Title:Genentech – رفت و آمد شما آسان تر شد

۲۰۱۲-۰۴-۲۰ ارائه دهندگان: جسیکا تر شور، دانیل مک کوی و ناتان بایرلی این وب کست فقط برای مشاهده در دسترس است، برای اعتبارات AICP CM قابل استفاده نیست. برنامه حمل و نقل کارکنان Genentech، gRide، خدمات و مشوق‌های انعطاف‌پذیر و راحت را به کارکنان ارائه می‌دهد که برای پشتیبانی از رفت‌وآمد با روش‌های دیگری به جز رانندگی به تنهایی طراحی شده‌اند. این برنامه چند وجهی شامل مشوق های نقدی، برنامه BikeShare و ناوگانی متشکل از بیش از ۵۰ اتوبوس موتوری و شاتل درون دانشگاهی است. سال گذشته برنامه gRide بیش از ۲۰ میلیون مایل وسیله نقلیه را در جاده های منطقه خلیج سانفرانسیسکو طی کرد و بیش از ۱۴ میلیون پوند CO2 را از جو حذف کرد. این برنامه علاوه بر کاهش انتشار VMT و GHG، زمان، هزینه و استرس کارکنان را که برای رفت و آمد صرف می کنند به میزان قابل توجهی کاهش داده است. این جلسه به جامعه APA اطلاع خواهد داد که چگونه این برنامه از شروع آن با تصویب طرح جامع در سال ۲۰۰۶ تا موفقیت امروزی در کاهش نرخ رانندگی به تنهایی کارمندان پیشرفت کرده است.

قسمتي از متن فيلم: Fri april twentieth we will have our presentation on Genentech your commute just became easier given by Jessica to shore dan McCoy and Nate by early hi everyone for help during today’s webcast please feel free to type your questions in the chat box found in the webinar

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Slash cm select today’s date which is Friday April twentieth and then select today’s webcast which is Genentech your commute just became easier this webcast is available for one and a half cm credits we are also recording today’s webcast and will be available along with a PDF of the presentation at wwu ta PA

Org slash webcast archive at this time I would like to introduce our moderator for today who will introduce our speakers that’s Matt who know right narayanasamy Thank You Brittany this is module not Anna saw me from CDM Smith I’ll be the mortars for the session and

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Website today we will be talking about genetec your commute become just become faster we have three speakers today and the speakers or Jessica sure from she is a principal at Nelson I got consulting associates she says kill transportation planner mainly specializing in assisting public and private clients to reduce

Trip generation pocket demand and greenhouse emissions by encouraging various sustainable transportation practices Jessica had been the lead transportation planner on several campus and medical center must plan projects most recently in the later stages of San Francisco State University master plan development as well as her ongoing involvement in gene types Jessica

Received master’s degree in environmental science & F science at Lund University Sweden and we have Daniel McCoy he is the associate director of Transportation as a gene tech dan has worked in the commute benefits field for over 20 years and has over the years consulted for many Bay

Area cities and firms including Sun Microsystems and Pixar Animation to use he is developing commute benefit and related transportation services and systems dan currently participates on several committees and boats addressing traffic conditions and air quality issues then Rose received the degrees in business economics and environmental trees from UC Santa Barbara and thus

Because Nathan by early here’s the g-ride outreach manager at genetec and has been with gene text employee transportation group for last four years prior to that he spent five years with gene takes facilities planning group where he was involved in gene tex transportation and facilities master plan he graduated from oregon state

University in 1996 with a bachelor’s degree in housing design and is currently working on an NBA with emphasis on marketing at golden gate university so now i will let Jessica to start the presentation on the green tag it’s great to be here today we’ve really looked forward to making this

Presentation I’ve worked with Dan and Nate over the last several years in figuring out how to continue improving their TDM program and they’ve done an amazing job and I’m really looking forward to having it presented today today we’ll be talking about what TDM is of why an employer to the M program is

Important and what general programs and outcomes can be and then we’ll go into the genentech program where Nate and Dan and I will be talking about the master plan the actual gdm program as it stands today some information on the monitoring system and also how the monitoring system has helped them help Genentech

Look at their at the impact of the TDM program and we’ll also discuss next step but before before we do that I just want to see if we can do a first haul how did you let’s see get to work today and if your many people in the office do have quick show

Of hands to give us how you got to work today so we have about thirty percent voted and driving alone is a tendon here so right now we’re looking at sixty-four percent driving alone thirteen percent taking transit thirteen percent telecommuting or other and biking and walking is getting up to about seven

Percent here and four percent carpools and I think this is a fairly typical mode split a drive alone is actually fairly low i would say so it’s good we have a good set of organizations participated in participating in the webinar today okay so i will start with some background information on PDM and

First of all what is TDM so we’re talking about transportation demand management and using strategies that more efficiently use our existing transportation resources so we don’t need to continue building our way out of our congestion problems TDM emphasizes the movement of people and goods and not necessarily just focusing on the

Vehicular or car movements it prioritizes efficient mode such as walking and biking and ride sharing and it prioritizes travel based on value and the cost of each trip and why would we establish an employer TDM program TDM programs are often criticized for being too modest in scale to actually have an

Impact on travel patterns and this is often because we have limited political institutional or community acceptance and also finances that employers may have difficulties finding resources to invest in TDM programs but at the employer level a comprehensive PDM program can yield cumulative and synergistic benefits that lead to more

Significant outcomes and for employees it’s a lot about the quality of life and having the TDM programs be part of the commuter benefits or sorry the employee benefits program it provides cost savings to our consumers and not only to car drivers to other modes as well and it provides our employees with travel

Options for employers there are significant road and parking facility cost savings that can be made as also a crash cost savings and accident reduction if you have a big campus for instance that’s a big issue and you have a more efficient land use and for the Society of the biggest one is pollution

And congestion reduction one thing that influences how successful epdm program can be our parking requirements and we have them all over minimum parking requirements and a typical requirement for an office is three to four spaces per thousand square feet of office and that’s a conventional measure but it’s

Not related to actual demand if we look at ite parking generation manual the average occupancy rate is 2.5 spaces per thousand square feet rather than four spaces so we could do a lot by reducing the minimum parking requirements so minimum parking requirements result in free often in free commuter parking very

Little or no incentive to carpool walk bike and taking transit it also often facilitates on moco walls landscape with buildings in a sea of parking which further encourages a high drive alone race there’s a reinforcing loop and this reduces the demand for white bike lanes and sidewalks and transit and

Increases the street with and parking needs and provides very little room for bikes pets and transit lanes so it’s important to connect the parking management to the PDM program because it’s hard to make a TDM program successful if you have too much parking available parking isn’t free this is the

The top level of a parking structure and we’re using twenty five thousand dollars per space in just construction costs here and this is typical value the construction cost varies depending on type of facility surface lot starts a 5,000 per space about Graham structure 25,000 and up towards a hundred thousand

