness of potential conflicts for all users.

Beneficial for intersections with high volume of vehicular traffic.

Moderate cost, fits within existing right-of-way.

Trailhead Amenities

Amenities can include, but are not limited to, drinking fountains, restrooms, bike/auto parking facilities, and trail maps.

Enhances user experience of the trail network.

Beneficial for all trail connections, especially if the trail network is extensive.

Low to moderate cost, fits within existing rightof-way.

Land Acquisition/ Partnership

Land acquisition is the act of acquiring land for trail connection development. In certain situations, partnerships may be formed with land-owners.

Identify and acquire, or come to a partnership agreement with, necessary lands (through voluntary participation of landowners) for trail connection development to ensure the success of the project.

Essential if the proposed trail route crosses private property.

Costs vary depending on situation, may require new right-of-way.

Community Involvement

Community involvement engages the public in the trail planning process, especially the initial route planning phase. Involvement strategies can include, but is not limited to, community meetings, workshops, surveys, and stakeholder interviews.

Ensures that the new trail connections meet community needs, build trust in the community, and get familiar with possible constraints early in the planning process.

Essential for all new trail connection developments, especially if the new trail may affect potential stakeholders.

Typically low cost, requires development and execution of community involvement programs.

Equitable Access

Equitable access considers that new trail connection developments should take into account geographic equity (i.e. even distribution of access points) and users with limited mobility.

Creates healthy recreation and transportation opportunities for people of different age groups and socio-economic status.

Should be considered for all new trail connection developments.

Costs vary depending on population distribution.

Additional studies may be required to further understand population distributions and needs.

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Bicycle Connections The evaluation of this strategy is listed below. In general, bicycle enhancements score well in several categories and are considered widely applicable as an SCS implementation strategy. Enhanced bicycle connections can be used to improve bicycling access and safety for people of all ages. They are generally most appropriate in areas with poor existing facilities and in areas with higher levels of bicycling activity.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

Medium

High

High

Varies depending on project context

Medium to High

Generally appropriate for areas with poor facilities and/or high bicyclist demand

Bicycle Box

Bicycle Lane

Potential bicycle connectivity enhancements are listed below. Many of these improvements can be used in combination or conjunction with one another in order to provide a continuous bicycle route along a corridor or to nearby destinations.

Measure

Description

Benefits

Applications

Impacts/Constraints

Bike Lanes

Bike lanes are a portion of the roadway that has been designated by signage, striping, and pavement markings for use of bicyclists.

Pavement markings can include bicycle directional arrows, bicycle symbols, painted bike lanes, lane striping and buffers from vehicles lanes, or shared lane markings.

Facilitates predictable behavior and movements between bicyclists and motorists and enable bicyclists to ride at their preferred speed without interfering with traffic.

Bike lanes are most helpful on streets with moderate to high traffic volume, regular truck and transit vehicle use, high parking turnover, and with posted speed limits above 25 mph.

Typically low to moderate cost, usually possible to fit lanes within existing right-of-way.

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Bicycle Connections Measure

Description

Benefits

Applications

Impacts/Constraints

Cycle Tracks

Cycle tracks are exclusive bike facilities that can be designed as one-way protected, raised, or two-way cycle tracks. Cycle tracks combine the user experience of a separated path with the on-street infrastructure of conventional bike lanes.

Provides space for the exclusive or primary use of bicyclists.

Streets with high bicycle volumes where typical bike lanes would cause many bicyclists to feel stress because of multiple traffic lanes, high traffic volumes, high traffic speeds, high demand for double parking, and high parking turnover.

Typically moderate cost, may sometimes require additional right-of-way.

Bicycle Boulevards (also known as Bicycle Greenways)

Bicycle boulevards or greenways are streets designated and designed to give bicycle travel priority.

Bicycle boulevards can provide direct access to destinations, slow motor vehicle speeds, reduce motor vehicle volumes, reduce bicyclist delay, provide safe and convenient crossings, and enhance surrounding environments.

On streets with low existing motorized speeds and traffic.

Typically low to moderate cost, usually possible to fit lanes within existing right-of-way.

One-way cycle track

Bicycle Boulevard or Greenway

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Bicycle Connections Measure

Description

Benefits

Applications

Impacts/Constraints

Intersection Treatments

Intersection treatments can include bike boxes, intersection crossing markings, twostage turn queue boxes, through bike lanes, combined bike lane/turn lane, and cycle track intersection approaches.

Reduces conflict between bicyclists (and other vulnerable users) and vehicles by increasing the level of visibility, identifying a clear right-of-way, and facilitating eye contact and awareness with competing modes.

At signalized and unsignalized intersections with high bicycle and motor vehicle volumes.

Costs vary depending on type of treatment, does not require new rightof-way.

Bicycle Signals

Bicycle signals and beacons clarify when bicyclists can enter an intersection and restrict conflicting vehicle or pedestrian movements.

Bicycle signals facilitate bicyclists crossings of roadways.

The type of signal or beacon to use for a particular intersection can depend on speed limits, average daily traffic (ADT), bicycle crossing traffic, and existing bicycle facilities.

Moderate cost, fits within existing right-of-way.

Bikeway Signing & Marking

Bikeway signing and marking includes wayfinding and route signage, regulatory signage, and warning signage.

Designed either to indicate the presence of a bicycle facility or to distinguish that facility for bicyclists, pedestrians, or motorists.

Beneficial in areas with high bicyclists activity.

Typically low cost, fits within existing right-ofway.

Bike lanes through an intersection

S U S TA I N A B L E CO M M U N I T I ES S T R AT EGY I M P L E M E N TAT I O N TO O L K I T

LOCAL AND REGIONAL TRANSPORTATION

Enhance Local Transit Connections to Regional Transit Enhancing local transit connections to regional transit improves connectivity for passengers using more than one transit system for a single trip. Local transit typically provides access via bus or shuttle from local neighborhoods and commercial areas to the central area of a city. Regional transit typically refers to bus or rail service between cities or counties. Good connectivity between local and regional transit will reduce total travel times, provide more reliable connections, make it easier to pay and ensure transfers are easy and safe. These improvements can encourage more transit ridership, which reduces vehicular use and GHG emissions. Local mobility hubs, which are transit stations that serve multiple transit routes, work well with enhancing local transit connections to regional transit. The evaluation of this strategy is listed below. In general, local and regional transit connection enhancements score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

High

High

Varies depending on project

High

Generally appropriate for areas with inefficient local and regional transit connections.

