One of the largest biotech firms in the country, Genentech’s success has driven employee headcounts up sharply. Already a regional leader in promoting alternative commute options, Genentech wanted more aggressive strategies to reduce solo commuting to its campus and to find the optimal mix of new parking structures, transit improvements, and TDM measures to accommodate rapid growth.
Nelson\Nygaard developed a transportation demand management (TDM) and parking strategy for its South San Francisco campus, including a campus shuttle restructuring plan, a parking cash-out program and new express bus services from high-density employee residential areas. Our analysis found that it was more cost effective for Genentech to invest in transit and TDM improvements than the parking structures it had planned to build.
In 2006, Genentech management elected to move forward with the most aggressive strategy, which will decrease 10-year parking demand by over 20%, significantly reducing land and parking development costs for the company. New and improved transit and shuttle services were launched, and all employees who commute to work by means other than driving alone receive a $4 subsidy per day. This is received either as a tax-free transit or vanpool incentive or as a taxable amount in their paycheck (if walking, biking, or carpooling to work). Employees who take transit now also receive a monthly subsidy in addition to the cash incentive.
In 2011, Nelson\Nygaard developed a Bicycle Master Plan to support the TDM program. We studied the bicycle network on- and off campus, end-of-trip facilities, and the campus bike sharing system and made recommendations on how to increase bicycle mode share.