Dollars per space below ground 35,000 and upwards Genentech’s construction costs are for surface lots about 10,000 for space and above-ground structure thirty-five thousand dollars per space but then we don’t only have construction costs that we need to think about we also have land costs and operating and

Maintenance costs if you’re in an in a suburban location in a surface log it it may be fairly inexpensive say eighty dollars per month to cover the costs associated with parking but if you’re in a central business district and a downtown just the land costs in itself

It’s very very high because you have high land club and very low utilization of the space so and then you have a construction costs and the OEM on top of that so that brings the two say three hundred dollars a month which is ten dollars a day of her parking space just

To cover the cost of that parking space and the same roughly the same cost if you have a central business district parking structure these values are rough but they give a picture of how much it actually costs per month to provide part general TDE out TDM outcomes if this is

An interesting slide is a little bit hard to explain we have several objectives so for instance congestion reduction road and parking savings consumer savings transport choice road safety environmental protection efficient land use and canary livability and if we continue to widen highways the only thing we do is report but if you

Know we potentially reduce congestion but within a few years latent demand will have in most cases eat enough this increased capacity so it’s a short-term fix with fuel efficiency standards it has a positive impact on Environmental Protection but it doesn’t do much on congestion reduction road and parking

Savings road safety and efficient land use we still have the vehicle but they’re more efficient when it comes to GHG emissions TDM programs on the other hand can have positive impact on all of these objectives so that’s a big takeaway from this so general TDM programs that we typically use can be

Divided into carrot programs mixed programs and thick programs and the carrot programs are Francis our transit and shuttle improvements pedestrian recycling facilities bike parking shower locker facilities alternative work schedules and the list goes on in the mixed message or mixed strategy we have parking management traffic calming which

Some people don’t some groups of people don’t prefer and in the six category we have parking pricing for instance and road pricing and with that I would like to see if we can do our second poem thus your organization provides free parking and right now forty percent voted and

Seventy percent yes see I’m going to give it a couple of seconds yeah a respite yeah roughly seventy percent say the 75 70 75 percent say that there’s free parking at their organization and I think that’s also very typical and its more common that you if you’re in a big

City in downtown that you don’t have free parking and it may not even be any parking there may not even be any parking in the building so but if you come out to a further out in the suburbs and more rural areas they’re usually very very much available parking and now

I’m going to hand over to nate to talk about the mattapan effort thanks Jessica so just a friend everyone the map that we’re showing is the San Francisco Bay Area the red dot down in the center of the map as with genentech is at will located on the southeast end of the san

Francisco peninsula right above the san francisco airport and so this is just an aerial shot to kind of use the area that we’re in we’re in an industrial area within what’s considered the east of 101 area south san francisco is to the west of us and then to the north of san

Francisco and so this next map that i’m showing shows the east of 101 area so that’s the big industrial zoned area zoned for new residential the city of san francisco’s to the west side of 101 like i mentioned the orange that showing up on the map is the RNG overlay zone

Which is what Genentech has and that’s the 10-year master plan that we currently are in it was that first originally adopted in 1995 went through 1995 to 2005 we updated it in two thousand six so we’re in about the sixth year of it at this point so in 2006 you

Can see a campus here on orange we’re about 2.8 million square feet and about six points or sixty five hundred employees on 125 acres and when we updated the master plan be updated it for six million square feet with 15,000 employees and 200 acres for the next

Fight i’m going to show you chose the genentech campus with auto lease properties as well so we leave quite a bit of office space at the gateway campus which is in the top left corner of the slide as well as in what we call the south campus on the bottom right

Corner of the slide and then also you’ll see the hash area kind of in the center of the slide and that chose our expansion area that we added to the master plan when we updated in 2006 they’ll talk a little bit more about the neighborhood’s as we get into the next

Couple slides so as I mentioned we look at the campus in terms of neighborhoods the green on the lower campus is what we consider our manufacturing area and that’s a fairly heavy density a large building down in that area the center of the slide we’re going to show the upper

Campus which is mainly our corporate center so that is office is used corporate function the big campus is a big research complex it’s about a million square feet of biotech lab space and in the south campus is both biotech as well as small molecules research and legs I’ve mentioned the West Campus is

More warehouse space of to be develops going forward so just a couple quick slides on our public amenities and the other parts of our master plan that we looked at this slide shows our public amenities as well as our or the Greenway connections actually come up in the next

Slide the green to the left the right of the slide is actually a Bay Trail connection and I’ll talk a little bit more about that you see grandview which is kind of the main artery through our campus and then the orange which is sort of the very northern boundary of our

Campus nate I’m could you make sure that you’re speaking up and into the mic some people are having a little bit of trouble hearing you oh sorry about that is that better I think so oh so the audience it may be the phone connections so you might want if you’re listening to

Him over are your speakers if you switch over to a phone that might help for the audience okay great i’ll try and speak up a little bit too and see if that helps so this slide actually shows the open space and as i mentioned on the the right of

The slide you’ll see the bay trail connection and then we have a lot of internal circulations which they’re going to come up on the next slide as well but the campus was really tried planned with really great open space and green spaces and as we see on the next

Slide we scare pedestrians networks as well as street networks we really try and provide a lot of internal circulation pass for our employees like i mentioned a bay trail on the far right of the slide and then you’ll see the kind of the khaki color loops that go

Through the campus which are our internal circulation those are great for both pedestrian as well as a bike share program and then if we look at parking parking has been looked at a couple different ways on our campus and what we finally settled on for the master plan

Was a neighborhood parking scheme where each neighborhood basically self parks itself so you look at the West Campus there’s a parking structure plan kind of in the middle of the West Campus upper campus with the same thing we really wanted each neighborhood to be blonde self parts we’ve listed a couple

Different schemes originally we were looking at more of a university style where there’s perimeter parking and there’s not really any cars allowed in the campus itself and we really realized that that was not for our employees are really effective methods we went with this neighborhood parking scheme then if

We look at her negotiated parking ratios so as Jessica mentioned you know they’re typically three to four parking spaces per thousand gross four feet of area south san francisco you see sometimes I as high as four point five parking stalls 4,000 were sweet of a sore throat

Support feet of area and so we were able to negotiate our parking ratios down based on a TDM program again it’s going to talk about a little bit later so for office we’ve negotiated them down to about 2.75 lab about 1.4 manufacturing about point 9 and warehouse about point

۵ and so right now we’re looking at we probably have a blended ratio about 1.75 stalls 40 thousand square feet which is pretty significantly than what the city of South San Francisco would have required had we not done a master plan with the associated gdm component so the outcomes of the

Master plan where we were required to continue providing all of our basic TDM programs they also wanted us to implement some sort of a parking cash out or incentive program at the end of that during their period monitoring would be performed and we needed to be it at least thirty percent mode shifts

As I mentioned the monitoring is every three years and then if we didn’t meet the thirty percent mode shift for the three-year period apply would be implemented and the proceeds from that fine would actually come back into our TDM program to beef it up a little bit

That was the way the code is written so then if we start looking at parking cash out for our campus it wasn’t really feasible to charge for parking our driveways and the way our campus was designed it wasn’t designed with long enough drives to allow for the stacking