Real-time transit vehicle locations with estimated departure/arrival time.

Transit information and wayfinding signage.

Potential local and regional transit connectivity improvements are listed below. Many of these improvements can be used in combination or conjunction with one another in order to provide an efficient integration of local and regional transit systems.

Measure

Description

Benefits

Applications

Impacts/Constraints

Coordinated Transit Schedules and Operations

Local and regional transit agency coordination on scheduling and operation related issues (i.e. local feeder transit schedules should match that of regional transit ones).

Promotes efficient local and regional transit connection, minimize transfer wait time and service duplication.

Appropriate for connected local and regional transit routes run by different agencies, especially if they run on a relatively low frequency.

Typically moderate cost, usually requires transit scheduling and operation adjustments.

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Local Transit Connections to Regional Transit Measure

Description

Benefits

Applications

Impacts/Constraints

Coordinated Transit Routes

Coordination between local and regional agencies can ensure an efficient layout of transit network.

Minimizes transit route overlap among local and regional transit agencies.

Support the planning for coordinated transit schedules and operations.

Appropriate for all areas seeking to enhance local transit connections to regional transit.

Typically low to moderate cost, requires coordination between transit agencies and some route restructuring.

Transit Smart Card and Mobile Fare Payment

A transit smart card is a fare medium which allows riders to deposit transit fares into a prepaid card ahead of time. Riders can use transit smart cards on multiple transit agencies, local and regional. Mobile fare payment refers to smartphone-based payments such as Apple Pay or Android Pay so fares can be purchased in advance of boarding.

Promotes seamless regional, inter-agency travel and transfer, resulting in reduced transit delay.

Application requires user costs of smart cards, capital costs of card readers, and operations/maintenance costs. Beneficial for areas served by multiple local and regional transit agencies.

Typically moderate to high cost for smart cards and mobile fare payment, may sometimes require additional agency coordination and infrastructure.

Integrated Traveler Information System

Integrated traveler information system compiles traveler information across different transit agencies into one place. Traveler information includes, but is not limited to, transit schedules and fares, real-time transit vehicle locations with estimated departure/ arrival time, and wayfinding signage.

Reduces transit rider uncertainty, especially during local and regional transfers. Alleviate the perceived burden of waiting at transit stops.

Appropriate for transit stops that serve multiple local and regional transit routes, especially those with lower service frequency.

Costs vary depending on type of treatment, may require additional infrastructure.

Region-wide Unified Branding

Unified brandings strategies present individual transit agencies serving the same region as a single unified system/alliance using shared logo, transit vehicle, and/or personnel uniforms.

Bridges the perceived gap among different transit agencies and make transfer between local and regional transit easier to riders.

Beneficial for areas served by multiple transit agencies.

Costs vary depending on type of treatment.

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Pedestrian Connections The evaluation of this strategy is listed below. In general, enhanced pedestrian connections score well in several categories and are considered widely applicable as an SCS implementation strategy. Enhanced pedestrian connections can be used to improve walking access to local destinations and promote pedestrian safety. They are generally most appropriate in areas with poor existing facilities and in areas with higher levels of walking activity.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

Medium/Low

High

High

High

Varies depending on project context

Generally appropriate for areas with poor facilities and/or high pedestrian demand.

Pedestrian Refuge Island

Pedestrian Curb Extension

Potential pedestrian connectivity improvements are listed below. Many of these improvements can be used in combination or conjunction with one another in order to provide a continuous pedestrian route along a corridor or to nearby destinations.

Measure

Description

Benefits

Applications

Impacts/Constraints

Pedestrian Hybrid Beacon (High Intensity Activated Crosswalk, or HAWK) or Rectangular Rapid Flash Beacon (RRFB)

Pedestrian Hybrid Beacons (PHBs) are pedestrian-actuated signals that combine a beacon flasher and a traffic control signal.

When actuated, HAWK displays a yellow (warning) indication followed by a solid red light. RRFBs are rapid flashing LED lamps that are installed on overhead signs, in advance of the crosswalk or at the entrance to the crosswalk. The beacons may be push- button activated or activated with pedestrian detection.

Reduces pedestrian-vehicle conflicts and slows traffic speeds. Can be combined with curb extensions where parking lanes are present.

Useful in areas where it is difficult for pedestrians to find gaps in automobile traffic to cross safely, but where normal signal warrants are not satisfied.

Typically appropriate for multi-lane roadways.

Moderate cost, fits within existing rightof-way.

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Pedestrian Connections Measure

Description

Benefits

Applications

Impacts/Constraints

High-Visibility Signs and Crosswalks

High-visibility markings include a family of crosswalk styles such as “continental” and “ladder” style striping. High-visibility fluorescent yellow green signs are posted at crossings to increase the visibility of a pedestrian crossing ahead.

Multi-stripe treatments provide greater visibility than traditional crosswalks

Beneficial in areas with high pedestrian activity, such as near schools, and in areas where travel speeds are high and/or visibility is low.

Typically low to moderate cost, usually possible to fit within existing rightof-way.

Median Refuge Island

Raised islands are placed in the center of a roadway, separating opposing lanes of traffic with cutouts for accessibility along the pedestrian path.

This measure provides pedestrians with a better view of oncoming traffic as well as allowing drivers to see pedestrians more easily.

Recommended for multilane roads wide enough to accommodate an ADAaccessible median.

Typically moderate cost, may sometimes require additional right-of-way.

Curb Extension

Also known as a pedestrian bulb-out, this traffic-calming measure is meant to slow traffic and increase driver awareness. It consists of an extension of the curb into the street, making the pedestrian space (sidewalk) wider.

Curb extensions narrow the distance that a pedestrian has to cross and increase sidewalk space at corners.

The additional space can be used for landscaping, seating, or bicycle parking.

Curb extensions also encourage drivers to turn more slowly.

Most suitable on streets with high pedestrian activity, on-street parking, and infrequent (or no) curbedge transit service.

Typically low to moderate cost, may sometimes require utility relocation or drainage modifications.

May slightly increase maintenance costs.

Reduced Curb Radii

The radius of a curb can be reduced to require motorists to make a tighter turn.

Smaller curb radii at street corners narrow the distance that pedestrians have to cross; increases space available to pedestrians and streetscape elements. Like curb extensions, reduced curb radii reduce traffic speeds and increase driver awareness.

This measure would be beneficial on streets with high pedestrian activity and on-street parking. It is more suitable for wider roadways and roadways with low volumes of heavy truck traffic.

Typically low to moderate cost, may sometimes require utility relocation or drainage modifications.

Curb Ramps

ADA–compliant curb ramps are sloped ramps that are constructed at the edge of a curb (normally at intersections) as a transition between the sidewalk and a crosswalk.

Truncated domes should be included whenever curb ramps are added or rebuilt.

Curb ramps provide easy access between the sidewalk and roadway for people using wheelchairs, strollers, walkers, and also for pedestrians with mobility impairments who have trouble stepping up and down high curbs.

Curb ramps must be installed at all intersections and mid-block locations where pedestrian crossings exist, as mandated by federal legislation. Where feasible, separate directional curb ramps for each crosswalk at an intersection should be provided.

Typically low to moderate cost, usually possible to fit within existing right-of-way. Also mandated when certain road surface treatments are needed, which affect costs for corridorresurfacing projects.

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LOCAL AND REGIONAL TRANSPORTATION

Enhance Pedestrian Connections Measure

Description

Benefits

Applications

Impacts/Constraints

Raised Crosswalk

A crosswalk whose surface is elevated above the travel lanes.

Attracts drivers' attention; encourages lower travel speeds by providing visual and tactile feedback when approaching the crosswalk and crossing the street.

Appropriate for multi-lane roadways, roadways with lower speed limits that are not emergency routes, and roadways with high levels of pedestrian activity, such as near schools, shopping malls, etc.

Typically low to moderate cost, may sometimes require utility relocation or drainage modifications.

Design should accommodate access for those who are visually impaired.

Contrasting or Special Paving Materials

Pavers and colored concrete treatments or patterned thermoplastic asphalt inlays can be constructed to create a contrasting or patterned pedestrian crosswalk that is visually conspicuous to drivers and pedestrians alike.

Highly visible to motorists, this measure creates a clearly delineated space for pedestrians. It also aesthetically enhances the streetscape and can be used to create district identity.

Appropriate for areas with high volumes of pedestrian traffic and roadways with low visibility and/or narrow travel ways, as in downtown areas, commercial districts, main streets and the centers of smaller cities/towns.

Typically low to moderate cost.

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LOCAL AND REGIONAL TRANSPORTATION

Implement Site Scale Transportation Demand Management (TDM) Measures The evaluation of this strategy is listed below. Site scale TDM measures include a variety of strategies that can help encourage commuter travel by modes other than private automobile. TDM measures can be most effective in areas with high levels of traffic congestion and where there are high concentrations of jobs. In general, site scale TDM measures score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

Medium/High

Medium

Medium

Low

High

Strategies can vary widely depending on project context, but are generally appropriate for sites with high-vehicle trip generation.

A bike share station.

Car sharing.

Potential site scale TDM measures are listed below. Many of these measures should be used in combination or in conjunction with one another in order to reduce the number of vehicle trips to and from a major employment location. Some TDM measures are generally less applicable for smaller employers or in rural areas.

Measure

Description

Benefits

Applications

Impacts/Constraints

Bicycle Amenities and Incentives

Bike amenities and incentives can include on-site bicycle infrastructure improvements, bicycle rider encouragement program, bicycle parking, showers and lockers for active transportation users, subsidized bicycle expenses, bicycle repair stands/shop, and bicycle riders guides.

Encourages people to ride their bicycles to work and signals a commitment to providing for non-motorized means of transportation to a site.

Recommended for site locations where users show or have expressed a desire or need for infrastructure or programs which supports active travel.

Typically low to moderate cost, usually possible to fit within existing rightof-way.

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LOCAL AND REGIONAL TRANSPORTATION

Implement Site Scale Transportation Demand Management (TDM) Measures Measure

Description

Benefits

Applications

Impacts/Constraints

Bikesharing

Bikesharing is a short-term bike rental program managed by an employer, landlord, or agency to provide shared bicycles to employees for use in and around workplaces. Bikesharing programs can use traditional or electric bicycles, and can be checked out via a smartphone or smart card.

Bikesharing can encourage travel by bicycle during the day and to get to local destinations around workplaces. It can also provide mid-day travel options for employees who do not have a car available at work.

Recommended for locations with high job concentrations or where users have expressed a desire for additional travel options throughout the day. Broader application can also be considered on a citywide or regional scale.

Typically low to moderate cost, usually possible to fit stations within existing rightof-way.

Public or Private Transit Shuttle Services

Circulator shuttles provide people with access to nearby transit stations and provide an opportunity for users to travel to other locations within the area.

Shuttles address the “first mile/ last mile” problem, namely getting from the transit station to the ultimate destination.

Coordinated with existing routes and planned routes to ensure that the operations of all shuttle services are optimized.

Typically moderate to high cost, requires shuttles, operators, and coordination with transit agencies.

Subsidized or Free Transit Passes

Subsidized transit passes are employeror property-owner subsidized transit passes.

Provides a financial incentive for people to use public transit, which reduces vehicle trip production, parking demand and the general public.

Recommended for locations where good public transit access exists.

Typically moderate cost, requires method of providing transit passes.

Ridesharing Programs

Ridesharing programs can include ridesharing matching services, subsidized or free vanpools or carpools, expanded carpool matching, and preferential parking for ridesharing, that allows groups of people to share rides to and from work.

Facilitates carpools and vanpools by matching drivers and passengers based on location and schedules.

Ridesharing programs are becoming easier to implement almost everywhere due to new technology and mobile phone applications.

Costs vary depending on type of program, generally requires web interface and/or smartphone application, or ridesharing liaison for coordination.

Carsharing

Carsharing is a car rental service where people can rent cars for short periods of time, often by the hour.

Carsharing gives people, who do not normally have access to a car, the flexibility of a private vehicle.

Recommended near employment centers, campuses, and urban environments where there are more potential users.

Typically low to moderate cost, requires one parking space per carsharing vehicle.

Education and Promotion

Educational and promotional events to encourage employees and their families to use alternative modes to travel to and from the workplace.