To get in and out of that parking for charging so we wanted to offer a cash value for those that didn’t drive we also consider this kind of a part of the cafeteria style on benefits package and then the federal law also in 2012 allows for free parking subsidy up to two

Hundred forty dollars per month transit subsidy up to 120 dollars from one twenty dollars a month with a subsidy for bicyclists and nothing for pedestrians and then if we look at the price elasticity of parking demand so this is something that we looked at as

We were setting our raids on if you look at that the left axis at one hundred percent and offering no dollars you’re not going to entice anyone out and if you’re going all the way to the far right at one hundred and eighty dollars you’re getting almost sixty five percent

Of your people driving alone or thirty five percent willing to get out of their cars in terms of taking that parking incentive and now we’re going to turn it over to Dan and Dan is going to talk about our TDM program Thank You name

So again my name is dan McCoy I lead up the genentech transportation group and I’m going to talk a little bit more about the nuts and bolts of our TDM program these are the main elements of our TDM orgy ride program GRI represents a brand that encompasses all of the

Services and incentives and marketing that we offer and that really describe the commute benefit package that we offer our employees the marquee product in that portfolio is our jimena bus program these are full-size motor coaches Wi-Fi enabled and they’re pretty tricked-out and very comfortable commute mode option we offer them from 57

Communities throughout the bay area and bart and caltrain we also have an intra campus DNA shuttle that really supports those employees that arrive at campus without their cars and facilitates face-to-face meetings and and the general productivity of an employee during the day face-to-face meetings and cross-functional meetings and engagement

Are really important part of genetics corporate culture we Nathan mentioned a little bit of our cash rewards program we offer four dollars a day typically for your for an alternative commute mode user we also offer a pretty innovative driver incentive program which is basically four dollars per passenger per

Day up to a maximum of eight passengers or 32 dollars a day for that driver it’s really difficult in the TDM world often to find a driver for a vanpool for example or someone who is willing to take three four or five people in their

Car on a regular basis which is a really productive and efficient commute mode to have a vanpool or a carpool with five people so we implemented this driver rewards program and it’s been pretty it’s been pretty effective we also have 128 dollar-a-month subsidy and preferred parking an element here guaranteed ride

Home program is an essential element of any well-balanced commute benefit program or TDM program genentech obviously has a very robust program but don’t let that discourage you or give you the wrong impression PDM programs can be rolled out at smaller companies medium-sized companies very inexpensively or even at no cost and can

Have an impact at the margins so but but Genentech has definitely taken it to the to the next level and then just a couple more programs bike-share I’ll get into a little bit more detail later so the g-ride program has been very successful in the employee and engaging our

Employees that’s been a really important part of the program folks you know in California particularly are very reluctant to give up their car it’s very difficult to earn a customer and it’s very easy to lose a customer in terms of when they’ve got it all you know a

Vehicle in their driveway or two you know that they can easily jump in so you know we really wanted to go out there and really push our engagement efforts and get develop the g-ride brand is a very cool brand to be part of the brand promises that we had in terms of it’s

The most rewarding commute reliable commute convenient easy these are really important elements so we were very successful in getting a broad level of engagement from our 10,000 employees ten thousand or so employees at the campus so our genetic bus program I mentioned our marquee program we focus this these

Bus services on areas that do not have a viable public transit alternative have longer and more arduous and costly commutes and have another high density neighborhoods in San Francisco we as the slide says we have over thirty eight buses serving 27 communities with over 3,500 riders per day we’re basically

Running a small to medium sized transit agency at genentech also talked about some of our colleagues at Google and Yahoo and an apple in a bit in the context of these commuter buses that are really catching fire over here in the Bay Area I we mentioned by sharing a little bit we do

Have a bike share program at genentech again this facilitates inter-campus mobility for employees that do not that arrived on campus without their cars we also have people that drive in and use the bikes for lunchtime rides or fitness or just like getting out of the office

And going for a spin going and visiting colleagues in another campus it’s been very successful we we went with a very structured b-cycle product for various reasons risk being one of them and being able to control access to the bikes and theft Nathan maybe you can confirm this

But I in the ten months that we’ve had it will since since November 2010 we have not had a bike stolen correct we have enjoyed excellent at all we’ve had one flat tire as well so it’s pretty good for the system yeah which not having not having no bike stolen over

That period of time is a miracle I see Google bikes all the time in San Francisco so and they even found a Google bike down in LA one time when Jana need one thing that we should mention is that the topography of the campus that we have very very it’s it’s

Not really it doesn’t lend itself to walking and biking that much because there are significant hills in the middle for instance but people at the way the system has been set up the biking occurs pretty much around the hill right correct we leverage the bike the the bay trail and some other

Pedestrian and bicycle facility improvements that we’ve included in our master plan but yeah we are definitely the disadvantage from bike sharing perspective because there are some nasty hills over there so again I talked a little bit about our employee engagement activity one of the one of the key

Elements of a successful commute benefit program and getting someone to actually switch out of a drive alone vehicle and into an alternative commute mode is walking them through it literally one-on-one the marketing of a TDM program is very hands-on it’s very one-on-one personal communication you know logistics of transportation are very

Complicated sometimes to folks people understand how to drive their car but when you’re talking about public transit or you’re talking about catching a bus at you know at a particular crossroads people need to have an incredible amount of specific information and they want to hear it directly from you so we we’ve

Done a lot in terms of getting making our information and our program available to our employees our webpage is a key element of that effort it is our sort of one-stop shop for everything G ride we’ve really put a lot of time and effort to make information as easy

To find and and as digestible as possible it’s challenging because every single commuter has their own set of circumstances their own demographics their own you know where they live what are they single do they have family are they married do they have kids do they are the early risers do they like to

Work late you know I mean there’s in order you know there’s innumerable factors that impact and effect how a person is going to approach leaving their car at home and what sorts of alternatives would be viable for them and their particular lifestyle so it’s important to have a lot of information

But easily accessible this is how we track the g-ride rewards program we have a easy-to-use infographic calendar where people’s self report which days they use a particular commute mode and then they submit that calendar at the end of the month and then their their rewards for choosing those alternative commute modes

Shows up in their paycheck at two weeks to a month later so you get an idea of how we’ve tried to make it easy for people to report their rewards and and then we do some additional impact reporting carbon footprint impact and money saved impact vm tease vehicle

Miles traveled reduced impacts for the employee to see what their impacts have been and also what and then to roll those up program-wide and to see how we all are doing so I’m not going to read these slides you can get a nut you know we’re on the honor code and it’s

Simple and easy again getting to this how you engage an employee you know we’ve spent a lot of time money and effort in terms of building awareness of the program building an understanding of how the program works and then triggering action triggering that ok I’m

Going to try it and it takes a lot of thought and and an effort in that regard so the g-ride team just to give you an idea of how you know the kind of personnel resources that are required to run a program of this scope and scale we