Encourages people to use already existing forms of alternative transportation, like carpooling, public transit, and active travel.

Encouraged for all environments where alternative forms of travel are available.

Typically low cost, requires development and execution of education and promotional programs.

Commuter Website/ Smartphone Application

A commuter website or downloadable smartphone app provides ride matching, route planning, and real-time transit and shuttle information.

Reduces vehicle trips by encouraging alternative modes of transportation, which reduces parking demand and improves peoples’ health.

Recommended for work places with high vehicle trip generations.

Typically low to moderate cost for website and/or app development.

Telecommuting/ Flexible Work Scheduling

Telecommuting allows people to work remotely via telecommunications.

Flexible work schedules allow people to set or modify their arrival and departure times which can alleviate some demand during typical peak travel periods.

Reduces trips made to the employer site and may provide the flexibility people need to use alternative modes of transportation.

Can be incorporated into a company’s policies to create more flexibility for employees.

Typically low cost, requires coordination of employers with employees.

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LOCAL AND REGIONAL TRANSPORTATION

Increase Transit Service Effectiveness and Frequency Transit service effectiveness and frequency generally depends on the reliability of service and headway, or average interval time between transit vehicles moving in the same direction. Effective transit is transit that travels fast, is reliable and is prioritized at intersections to reduce transit vehicle delay. The evaluation of this strategy is listed below. Increased transit service effectiveness and frequency can help attract new transit riders and reduce the proportion of trips that need to be taken by private automobiles. Increased transit service can be most effective in areas with less-reliable or frequent service or where transit demand is high. In general, transit service effectiveness and frequency enhancements score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

Low

Varies depending on project context

Low

High

Generally appropriate for areas with high transit demand, poor transit service, or low frequency.

A dedicated bus lane.

A bus bulb.

Potential transit service effectiveness and frequency enhancements are listed below. Many of these measures can be used in combination or conjunction with one another in order to reduce transit delay and improve transit service effectiveness.

Measure

Description

Benefits

Applications

Impacts/Constraints

Scheduling and Frequency

Scheduling and frequency involves the manipulation of service hours and headways, and arrival and departing timing of vehicles.

Regularized schedules and frequency adjustments can result in easy-toremember departure times, better coordination at transfer stations, and alignments with regularly scheduled activities.

Beneficial in areas with high bus or passenger volumes.

Typically moderate cost, may require additional studies to determine optimal schedule and frequency.

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LOCAL AND REGIONAL TRANSPORTATION

Increase Transit Service Effectiveness and Frequency Measure

Description

Benefits

Applications

Impacts/Constraints

Dedicated Bus Lanes

A dedicated bus lane is an exclusive lane restricted to buses.

Provides faster and more reliable bus travel by separating buses from mixed traffic.

Beneficial in areas with high bus or passenger volumes and where there is a significant delay of bus travel due to vehicular traffic.

Typically moderate to high cost, may require new right of way unless existing auto lane is converted to bus lane.

Transit Signal Priority (TSP)

TSP technology detects approaching transit vehicles to an intersection and holds green lights longer or shortens red lights.

Reduces delay at intersections and thus increase frequency and reliability throughout the transit network. Reduce fuel costs and greenhouse gas emissions.

Beneficial on corridors with highest ridership and substantial delay. TSP works more effectively with far-side stops.

Moderate cost, may require installation of new signal control equipment and communications technology.

Bus Bulbs

Bus bulbs are sidewalk extensions at the transit stop from the edge of the curb to the edge of the travel lane. Normally, a transit bulb replaces a portion of a parking lane.

Reduces delay by eliminating the need for buses to pull in and out of traffic. Provide larger space for transit stop amenities (i.e. bus shelters, wayfinding maps, landscaping). Reduce risk of traffic collisions and improve safety for riders as they no longer need to enter the street for boarding.

Effective for high-volume transit stops. Beneficial in areas where there are at least two travel lanes or areas with one travel lane and a parking lane. When appropriate, it is recommended to provide cutthrough lanes for cyclists.

Typically moderate cost, usually does not require new right-of-way.

Designs should address possible drainage issues and conflicts with bike lanes.

Real-Time Technology

Real-time technology shows riders the current location of transit vehicles and other related information (i.e. estimated arrival time).

Reduces rider uncertainty while waiting at a transit stop, which alleviates the perceived burden of waiting.

Appropriate for transit stops with relatively lower service frequency or higher ridership.

Implementation can either be physical bus finders at the stop or mobile device applications.

Moderate cost, may require installation of new communications technology and equipment.

Off-Vehicle Fare Payment

Off-vehicle payment systems allow riders to purchase tickets online through mobile payment or at a ticket vending machine at the transit stop before they board.

Reduces transit vehicle dwell time at transit stops. Make alldoor boarding possible, which further reduces travel time and increases frequency.

Appropriate on corridors with high ridership volumes.

Typically moderate cost, may sometimes require additional agency coordination and payment infrastructure.

Transit Smart Card and Mobile Fare Payment

A transit smart card is a fare medium which allows riders to deposit transit fares into a prepaid card ahead of time. Riders can use transit smart cards on multiple transit agencies, local and regional.

Mobile fare payment refers to smartphone-based payments such as Apple Pay or Android Pay so fares can be purchased in advance of boarding.

Reduces on-board fare processing time and promote seamless regional, inter-agency transfer.

Application requires user costs of smart cards, capital costs of card readers, and operations and maintenance costs.

Typically moderate cost for smart cards and mobile fare payment, may sometimes require additional agency coordination and payment infrastructure.

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LOCAL AND REGIONAL TRANSPORTATION

Increase Transit Service Effectiveness and Frequency Measure

Description

Benefits

Applications

Impacts/Constraints

Optimal Stop Location/ Spacing

Bus stop locations and the space between them can have a significant effect on transit service effectiveness and frequency.

Optimal bus stop spacing can ensure efficient coverage yet still keep a desired overall travel time through the corridor. Optimal stop location varies from street to street as each location type (near-side, far-side, and midblock) has its advantages and drawbacks.

When making decisions of bus stop locations and spacing, it is essential to consider the specific context of the street (i.e. traffic volume, signal phase, and passenger traffic generator) and the type of the transit line (i.e. express, rapid, or local).

Typically moderate cost, may require additional studies to determine optimal stop configuration.

Bicycle Storage at Transit Stops or on Transit

Bicycle storage facilities at transit stops can range from bike racks to bike lockers. Bicycle storage facilities on transit can be mounted bike racks inside or outside the vehicle.

While transit is effective for moderate or long distance travel, bicycles can effectively cover the first/last-mile travel of a transit trip. Safe and adequate bicycle storage facilities make bike/ transit integration possible.

Appropriate for moderate- and long-distance transit routes in areas with high cycling activity.

Low to moderate cost, may be possible to locate within existing station area or installed on existing transit.

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LOCAL AND REGIONAL TRANSPORTATION

New Express Transit Service Express service refers to bus or light rail service that is intended to run faster compared to normal service. This is made possible by stopping less frequently along the route and/or taking quicker routes. There are several common types of express transit service: ▪▪ Commuter express service typically runs over longer distances during commute periods and provides direct access to employment centers.

▪▪ Rapid bus service runs along high ridership corridors with limited stops, which generally are only at high-ridership locations or city centers.

▪▪ Bus Rapid Transit, or BRT, service typically includes high-frequency service running in dedicated lanes using specialized high-capacity transit vehicles.

By increasing the average speed and reducing transit travel time, express transit service has proved to be an effective strategy for incentivizing transit use among users. Express transit service can also be effective at serving longer distance travel between cities along a freeway or highway corridor. Express transit services have been implemented by transit agencies throughout California, such as VTA, Caltrain, LA Metro, AC Transit, and San Diego Metropolitan Transit System.

The evaluation of this strategy is listed below. In general, express transit service scores well in several categories and is considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

Medium

Varies depending on project context

Low

High

Beneficial in areas with high bus or passenger volumes and where there is a significant delay of bus travel due to vehicular traffic.

An express bus.

On-freeway bus stop.

Potential express transit service strategies are listed in the next page. Many of these improvements can be used in combination or in conjunction with one another in order to successfully implement express transit services to serve peoples’ mobility needs.

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LOCAL AND REGIONAL TRANSPORTATION

New Express Transit Service Measure

Description

Benefits

Applications

Impacts/Constraints

Express Transit Service Study

Express transit service studies assess the potential market for new express transit service.

Assessment can include, but is not limited to, service area density, travel demand/pattern, and on-board transit rider survey.

Comprehensive analysis of the current service gap and the potential market for express service set the foundation for successful express transit service plan in the long term.

Appropriate for the initial planning of the new express transit service.

Typically low to moderate cost, may sometimes require additional research to determine feasibility.

Marketing

Marketing efforts would inform potential riders about the new express transit service through advertisements or promotions.

This can also be used in combination of new branding and/or slogan.

Marketing increases awareness and encourages engagement among potential riders. A large number of transit riders ensures the efficiency of the express transit service, which is essential in successfully serving the people’s mobility needs.

Necessary for new express transit services. Marketing strategies can vary based on need and budget.

Costs vary depending on type of program, limited to resources available for marketing development and deployment.

Biannual Service Monitoring and Community Outreach Program

Service monitoring and community outreach programs track the new express service and to obtain community feedback on a regular basis.

This program can increase the efficiency of the new express transit service through monitoring and community feedback over time.

Necessary for new express transit services. Monitoring and outreach strategies can vary based on need and budget.

Typically low cost, limited to resources available for community outreach.

Dedicated Bus Lanes

Dedicated bus lanes separate busses from mixed traffic.

Provides faster and more reliable bus travel, which encourages more users.

Beneficial in areas with high bus or passenger volumes and where there is a significant delay of bus travel due to vehicular traffic.

Typically moderate to high cost, may require new right of way unless existing auto lane is converted to bus lane.

Transit Signal Priority (TSP)

TSP technology detects approaching transit vehicles to an intersection and holds green lights longer or shortens red lights.

Reduces delay at intersections and thus increase frequency and reliability throughout the transit network. Reduces fuel costs and greenhouse gas emissions.

Beneficial on corridors with substantial delay and for allowing express buses to easily enter and exit highway and freeway corridors at interchanges.

Moderate cost, may require installation of new signal control equipment and communications technology.

Real-Time Transit Location Website and Application

Real-time transit location website and application is a publicly accessible website or free smart phone application (app) that provides location information about express transit vehicles.

The provision of real-time app enables transit riders to plan their trips with greater confidence.

Studies showed improvements in both the overall satisfaction and ridership once the website/app becomes available.

Appropriate for all new express services.

Recommended integration with other connecting transit routes.

Low to moderate cost, may require installation of new communications technology and equipment if not already existing.

Transit Stop Upgrades

Transit stop upgrades include shelters, benches, route signs, passenger information displays, complementary Wi-Fi hot spot, and lighting.

Enhances rider experience, increases overall satisfaction, and encourages the use of express transit services.

Beneficial along express routes. Detailed upgrades can vary based on need and budget.

Costs vary depending on type of treatment, may require new infrastructure.

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New Express Transit Service Measure

Description

Benefits

Applications

Impacts/Constraints

Transit Vehicle Upgrades

Transit vehicle upgrades include lower emission vehicle fleets, level platform access, greater security, complimentary Wi-Fi, cell phone service, charging outlets, and more.

Provides riders with better experience, enhance overall service quality, increase service satisfaction, and thus encourage the use of express transit services.

Applicable to all new express service. Beneficial especially with new brand marketing for transit revitalization.

Typically moderate to high cost, may require new infrastructure, maintenance, and training.

Off-Vehicle Fare Payment System

Off-vehicle fare payment systems allow transit riders to purchase transit tickets before boarding the vehicle.

Streamlines the ticketing procedure, thus facilitates boarding process, which results in reduced boarding time.

Most cost-effective at stations where the boarding demand is high.

Typically moderate cost, may sometimes require additional agency coordination and payment infrastructure.

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New On-Demand Transit Service On-demand transit services, sometimes referred to as demand-responive transit, dial-a-ride transit, or flexible transport services, is a form of public transport offering flexible routing and scheduling of small/medium sized vehicles operating between origins and destinations according to passenger needs. Private transit services, like Chariot in San Francisco, have recently started becoming available. In other locations Transportation Network Companies (TNCs) such as Uber and Lyft have contracted with local transit providers to provide on-demand service in low density areas or as a first/last mile connection to a regional transit station. On-demand transit can be used to serve areas with low passenger demand or where providing fixed-route transit service is inefficient or cost prohibitive.