Have Nate as our outreach team we have a two-person operations team which is managing our fleet of 55 buses we have over 6,000 individual trips carried each day system-wide and then there’s me we have obviously we leverage a lot of outside resources in terms of transportation service providers the

Buses that I’ve been just describing the intercampus services these are all outsourced services to vendors charter bus vendors and other vendors so we definitely leverage a lot of outsourced resources so g right today we are meeting our ten-year master plan actually were outperforming our 10-year master plan we’re at thirty six percent

And we are hoping to achieve forty percent if not this year shortly into 2013 again over 3,000 employees engaged on a monthly basis we’ve been with one of some awards and recognized in an innovator in this field and we carry over 1.2 million riders in 2012 again

Running up small to medium sized transit agency one of the exciting things about g-ride is that we are later this summer are actually probably mid summer we are going to cross the 100 million mile threshold since november of 2006 when we launched the g-ride program we’ve been

Tracking how many vm T’s we’ve reduced and we are at about 94 95 million miles right now and we’re going to a big company wide celebration marking that 100 million mile milestone and we’re all very proud of that I think not only the team but I think the company is

Proud of that and the participants in G ride and I you know even those folks at the company that aren’t participating in G ride you quick sidebar you know G right is not antique car it’s not about making people feel guilty about driving their car because driving a single

Occupant vehicle is simply a reality for some people based on where they live and what they’re you know what their lifestyle is and what their constraints are g right is about introducing people to an alternative if it makes sense for them and making it as rewarding and simple and convenient and reliable as

Possible so with that I’m going to turn it back over to Jessica and she’s going to talk a little bit about the monitoring that we are doing yep and damn just mentioned genetic is now at a thirty-six percent non non drive alone mo chair and that’s pretty impressive

And the reason we know that it’s because Nelson my Gardens help Genentech over the last five or six years do most lift counts and parking occupancy counts and the parking Parkinson’s accounts have been done during some years twice a year some years once a year but the most of

It counts have been consistent with two counts every year and what we’ve decided to do our coordinate camps and the reason we did Gordon count was because the video steps so the city of South San Francisco required that when you do a transportation survey that you have a

Hundred percent response rate and if we would do a an online employee survey it would be very very hard for a company of 6,000 employees to get one hundred percent response rate so instead we’ve done Gordon counts and that means that we count in different locations during certain time periods within the campus

To capture how many people and drive in how many people carpool in how many of you walk and bike in how many people take two different types of trips of transit in sorry the surveys occurred during peak morning hours to focus on the employee commute so it’s not focused on service vehicles those

Are count discounted out of this analysis and the data is collected over three consecutive week days to offset for bad weather and irregularities in travel partner patterns etc and surveys have been repeated in April and October each year for the longitudinal study and the surveyor so far have actually been

Genentech security staff and roughly around 20 people are trained and utilize that surveyors by melt and I guard stuff and then the same surveyors are used for both accordant counts in the parking counts there are 13 admissions has been adjusted over the last six years but roughly 13 key Gordon camp entrances

That we count and three transit locations to capture bart riders caltrain riders engine and bus commuter and we tally all of the most to the right in the in this slide and we use tally sheets so this can be done both low not high tech very low tech but

There’s if we’re doing this often it may be a reason to go to a more high-tech approach in the parking cones in 2011 for you on parking zones were counted and 11,000 parking spaces recovered and the surveys are conducted at 10am and each survey is designed a series of

Adjacent parking zones to count and we serve a different types of parking which you see on the right here so outcomes of the monitoring program is that it allows for various performance measures to be analyzed so mode share vehicle miles traveled greenhouse gas emissions and the single occupancy vehicle reduction

Which is very important to the city and it provides year to year comparison to check for progress and benchmarking the ghd analysis is constantly updated and refined over the synthesis six years ago the methodology was a bit different and the assumptions were bit different

So we keep going back to our old data to update it with them with comparable data so that we’re actually comparing apples to apples and with that I’m handing over tonight to talk about the actual impact Francesca thank you oops so if we start looking at the the

Business drivers and impacts the master plan and the capital expenditures associated with that the lower parking ratios allow us to use reduced the imparting structures required in our master plan and depending on which formula of the master plan we’re talking about it was somewhere between 75 and

۱۵۰ million dollars over the a 10 year life cycle of the master plan and the analysis that we did and there’s also the reduced number of parking stalls a reduced number of parking structures required allows us to use our land in more productive ways more real estate for lab and manufacturing space which

Really helps the company out and then there’s another element which is the best places to work though there’s a lot of recruitment retention and quality of life issues that the program really helps to address we get comments from employees the right vision in bus that sometimes they’re able to get back at

Least an hour a day with their families by the time that they gain on the 10 bus or that productivity that the German but allows them to have and then it’s also a differentiator for other Bay Area biotech companies Bay Area talent pool is a pretty hard talent pool and it

Takes a lot of incentives like this type of program to really gain to get those employees to shift into your company so if we look at one second here we go so if we look at the productivity enabler so we get about 10,000 y-pipe sessions per month on a

Janemba religion and must meet which equates into about a two-million-dollar gain in productivity over the year and then our inter campus shuttle the DNA can’t enter campus shuttle allows employees to have face-to-face meetings really easily and then if we start looking at the carbon footprinting we’ve had about a 12.5 percent reduction in

Greenhouse gas emissions over the period of the program and the GUI it is eliminated about 60 3.4 million tons of co2 since the program launched in 2006 so if we look at the measures as we’ve mentioned already in the presentation we look at mode split we look at vehicle

Miles traveled greenhouse gas reduction parking and then of course the financials so looking at our mode split on in 2006 to present for 2006 is the lighter blue and then present which would have been last fall is the darker blue so when we started the program in

۲۰۰۶ we were at about a seventy-four percent drive alone and in 2011 in october two thousand eleven when this was last calculated we were at about sixty four percent live alone so that’s a pretty good reduction in the period of six years we look at the carpooling and

That’s come down a little bit and that mainly have to do with our providing more jimena bus service into communities a lot of people shift out of carpooling or vanpooling image and end bus as soon as they have that service in their communities and then also in the trans

That you’ll see that number how’s the gin n bus service wrapped up in it we didn’t break it up differently for this slide and then van pool and walk stay pretty consistently over the last six years so if we look at the trends for starting on the pot for drive alone

You’ll see that trending down and as you get closer to the kind of the sixty percent range which is what we’re trying to hit for drive alone it gets a little bit flatter and it’s a little bit harder for each percentage point that we pick up to make that next percentage point to

Shift that next we the people out of those hot and then bottom of the slide is well you see the trending upward for the non-drive on people and again it’s kind of flattening out a little bit as we get closer to forty percent we’re really trying to

Push for thirty percent and this summer with gas essentially going to six dollars a gallon in California that will definitely help us in terms of getting that last couple percentage points as we get to forty percent look at vehicle miles traveled in packs genentech 2006 we were up a little bit over 200,000