The evaluation of this strategy is listed below. In general, new on-demand transit service measures score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

Medium

Varies depending on project context

Low

Medium

On-demand transit services generally serve areas with low passenger demand, such as rural areas, or as a first/last mile connection to regional transit stations.

On-demand transit bus/shuttle.

Private transit service.

Potential on-demand transit service measures are listed below. Many of these measures can be used in combination or in conjunction with one another in order to provide a successful on-demand transit service to serve people’s mobility needs.

Measure

Description

Benefits

Applications

Impacts/Constraints

Transit Service/ Coverage Area Study

Transit service/coverage area studies assess the potential market for on-demand transit service. Assessment can include, but is not limited to, service area density, travel demand/pattern, gaps in current fixed route transit system, and population needs (i.e. special care or premium service).

Comprehensive analysis of a potential service area sets the foundation for successful on-demand transit systems in the long term. For instance, density ensures economies of scale and promotes efficiency when matching up passengers to similar destinations.

Appropriate for the initial planning of the on-demand transit service area.

Typically moderate cost, may sometimes require additional research to determine feasibility.

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New On-Demand Transit Service Measure

Description

Benefits

Applications

Impacts/Constraints

Transit Service/ Coverage Area Study

Transit service/coverage area studies assess the potential market for on-demand transit service.

Assessment can include, but is not limited to, service area density, travel demand/pattern, gaps in current fixed route transit system, and population needs (i.e. special care or premium service).

Comprehensive analysis of a potential service area sets the foundation for successful on-demand transit systems in the long term. For instance, density ensures economies of scale and promotes efficiency when matching up passengers to similar destinations.

Appropriate for the initial planning of the on-demand transit service area.

Typically moderate cost, may sometimes require additional research to determine feasibility.

Integrated Service Network

An integrated service network is an on-demand transit service that complements the current fixed route transit system. It can be provided through a local transit agency or contracted through a private provider such as Chariot, Uber, or Lyft.

Serves as a first/last mile solution to bridge the accessibility gap and expand the transit network. Minimizes service duplication and increase efficiency.

Meet people’s diverse travel needs.

Beneficial if there are substantial gaps in the existing fixed route transit system.

Moderate cost, may require cross-agency coordination.

May also require development of partnership and funding agreement with a Transportation Network Company or private transit service provider.

Integrated Ticketing

Integrated ticketing is a technology that allows transit riders to board different transit modes across agencies using a single ticket or fare medium (i.e. smart cards, smart phones).

Improves overall efficiency and quality of on-demand transit service and its connection to fixed route transit system. Promotes seamless transfer and reduce transfer delay.

Application requires a high level of cooperation among transit agencies/operators.

Beneficial for areas envisioning an integrated on-demand and fixed route transit network.

Typically moderate to high cost, may sometimes require additional agency coordination and infrastructure.

On-Board Amenities

On-board amenities can include, but is not limited to, complimentary Wi-Fi or charging outlets.

Increases on-demand transit attractiveness, enhances transit service quality, and improves rider experience.

Beneficial for all ondemand transit services.

Typically moderate to high cost, may require new infrastructure, maintenance, and training.

PublicPrivate Partnership

Through cooperation, the public sector and the private sector share certain assets/skills to provide a public service. The private sector can provide technology, algorithm, and marketing support; the public sector can provide transit vehicles and operators.

Supplements limited public sector capacities. Provides more efficient on-demand transit service with private sector technology support while maintaining public oversight. Enhances the economics of on-demand transit service model.

Beneficial for new ondemand transit services, or for operators who want to increase cost efficiency and expand new services.

Appropriateness depends on context. Risk/benefit analysis is often needed to determine appropriateness.

Typically moderate cost, may sometimes require additional agency coordination. Requires development of funding agreement for private sector services or operations.

Marketing

Marketing effects inform potential riders about the new ondemand transit service through advertisements or promotions.

Increases awareness and encourage engagement among potential riders.

A large number of transit riders ensures the economies of scale of the on-demand transit service, which is essential in matching riders costeffectively to destinations.

Necessary for new ondemand transit services.

Marketing strategies can vary based on need and budget.

Typically low cost, requires development of informational programs and marketing initiatives (both traditional and through social media).

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New On-Demand Transit Service Measure

Description

Benefits

Applications

Impacts/Constraints

Equitable Access

By providing service in previously unserved areas, on-demand transit service can ensure more equitable access for all riders, especially for those with disabilities. Telephone scheduling can ensure equitable access for those with no access to smartphones or Internet.

Enhances mobility and accessibility for all people in the service area. Increases overall transit ridership.

Beneficial transit service providers aiming for an equitable public transit system.

Costs vary depending on population distributions.

Additional studies may be required to further understand population distributions and needs.

Pilot Program

A pilot program is a short-term, experimental on-demand transit service on a smaller scale.

Informs transit services providers of how the actual service might work in practice. Provides them the opportunity to fix problems (if any) and implement improvements before the launch of the actual long-term service.

Beneficial for new ondemand transit services, especially if there are known uncertainties about the actual long-term implementation.

Typically low to moderate cost, may require additional research to determine results of pilot program.

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Signal Coordination with Transit Priority Signal coordination with transit priority includes a set of operational improvements that use technology and roadway design to reduce dwell time for transit vehicles at traffic signals. Signal coordination with transit priority is recognized as having the potential to improve performance for transit vehicles, thus improving schedule reliability, reducing operating costs, and increasing ridership. As a supportive strategy, dedicated bus lanes, which are exclusive lanes restricted primarily to buses, provide faster, more reliable, and predictable bus travel between signals. The evaluation of this strategy is listed below. In general, signal coordination strategies with transit priority score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

Medium

Low

Medium

Low

High

Generally appropriate for intersections that are in close proximity to each other with high traffic volumes and high transit demand.

Dedicated bus lane.

Far-side bus stop.

Potential signal coordination with transit priority measures are listed below. Many of these measures can be used in combination or in conjunction with one another in order to support or measure signal coordination.

Measure

Description

Benefits

Applications

Impacts/Constraints

Passive Transit Signal Priority

Passive transit signal priority is a technology with pre-developed traffic signal timing plan that takes into account the slower travel speed of transit vehicles along a corridor.