Miles anjanette check 2010 were at about I would say 175,000 miles in comparison with San Mateo County which is the county that we’re in is just up a little bit about 200,000 miles so it shows that we’re trending down a little bit and we’re also doing a lot better than Cal

The state of California as well as our neighboring counties so if we look at greenhouse gas reductions the impacts by year starting in two thousand six shows use the bar that shows our total total emissions the red line coming down the slide is the emissions per employee in

Metric ton and then the green line coming across the bottom of the bars is our number of employees so if you look at our number of employees will stay fairly constant we’ve had a little bit of growth but it’s stayed pretty constant over the period that we’re

Looking at and then if you look at our total emissions that come down pretty significantly from 2006 as well as their emissions from ployee have really come down since 2006 as well and then if we look at our share of emissions by mode we’ve got drive alone up on the top at

Plus one hundred percent and then two-person carpool is coming in next on the slide as well as the gym n bus and then as we continue down this body fat caltrain and barred on the very bottom so as Jessica mentioned Nelson Tiger conducts parking audit to porking account and this basically this slide

Shows it’s kind of a huge nap about parking the green being the least occupied and the dark red being the most occupied and as you see the lower campus has probably the highest parking occupancy and that’s partly because that part of the campuses really densely developed with only one parking

Structure as you come up into the rest of campus you see that it’s pretty well grain one of the things that we’ve found as we’ve been fixtures into the master plan is that we’re fairly over parked we have a lot of surplus parking that we really don’t need which really tells us

That program is working really well because in 2006 or actually a little bit before 2006 before we really started implementing the program but the campus in general was really tight for parking and that was one of the biggest complaints but the facilities planning had to deal with on a daily basis was

The complaint that there was no parking what was very difficult to find parking and now it’s sort of the opposite there’s tons of parking and that’s one of the least heard complaints for that group so next band is going to talk about the next steps for the program

Thank you me so before I talk about the next steps for the program I’ll talk a little bit about pure benchmarking and I have some of you all and I know you’re from across the country basically you may have heard about you know these the the emergence of the explosion of

Commute benefit program and particularly corporate shuttle programs here in the bay area with marquee companies like Google and Apple and now Facebook and some of these other companies are getting into the commuter shuttle employer shuttle bus business and Google is definitely at this point the leader

In that effort I’ve got a fleet about twice the size of ours and they made a very conscious and aggressive investment in this area and it’s really interesting to see how TDM is becoming much more of an accepted approach for companies and it’s you know there’s various business drivers

That are and business motivators depending on the particular particular business for Google and Apple clearly they’re about recruitment and retention and it’s all about getting the best and brightest in keeping the best and brightest who typically live in San Francisco and you know both Apple and Google all the way down in Silicon

Valley so they are carrying a lot of their employees back and forth and they’ve set goals approaching fifty percent PDM which is very very aggressive and it’ll be interesting to see how and if and when they actually get there so you know and because Google and Apple and Genentech you know for

That matter are investing in these programs it’s sort of it’s causing other smaller companies and other emerging companies to get into this business to take commute benefit programs and TDM more seriously because if you’re a small start-up or you’re even a medium-sized company in the tech business down in

Cupertino or down in Mountain View and you don’t have a bus running from the San Francisco you know you’re going to find it very very difficult to recruit those best and brightest programmers from neighborhoods in San Francisco it’s just you know it’d be near impossible so you’re starting to see some of these

Other companies getting into this space so in terms of a next step for this business or the next step for this in the TDM world here in the Bay Area it’s really you know we’re all sort of in friendly competition with each other to see who can really develop the best most

Efficient most tricked-out most attractive commute benefit program let’s see so I’m going to go to the next I’ll throw in a quick slide here in terms of that sort of friendly competition amongst the various programs here with Google and Apple and Yahoo and just a quick sidebar you know we are colleagues

And I are colleagues at these companies and I meet on a regular basis and because we have common you know challenges in terms of liaisons with the city and and vendor management and and and various things I won’t get into but one of the things that we did at Genentech

That I think I’ll say would make some of our other partners a little jealous was we were the first company to run a 100-percent algae derived biodiesel product in a bus other than the Navy which had had tested this fuel we were the first private sector company to do

So and it was a very successful proud moment for the program and i think the genentech community really had a lot of fun with it because quite frankly some of the technology and some of the techniques and processes that Genentech invented 35 years ago in terms of gene

Splicing and and the rest of it were actually leveraged and utilized by solos on to create an algae that would produce a usable fuel at high volume so just I’m not going to read the slide but i think you know that’s one of them one of future elements of TDM and hopefully

Transportation in general is really being able to integrate alternative fuels and renewable fuels not people not necessarily food-based renewable diesels and fuel but really innovative diesels and feel it’s going to be a game-changer someone is going to crack that nut and Solazyme and some other companies are

Getting pretty darn close so what’s next well it’s an interesting question for genentech because you know we’re already out performing our ten-year master plan so one of the obvious questions from the corporate suite would be well why do we do more you know if we’re already exceeding our master plan goal well the

Answer a part of the answer to that is that while the master plan and parking ratios and capital expense and agreeing to develop a TDM program in lieu of having to build all this extra parking that was that was what the business driver that primed the pump the

Corporate suite many years ago could really understand that kind of an equation why build you know concrete p bar parking structures when you could build a lab on that same real estate and save money at the in the end well that started the conversation of primed the

Pump but the program has really evolved into a best place to work program once we got the program in place the corporate suite really realized and heard from the community at Genentech how with the visceral impact that these kinds of programs were having on our employee workforce the recruitment

Impacts the retention impacts the productivity impacts and the quality of life you know benefit programs and benefit packages are very important in the biotech field and in the tech field here in the Bay Area as Nathan mentioned talent is very very tight and you know it’s not what you’ve invented today is

What you’re going to invent tomorrow that’s really the most important in this business and that’s brain power so getting the best and brightest is key and when you have a benefit program that’s impacting a person an employee every day twice a day and turning a two-hour commute at white-knuckle

Driving alone commute into a you know to our one and a half hour in the carpool lane bus ride where you’ve got Wi-Fi and a comfortable seat and you’re able to leave with some of your colleagues and and meet people and have that kind of experience or even sleep which is

Certainly fine as well that’s a game changer right there and the corporate suite is really sort of has really begun to realize that and it’s becoming ingrained there so the next question for in terms of what next is renegotiating parking ratios so you know it might be

Sort of back to the future sort of experience here at Genentech well while parking really primed the pump for the program’s launch it may be then we may be going back to parking as the reason to even invest further and renegotiate our parking ratios down from what they

Are and you know extend those papal at Capital savings so we’re in a position to do that we’re outperforming the master plan by six points already if we get up to the forty percent ratio do we have a very strong argument to make with the city

That you know why why are you forcing us to build this parking when we don’t need it short and medium distance commutes so you know if we are going to get into the forty percent range or even beyond um you know we’re really going to need to crack that short and medium distance

Commute market which is the most difficult market to penetrate from a TDM perspective when you are offering a service like a Janemba program focused in an area that has long arduous costly commutes and does not have a viable transit alternative you know you’re the competitive advantage you have offering