Reduces transit delay by allowing more transit vehicles to arrive at intersections during a green signal phase.

Appropriate for corridors with relatively predictable and stable transit vehicle operations.

Low to moderate cost, typically integrates with existing signal infrastructure but may require some equipment upgrades.

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Signal Coordination with Transit Priority Measure

Description

Benefits

Applications

Impacts/Constraints

Active/Intelligent Transit Signal Priority

Active/intelligent transit signal priority is a technology that allows two-way communication between transit vehicles and traffic signals.

Takes into account not only the real-time transit vehicle locations but also external factors (i.e. ridership, traffic conditions, transit on-time performance) when prioritizing signal phases. Minimizes unnecessary delay on non-transit vehicles and total passenger delay across all modes.

Appropriate for corridors with significant transit delay and high transit demand, especially on corridors with high side-street traffic volumes and unpredictable transit operations.

Moderate cost, may require installation of new communications infrastructure.

Queue Jumper

Queue jumpers are roadway geometries (one additional transit only lane on the approach to a signalized intersection) that allows transit vehicles to bypass mixed traffic queues at signalized intersections.

Reduces delay and increases transit efficiency by providing transit vehicles with an early or extended green light at signalized intersections.

Only beneficial for corridors with known traffic congestion and low/ moderate volumes of right turning traffic.

Typically moderate cost, may sometimes require additional right-of-way.

Cycle Length Evaluation

Cycle length refers to the time required for a complete sequence of signal phases at an intersection. Cycle lengths are evaluated to see if signals at coordinated intersections are in proper working order along a bus corridor.

Potential to improve level-ofservice for buses at specific intersections or along a corridor.

Recommended for coordinated signals along a bus route or corridor.

Costs vary depending on size of evaluation, may require targeted operations analysis.

Hourly Flow Rate Evaluation

Hourly flow rates are a measure of traffic volume in terms of vehicles per hour, which can be used to improve signal timing and coordination along a corridor.

When used correctly, intersection peak volumes and flow rates can be used to improve signal timing and coordination along a corridor.

Appropriate for signal timing evaluation for coordinated signals.

Costs vary depending on size of evaluation, may require expert analysis.

Far-Side Bus Stops

Far-side transit stops are stations located immediately after the intersection, which allows vehicles to pass through an intersection before stopping.

Facilitates bus reentry into traffic stream, which improves predictability of bus travel times between signals. This provides an advantage for transit signal priority technology.

Appropriate for corridors with transit signal priority technology and low to moderate transit volumes.

Queuing transit vehicles can block the intersection.

Typically moderate cost, may sometimes require additional right-of-way.

Adaptive Signal Timing

Adaptive signal timing is a specialized form of signal timing that dynamically adjusts signal cycles and phasing in response to real-time traffic conditions. It can be used on heavily traveled corridors to reduce delays for all modes, including transit.

Adaptive signal timing can reduce levels of congestion along a major street corridor, which benefits private automobiles and transit.

Appropriate for corridors with high levels of congestion and moderate transit volumes.

Moderate cost, may require installation of new communications infrastructure.

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Develop Transit Streets And Corridors Transit streets are streets and corridors that emphasize the use of transit through their design and function. Transit streets can support effective transit service by prioritizing design features that improve the speed, reliability and attractiveness of transit along a corridor. Transit streets are “complete streets� in that they are well-designed to accommodate travel by all modes. They can also be centers of activity that bring people together around stations and stops, as well as providing access to local and regional destinations.

The evaluation of this strategy is listed below. Transit streets are generally more appropriate where high frequency transit exists, but they may also be considered in planned or potential opportunity areas that could support higher levels of transit service in the future. Transit streets score well in several categories and are considered highly applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

High

High

Varies depending on project context

Low

Moderate

Generally appropriate for areas with poor facilities and/or high bus ridership demand.

Example of well-designed transit street (Source: NACTO)

Bus stop adjacent to bicycle lane

Potential transit street features and associated improvements are listed below. Many measures can be used in combination with one another in order to improve transit service along a corridor, and they also fit well in transportation strategies like Local Mobility Hubs and Upgraded Bus Stops.

Measure

Description

Benefits

Applications

Impacts/Constraints

Dedicated Bus Lanes

A dedicated bus lane is an exclusive lane restricted to buses.

Provides faster and more reliable bus travel by separating buses from mixed traffic.

Beneficial in areas with high bus or passenger volumes and where there is a significant delay of bus travel due to vehicular traffic.

Typically moderate to high cost, may require new right-of-way unless existing auto lane is converted to bus lane.

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Develop Transit Streets And Corridors Measure

Description

Benefits

Applications

Impacts/Constraints

Transit Signal Priority (TSP)

TSP technology detects approaching transit vehicles to an intersection and holds green lights longer or shortens red lights.

Reduces delay at intersections and thus increase frequency and reliability throughout the transit network.

Reduces fuel costs and greenhouse gas emissions.

Beneficial on corridors with highest ridership and substantial delay. TSP works more effectively with far-side stops.

Moderate cost, may require installation of new signal control equipment and communications technology.

Bus Bulbs

TSP technology detects approaching transit vehicles to an intersection and holds green lights longer or shortens red lights.

Reduces delay by eliminating the need for buses to pull in and out of traffic.

Provide larger space for transit stop amenities (i.e. bus shelters, wayfinding maps, landscaping). Reduce risk of traffic collisions and improve safety for riders as they no longer need to enter the street for boarding.

Effective for high-volume transit stops. Beneficial in areas where there are at least two travel lanes or areas with one travel lane and a parking lane. When appropriate, it is recommended to provide cutthrough lanes for cyclists.

Typically moderate cost, usually does not require new right-ofway. Designs should address possible drainage issues and conflicts with bike lanes.

Real-Time Technology

Real-time technology shows riders the current location of transit vehicles and other related information (i.e. estimated arrival time).

Reduces rider uncertainty while waiting at a transit stop, which alleviates the perceived burden of waiting.

Appropriate for transit stops with relatively lower service frequency or higher ridership. Implementation can either be physical bus finders at the stop or mobile-device applications.

Moderate cost, may require installation of new communications technology and equipment.

Transit Stop Upgrades

Transit stop upgrades include shelters, benches, route signs, passenger information displays, complementary Wi-Fi hotspot, and lighting.