A bus service in that corridor is clear when you’re talking about a person who lives five miles or ten miles from the campus and they can use surface streets or their commute is less than you know 15 minutes or hour 20 minutes offering a bus program to compete with the drive

Alone vehicle in that kind of a market is very expensive you have to run a lot of buses with a lot of frequency and it’s very challenging so really your only viable alternative commute mode to offer them is those self formed carpools and biking and you know getting people

To bike at large in large numbers is challenging as you can all imagine and carpooling is is also a tougher nut to crack so but Nathan and I and our team are looking at new and better and innovative ways to to combine social networking with car with ride matching

Essentially we’ve brought in a Zimride which is a new ride share tool and write your company that’s again trying to crack that nut with with the linkage between social networking and ride-sharing so we’ll see how that goes efficiency as our program grows is obviously an ongoing challenge every

Dollar we spend on Janine bus and every dollar that we spend on the TDM g-bread program is a dollar that we could spend developing a new molecule that could save lives you know and so we’re competing for dollars in that in that kind of a context so while we have a lot

Of important you know business drivers and and and really you know valuable outcomes that gri generates it’s still you know in the count in the context and in the conversation of well we could be saving lives with this money so but that’s also another reason to have good performance

Measures so that you can back up your and not only was quantitative but with qualitative data focus group input and and surveys just to see how people enjoy the program right absolutely and last you know and interestingly we’ve got carbon impacts and for those of you who aren’t familiar with genentech genentech

Was purchased by roche which is a Swiss company a couple of years ago and Roche is one of if not the most aggressive European company as it in the sustainability area they’re very committed to sustainability to privately held company in the family that owns brooch is you know if they take this

Very personally so sustainability has become an important business driver for the genentech gri program even though we de-emphasized it as a reason why someone should join g-ride which is a longer conversation but anyway carbon footprint is obviously going to continue to be an important business driver along with

Capital parking ratios and the best place to work productivity retention and recruitment so with that I think we’re opening it up to questions QA o.k a question just started coming in first witness can you share any operating costs associated with the commuter bus and campus shuttles Nate I’ll go ahead

And take that yes I can be a commuter shuttle a genin bus costs in the order of a hundred and nineteen dollars per hour to operate with a minimum of eight hours a day and then you know the four dollars rewards and those other kind of programs

Just roll up you know you can easily calculate how much per employee based on an average 13 commuter days per per month which is what our averages 12 to 13 next Christmas did genetec they were considered building housing on the campus to for the radios VMT Nathan what

Are you tellin ya then I’ll take that one so the east of 101 area that we’re in a fairly heavily contaminated industrial zone it was originally really heavy industry there were steel mills there was Liberty ships built out there so we can’t have any housing in the east

Of 101 area so that’s something that we never were considered as we were doing the master planning process one tag on to that is that I have heard of a few companies that have developed housing subsidies loan modifications well not modifications but the housing subsidies for employees that decide to live within

A certain radius of the campus so that’s an innovative element of PDA of a TDM program but we do not currently offer that and I think this is also something that’s becoming more and more common in in other office campuses where where we have a big business that realized that

They have a lot of land or parking lots for instance that they can be these can be converted into housing so it’s a really good strategy to keep in if it’s possible for your community and insight okay next question is avoidance of drive alone mode resulting in higher employee

Productivity measure that is that measured in any output matrix or taller Andy queen we should let Nate you can’t add on in terms of the cordon count but you know we do do sort of well let me phrase it this way the g-ride G rights impacts both in a

Productivity sense and in the recruitment retention quality of life are very qualitative it’s hard to develop techniques and methodologies to quantify those impacts we have you know begun to scrape that to peel that onion in terms of the productivity numbers where we are based on our back of the

Envelope analysis and Counting how many Wi-Fi sessions we have on the Jinan bus and assuming that only fifty percent of those Wi-Fi sessions are in fact genentech related you come up with a number of two million dollars per year which is a significant number and that’s a very very conservative number even if

You’re talking about an individual who’s sleeping for an hour and a half on the way to work you know there is a Productivity impact in terms of their ability to get to work when they arrive you know refresh if you will to measure that is very challenging Nate maybe you

Want to talk a little bit about courting about conjoint study so basically we’ve looked at this and the really the only way to get an accurate measurement is to do what conjoint analysis and it’s something we’ve been kind of trying to do it’s a little bit difficult to get

Management approval to do that high level of the study because we need to to get all 12,000 employees to participate in the study that’s one of the reasons that it hasn’t been done yet but we keep pushing forward to try and get a conjoined analysis we can get a really

Accurate measure of that productivity Thank You Nathan then next question did you calculate the trips from foam to bus stops in terms of mode and impact I wish I could respond to that mate do you know we were using averages basically that were produced by MTC we

Haven’t been able to do that part of the calculation and again that’s really heavy surveying that we typically tend not to try and do it genentech there’s a lot of survey fatigue edge and then tech in terms of employees going like a bob guarded so that’s not a part of the

Onion we’ve tried to peel yet although we do have some averages that we use for the bay area in terms of calculating that yeah and that’s right and for for the for genin but you have more accurate numbers that are more based on on genetics performance rather than

Regionals I believe right well all out a little bit to that I mean there’s there’s a number of things wrapped up in that question in terms of the greenhouse gas emissions we do factor there’s different emissions factors for the various commute modes that a person uses for example caltrain is a much dirtier

Commute mode than bart caltrain is a diesel run very heavy locomotive yeah it’s a heavy rail diesel locomotive commute service here in the Bay Area and so we do factor in the emissions factor of the commute mode and that is all rolled up into our commute into our

Greenhouse report and we also so we do do that for sure and then in terms of vm tease the vm TS are based on homes home address location so that’s a pretty granular number and we get a pretty good number in terms of where a person lives

And how many vm T’s they personally are reducing in a particular day and then roll that up to program what you can do this in different ways and the most accurate is to do a travel diary of all your employees or a campus population for instance but it’s very time

Consuming and and it’s hard to get a high response rate on on surveys like that so here for genentech to keep it simple yet accurate on a higher level it was decided to go with the cordon counts and average GHG emissions for are the different types of modes to

Campus you were there any interest in expanding the gr8 service to non non employees for the profit reason or genetec planning on expanding to other markets so so we do offer our service to our contractors those are employees who are working for vendors that are supporting Genentech because of IRS

Rules we have to charge contractors a nominal fee per trip per day but they are not eligible to participate in any of the rewards programs for various reasons co employment being the main main one there in terms of partnering with neighboring companies we actually have the bart and caltrain service that

We offer which carries about 1,500 riders per day is in fact a consortium made up of Genentech and the Gateway property owners association so those buses are have employees from genentech and all the neighboring employees along the gateway boulevard so there is that there’s mixed services in that sense and

That commute that portion of the last mile is it ten minutes to caltrain and 15 minutes to glen park yeah about 10 to 12 minutes to cut to millbrae in about 18 minutes to glen park bart yeah so that one can be more easily shared between different users but but again

None of these companies want to be a shuttle provider they go love you all these companies are other for instance the entities biotech Google is everything that they do but so the shuttle program is not i don’t think the companies are looking to expand their programs to start charging other people

To ride their services it’s probably the opposite that you want to you provide the service for as an employee benefit but it’s not something that you gain any money from one of an interesting tangent to that or addition to that is that some of the seas and some of the comments and

Various newsletter articles and and neighborhood blogs have suggested and or described why why aren’t the google and apple and you know programs more open to the public or why don’t a palang go girls share buses and they’re therefore reduce the number of buses that are operating you know it really doesn’t

Work it wouldn’t work because of what jessica just described you know you’ve got it you can imagine the difficulty of having a Google employee sitting next to an apple employee you know talking about or you know having company sensitive information on their laptops in front of

Them so that that’s a no that’s a non-starter right there and some of the peak period buses that Apple and Google and Genentech are running or how do you know our pact so we really don’t have room to carry anybody else Thank You bear do you pick up your employees all

Over the place we are Arjun and bus stops are typically from public park and ride lots we also lease private parking from either vacant office parks or from you know vacant land an elks club for example is another area that we and one of our vendors one of our parking Lisa’s

We in the city in the central business district here in San Francisco we use public bus stops at this time it’s becoming a challenge to continue to do that here in San Francisco because the operational footprint of you know Genentech Apple Google is just growing and growing and growing and we are

Starting to have you know some impact on the throughput and you know efficient operation of the public transit partners that we work with and it should be mentioned it’s not all the big regional employers there are in downtown San Francisco there are several local circulators and institutions that provide shuttle service between

Different campuses and from caltrain and bart and so it’s not only the big regional employers and the city is working city and county are working closely with the employers and the institutions to try to figure out a way to make sure that the benefits are recognized and that some of the issues

With conflicts that at certain locations are resolved so that’s becoming a high priority for everyone ok what is your annual budget to provide the services you know the annual budget is big we’ll even a dad it’s a significant investment on a part of Genentech okay today has

There been a net economic gain or loss associated with the specific program could you repeat the question if has there been a net economic gain or loss associated with the g-ride program well if you look at the if you look at the parking um that we would have otherwise

Had to build had we not agreed to you know lower parking ratios and and the master plan goal of thirty percent there have been net gains you know we have invested you know a significant amount of money over the years and the G right program and you know it depends on your

Build-out scenario in the master plan but under under the master plan scenario that you would have built out a most square footage and you would have had to build the most parking you know we definitely are saving money through the implementation of the g-ride program and that’s again where it comes in and

Becomes important to have the performance or your the benchmarking so that you can show the city or other organizations or agencies that we can further reduce our parking Rachel’s here because we don’t generate as much parking as may be thought or expected and that’s just factoring in

The dollars in dollars out I mean if you if you go with the mess if you go with the parking scenario where you have you just build parking you develop a TDM program you know all you get is parking garages but don’t do you any good at all

You know if you agree to us an aggressive TDM goal and and you lower your parking ratios then the money that you’re investing in the TDM program brings you benefits you know that you can also factor into that equation that net net again the recruitment retention productivity and also congestion just on

On the big 10 one for instance said with all of these shuttle vehicles replacing thousands of vehicles or cars a day it does have an impact both on locally within certain San Francisco neighborhoods but also on a regional level great what do your stockholders think about this program I couldn’t say

Roche was purchased by sorry genetic was purchased by roche which is a privately held company so we don’t really have stockholders in the traditional sense but I can talk a bit about how the corporate suite views the program and you know we had a slide and in a

Previous version that talk that showed the ongoing and increasing investment in the TDM program and I’ll just speak to that slide that since the launch of the program are our budget has increased threefold at least so and that’s in a period I don’t think that there is a

Program that has increased that fast at genentech that isn’t a new molecule you know so the corporate suite has made a significant significant investment and peated investment over the past five years in CDM program okay what is your daily work percentage of employees what’s the average age of the employee

Not the percentage of employees telecommuting so tell me you want to talk a little bit about telecommuting sure sure so basically telecommuting engine in tickets than something because so many employees are lab-based it’s not a really endorsed program it usually the program is left up to managers to

Implement or to manage so from a Gy perspective we haven’t really included that in our in our program or our system and also because you I was really founded to reduce parking for the demand for parking or parking spaces and by having someone telecommute but at that

Point of when the program was designed really didn’t believe eight a parking space even though that person wasn’t on campus so how communiqués been kind of a sensitive issue I would say you know that again if we could ever do a conjoint analysis that would be another

Great question to add into are conjoined analysis to really get into how many people are telecommuting on a daily basis it really comes down to a corporate culture issue around telecommuting you know again as they said there’s so many of our most important employees and all of our

Employees are important but you know we are a research company and we are a science based company and we really value our scientists and they are lab-based I mean they have to come to work and they work long hours and they’re at their they’re at their lab

Tables and then to have a robust or aggressive transportation telecommuting program that allowed GNA and other support functions to not come to work would be challenging from a corporate culture perspective you like the sixty-four percent of employees that do not participate in G right did they

Share with you why they did not choose or did you ever get any response from them Nate you want to talk about focus groups sure so we’ve looked at this in terms of focus groups that was the best way that we we’ve been able to kind of

Dive into this and you have a variety of reasons why people aren’t participating you have some people that just like their car give some people that just like to drive you have some people that really think you know public transportation is a key you know some of

Those barriers we’ve been able to break through some of them we haven’t been able to like for instance the people that have really nice BMW and they like to drive their BMW you know you’re never probably going to break through to that person no matter how nice or plus you

Make the programs that person still wants to be in their car you know we’ve broken down some of the barriers by having programs that car share on campus you know that was one of the things early on in the program we were getting feedback from employees that you know

Like what happens if I need to run to a doctor’s appointment up getting a midday or I need to go to a meeting in San Francisco so we’ve implemented programs basically it’s a kind of towner at places where employees you know gave us a reason why they had to have our car on

Campus but kind of I think the biggest piece are you know the people that like to drive the people where it’s a really difficult arduous commute and there isn’t a genin bus service there yet typically those are lower than shooting community or communities they’re further albums we say may be safe towards

Sacramento or out towards Livermore things like that so that’s basically I think kind of a it the easiest way to explain that anyway another tough market to crack is young parents or an parents with young children there’s a number of employees at Genentech our average employee is a little bit older than your

Google and your Apple and they tend to have children and be married much at a higher percentage so we have a lot of young families at Genentech and and they when you have a child and you have your having to deal with daycare or school or

What have you you know it’s just very very difficult to adopt an alternative commute mode I can’t tell you how many requests we’ve had to allow children on the jennette buses and you can imagine you know all the problems that fat brings up and but and we had so we have not

Been able to integrate supporting young parents bringing their children either to a genentech daycare facility or to other day care facilities thank you do you have any information regarding commute time changes for genentech bus user so i think i’m not totally understanding your question but is you