Enhances rider experience, increases overall satisfaction, and encourages the use of transit.

Beneficial along transit corridors, especially along corridors planned for new land use growth or other increases in activity.

Costs vary depending on type of treatment, may require new infrastructure.

Optimal Stop Location/ Spacing

Bus stop locations and the space between them can have a significant effect on transit service quality and frequency.

Optimal bus stop spacing can ensure efficient coverage yet still keep a desired overall travel time through the corridor. Optimal stop location varies from street to street as each location type (near-side, far-side, and mid-block) has its advantages and drawbacks.

When making decisions of bus stop locations and spacing, it is essential to consider the specific context of the street (i.e. traffic volume, signal phase, and passenger traffic generator) and the type of the transit line (i.e. express, rapid, or local).

Typically moderate cost, may require additional studies to determine optimal stop configuration.

Bicycle Storage at Transit Stops or on Transit

Bicycle storage facilities at transit stops can range from bike racks to bike lockers. Bicycle storage facilities on transit can be mounted bike racks inside or outside the vehicle.

While transit is effective for moderate or long distance travel, bicycles can effectively cover the first/last mile travel of a transit trip. Safe and adequate bicycle storage facilities make bike/transit integration possible.

Appropriate for moderate- and longdistance transit routes in areas with high cycling activity.

Low to moderate cost, may be possible to locate within existing station area or installed on existing transit.

Bicycle and Pedestrian Accessibility Improvements

Bicycle and pedestrian connection enhancements such as bike lanes, intersection treatments, and signals.

Make biking and walking safer to transit riders. Minimize auto travel along transit corridors by reducing demand or encouraging the use of other routes.

Encourage street level activities and business along transit corridors.

Appropriate for areas with poor pedestrian and cyclist accessibility and potential for redevelopment.

Pedestrian accessibility is essential for primary and secondary zones of the local mobility hub. Bicycle accessibility is essential for the tertiary zone and beyond.

Typically moderate cost, may sometimes require additional right-of-way depending on treatment type.

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Upgrade Bus Stops The evaluation of this strategy is listed below. Upgraded bus stops can help improve the appearance and function of transit stops, making transit service more visible and convenient to use. Bus stop upgrades are appropriate where substandard facilities exist or where bus transit demand is high. In general, bus stop enhancements score well in several categories and are considered widely applicable as an SCS implementation strategy.

Job Accessibility

Multimodal Safety

Low Income Access to Transit

Pedestrian Connectivity

GHG Reduction

Notes

Low to Medium

High

Low

Low to Medium

Low

Generally appropriate for areas with poor facilities and/or high bus ridership demand.

A bus shelter.

A bus “bulbout� where the curb is extended to provide more passenger waiting space.

Potential bus stop upgrades are listed below. Many of these upgrades can be used in combination or conjunction with one another in order to improve existing bus stop facilities.

Measure

Description

Benefits

Applications

Impacts/Constraints

Pedestrian Access

Pedestrian access provides defined and direct route to and from the bus stop.

Provides a safe, accessible, and ADA-compliant route to and from the bus stop.

Recommended coordination with commercial development and/or residential development surrounding the bus stop.

Typically low cost, may sometimes require coordination and separation between modes, and additional right-of-way.

Waiting or Accessory Pads

Waiting or accessory pads are paved areas at a bus stop that can provide riders with amenities such as benches, shelters, bike racks or trash receptacles, and may also be built as a bus bulb or curb extension.

Provides the space needed to locate amenities for bus riders.

Waiting pads are generally separated from the sidewalk to preserve pedestrian flow.

Transit agencies usually have one or two accessory pad variations depending on different configurations and accessories that may be installed.

Typically moderate to high cost, may sometimes require additional rightof-way.

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Upgrade Bus Stops Measure

Description

Benefits

Applications

Impacts/Constraints

Shelters

Shelters, ranging from rudimentary to sophisticated, are structures over designated waiting areas for bus users.

Shelters may have a full or partial roof, supported by two, three or four sided construction.

Shelters provide users with protection from the elements while waiting for a bus.

Recommended at bus stops with a high estimated number of passengers, in most instances.

Typically low to moderate cost, usually possible to fit within existing rightof-way.

Benches

Benches are seating areas for people who are waiting for a bus.

Provides comfort and convenience at bus stops.

Recommended at bus stops Typically low cost, usually with high ridership figures, possible to fit within long headways, frequent existing right-of-way. usage by elderly people or people with disabilities, and/ or evidence that riders are sitting or standing on nearby land or structures.

Route and Passenger Information

Route and passenger information are signs used by transit agencies to generally display logos, route numbers available at the stop, type of route (local or express), and destination.

Real time passenger information displays also show the expected arrival time of transit vehicles.

Provides riders the most updated or real time information on routes and schedules.

Should be made available at all bus stops. Real time information is appropriate at high ridership bus stops.

Typically low cost, usually possible to include within existing bus stop facilities.

Optimal Stop Location/Spacing

Bus stop locations and the space between them can have a significant effect on transit service quality and frequency.

By optimizing bus stop spacing, transit service can be made more accessible and reliable.

Optimal bus stop spacing can ensure efficient coverage yet still keep a desired overall travel time through the corridor. Optimal stop location varies from street to street as each location type (near-side, far-side, and mid-block) has its advantages and drawbacks.

Recommended on routes with irregular stop spacing or where reliability is low.

When making decisions of bus stop locations and spacing, it is important to consider effects on traffic signal operations and access to nearby land uses.

Typically moderate cost, may require additional studies to determine optimal stop configuration.

Bicycle Storage Facilities

Bicycle storage facilities include bike racks and bike lockers.

Discourages bicycle riders from locking bikes onto bus facilities or on adjacent property, and can reduce amount of visual clutter at a stop by confining bikes to one area.

Best at bus stops when demand warrants, which is primarily at major suburban stops.

Typically low to moderate cost, usually possible to fit within existing rightof-way.

Lighting

Lighting may be direct, specifically installed at the bus stop, or indirect, located near the bus stop, such as street lights.

Improves perception of safety and security at a bus stop, as well as discouraging use of the bus stop by non-bus riders.

Particularly important where users may arrive and return to the bus stop in darkness during the winter season.

Typically low to moderate cost, usually possible to fit within existing rightof-way.