Know when we when someone adopts a Janemba commute as a commute alternative they are in some cases sacrificing schedule flexibility you know and some of our routes do have you know head ways of even 12 minutes for example going to bart or four Cupertino route it you have

Six five or six options in the morning and five or six options in the afternoon to get home if you’re in vacaville you only have two there are other communities where you only have one option in the morning and one option in the afternoon so in that sense you are

Sacrificing schedule flexibility but as a corporate culture we have we have tried to instill as part of the jinendra program flexibility for managers to allow employees to leave at a particular time um even if it’s a little bit earlier than five some of our buses actually leave at 4pm they arrive at 7am

But they leave at 4pm for a fixed 8-hour day and that’s typically for those in those long commutes that if you don’t get in before seven or you don’t leave before four your your commute doubles in duration because of the traffic so there there is a sacrifice in terms of

Schedule flexibility but this sacrifice is supported by the corporate culture and is makes a lot of sense to the employee and just to the system operation because of traffic patterns and the timing of congestion peaks and then the big thing is of course if you don’t drive and you’re on the shuttle

You can work efficiently that full 40 minutes or an hour or an hour and a half if you want to if that’s what you prefer to do so for those commuters who do end up working two or three hours on the bus a day it’s a huge savings in

Time next Christmas have you reached out or partnered with the city at all to intern for service bike facilities such as that serve your campus the city of San Francisco provides last mile shuttle of through calc door from caltrain right Lauren it’s not the city it’s the county

That does that so it’s not the last mile shuttle is probably the best tool I don’t know how many what number of people live in city the city of San Francisco we could get on the bus well maybe you can talk a little bit more about you know how our 10-year master

Plan efforts are integrated with the city’s overall efforts and and how we work with them in terms of their planning process and their infrastructure plans sure dad thank you so basically there were some outcomes of our master plan that I didn’t discuss the World War structurally related so

One of the things is that we need to install bike lanes on Forbes Boulevard so that was that it’s the real busy streets that I was talking about so installing bike lanes up creating a bay trail so there are components that were required by the city that we’ve

Partnered with as we built out our master plan to integrate with their master plan to provide those additional amenities for the community as well as for genentech and nate just to add to that we we’re currently working with genentech on on a bike method by right

Right so yeah so looking at both the bike share usage where to put new locations but also where to provide new just general racks and storage facilities for bikes genetic have great shower facilities your facilities and you know the maintenance that comes with that and so all of this is being investigated right

Now and analyzed and also where to provide additional links that are not only provides but for pedestrians as well also to the region so outside of the campus looking even a bit towards memphis is going and South trying to fix the bike network thank you next question

Is why are you finding it necessary or difficult to negotiate parking issues with the city of San Francisco dr. Donald Shoop introduced his book the high cost of free parking at the 2005 a PA convention in San Francisco to you I didn’t want to check that yeah I’ll take

That so I think a lot of it just has to get back with the mentality of the Planning Commission that blows the city council in south san francisco and you know i think especially because the san francisco used to be a very industrial you know union truck oriented there was

A lot of freight companies things like that so I I think a lot of it is just a mentality and not necessarily the level of education but just at the Planning Commission and the City Council haven’t really come forward to really embrace the newer philosophy in terms of for

Partying or things like that I think they’re still looking at the traditional model as well as there’s a lot of developers around us that you know our asking for those really high parking ratios because they find it easier to leave those properties because those developers are mixed mixed views or

Mixed companies there’s no difficult to provide gdm program so I think those are kind of the basic reasons behind it thank you can you recommend a public agency like how can a public agency incentivize reductions in parking and increase in alternative modes of transportation one of the big things is

To look at minimum parking requirements and adjust those tailor those or even eliminate those or in districts where it makes sense just because you remove minimum parking requirements it doesn’t mean that you remove parking because the market will decide how much parking should be provided right now we are the

Minimum performance that we have around the country are too high in many locations and in many cities and in special districts are now reducing minimum parking requirements and implementing maximum parking requirements but on top of that unbundling the cost of parking from the cost of housing or cost of renting or

Leasing space is important and requiring TDM programs is part of a new development transit subsidies and other incentives for people to get out of the car bike parking and bike locker facilities are also important and this instead of having the bike parking linked to the minimum parking

Requirement so the more parking you have to provide the more bike parking you provide that doesn’t really make sense instead it should be the bike parking should be the issues they should have their own ratios and they should be linked to a residential units or square footage of the commercial space so those

Are just a few things that cities can do when it comes to their own zoning and then on a regional level I think it’s a lot about attitude and and in information education and encouragement to get the change through the regional agencies down to the cities and into developers minds all of that

Okay next Christmas do you have any automated parking garages they are you are you talking about in terms of the auto stacking garages well if you drive the car in I’m assuming that’s what you’re talking about no all of our parking structures are basically they’re built with speed ramps the traditional

Parking structure layout you chose to go with speed ramps because we want our employees circulate in and out in a very effective manner even though we could get more parking if we were doing parked on lamp but basically we haven’t looked at automated just because the cost is so

High and because we’re so over parked at this point it’s not something that we would probably consider in the future thank you then like after implementation of the g-ride program did you get the smoker parking spaces back I mean and did any of the parking spaces get the empty and underutilized

Well i guess i read that question as did did we free up parking enough parking is to repurpose a particular area or particular chunk of real estate and you know nate maybe you can talk a little bit more about that but conceptually yes i mean where we are we have not built

Well actually we have plans to build on top of a parking lot right now but inmate maybe you could talk a little bit more educated about it yes basically we’re we’re so over parked right now we have about 4,000 stalls that are not utilized at all and our planning group

Is looking at the next set of office buildings that come online renegotiating with the city to try and get those the ratios down a little bit again so we don’t have to build a parking structure as we bring the next set of office buildings online so that’s an ongoing

Negotiation but we feel because the program’s been so successful that we definitely have the attraction and the leverage to negotiate with the city to get those ratios to come down a little bit further and not bill be associated parking that comes with these next couple office buildings alright guys we

Are at two-thirty so we’ll have to end the question and answer session here if we didn’t get to your question you can feel free to email jessica neight or dan i’m sure they’ll be happy to field any questions and just want to say thank you jessica neight dan and also matt who for

Moderating our session today and the attendees who are still with us i’m going to go over how to log your CM credits in just a moment thank you very much thank you thank you yeah thank you very much alright well for those of you who are still with us to log your CM

Credits for attending today’s webcast please go to ww planning org slash CM and select today’s date which is friday april twentieth and then select today’s webcast which was genentech your commute just became easier so i guess is available for one and a half CM credits also we are recording today’s session

And you will be able to find a recording of this webcast along with a PDF of the presentation at wwt APA org slash webcast archive and this does conclude today’s session and I want to thank everyone again for attending

ID: rsiwbZnXQAc
Time: 1343155377
Date: 2012-07-24 23:12:57
Duration: 01:31:35

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