Commute Options LEED to Points Nicholas Ramfos Director, Transportation Operations Programs, Metropolitan Washington Council of Governments, Washington, DC Philip L. Winters Director, Transportation Demand Management, University of South Florida International Parking Institute May 18, 2016

Learning Objectives Define TDM programs that are part of LEED certification Demonstrate TDMI’s Green Resources module I dropped the #2 learning objective that was listed in the program. I don’t have the info. 1. Define TDM programs that are part of LEED certification. 2. Illustrate successful TDM/LEED programs. 3. Demonstrate TDMI’s LEED module.

What is TDM? Transportation demand management (TDM) is any action or set of actions intended to influence the intensity, timing and spatial distribution of vehicle demand for the purpose of reducing the impact of traffic, managing parking needs, reducing greenhouse gasses, and enhancing mobility options. Source: TRB Transportation Research Circular E-C133 Transportation Demand Management (TDM). Programs designed to reduce vehicle demand on the transportation system during the peak hours through various means, such as the use of transit and of alternative work hours. [Planning for Operations—Glossary, http://plan4operations.dot.gov/glossary.htm. Note: Added “vehicle” and “during the peak hours.”] In the broadest sense, transportation demand management (TDM) is any action or set of actions intended to influence the intensity, timing, and spatial distribution of transportation demand for the purpose of reducing the impact of traffic or enhancing mobility options. [Meyer, M. D. A Toolbox for Alleviating Traffic Congestion and Enhancing Mobility. Institute of Transportation Engineers, Washington D.C., 1997] Such actions can include offering commuters one or more alternative transportation modes and/or services, providing incentives to travel on these modes or at non-congested hours, providing opportunities to better link or "chain" trips together, and/or incorporating growth management or traffic impact policies into local development decisions.

Leadership in Energy and Environmental Design (LEED®) USGBC's mission To transform the way buildings and communities are designed, built and operated, enabling an environmentally and socially responsible, healthy, and prosperous environment that improves the quality of life. USGBC's vision Buildings and communities will regenerate and sustain the health and vitality of all life within a generation. Green Garage Certification Program In 2016, GBCI, the certification body for USGBC’s global LEED green building rating system, announced it will now administer the program through its acquisition of the Green Parking Council.

Types of Certification How is LEED v4 different than the LEED 2009 rating system? ANSWER “LEED v4 focuses on increasing technical stringency from past versions and developing new requirements for project types such as data centers, warehouses & distribution centers, hotels/motels, existing schools, existing retail, and mid-rise residential.” http://www.usgbc.org/articles/how-match-leed-2009-rating-systems-leed-v4 http://www.usgbc.org/help/how-leed-v4-different-leed-2009-rating-system

Benefits to Developers/Building Owners: Cost Effectiveness 2% investment in green building design results in life cycle savings of 20% total construction costs 10% higher building sale prices Source: US Green Building Council http://www.usgbc.org/DisplayPage.aspx?CMSPageID=2331

Benefits to Developers/Building Owners: Increase Rental Rates/Attract Tenants LEED Energy Star $11.33 per square foot over non-LEED peers 4.1% higher occupancy $2.40 per square foot over non- Energy Star buildings 3.6% higher occupancy Source: 2008 CoStar Group study cited by US Green Building Council http://www.usgbc.org/DisplayPage.aspx?CMSPageID=2331

Benefits to Developers/Building Owners New Construction Existing Buildings Operating costs - 13.6% - 8.5% Building value + 10.9% + 6.8% Return on investment + 9.9% + 19.2% Occupancy + 6.4% + 2.5% Rent + 6.1% + 1.0% OTHER BENEFITS Competitive differentiator Mitigate risk http://www.usgbc.org/DisplayPage.aspx?CMSPageID=2331 Perceived cost benefits of green building according to building owners: Operating costs decrease 13.6% for new construction and 8.5% for existing building projects Building value increases 10.9% new construction and 6.8% existing building projects Return on investment improves 9.9% new construction and 19.2% existing building projects Occupancy increases 6.4% new construction and 2.5% existing building projects Rent increases 6.1% new construction and 1% existing building projects Benefits reported by owners from green projects: ROI improvements: 19.2% on average for retrofit/renovation green projects as compared to 9.9% on average for new projects Source: McGraw Hill Construction (2010). Green Outlook 2011: Green Trends Driving Growth. Source: McGraw Hill Construction (2010)

What does TDM bring?

Reduce Need to Build Parking Median Parking Structure Construction Costs 2015 City Cost/ Space Cost/SF National Average $18,599 $55.66 Atlanta $16,274 $48.70 Charlotte $15,388 $45.75 Dallas $15,902 $47,59 Miami $16,404 $59.09 Nashville $16,330 $48.87 Source: http://www.carlwalker.com/wp-content/uploads/2015/07/Carl-Walker-2015-Cost-Article.pdf Source: Carl Walker, Inc. July 2015 http://www.carlwalker.com/wp-content/uploads/2015/07/Carl-Walker-2015-Cost-Article.pdf

Right Size Parking Supply

Increasing Access to Labor Force Nashville-Davidson--Murfreesboro--Franklin, TN Metro Area TRAVEL TIME TO WORK Total Cumulative Less than 10 minutes 9.7% 10 to 14 minutes 12.5% 22.2% 15 to 19 minutes 14.9% 37.1% 20 to 24 minutes 15.7% 52.8% 25 to 29 minutes 7.1% 59.9% 30 to 34 minutes 15.9% 75.8% 35 to 44 minutes 7.6% 83.4% 45 to 59 minutes 93.1% 60 or more minutes 6.8% 99.9% 16.5% have a commute of greater than 45 minutes in the Nashville MSA area

LEED for Existing Buildings

LEED v4 for Operations & Maintenance: Existing Buildings Project Checklist   Y ? N Location and Transportation Possible Points: 15 Credit 1 Alternative Transportation Sustainable Sites 10 Prereq 1 Site Management Policy Required Water Efficiency 12 Indoor Water Use Reduction Prereq 2 Building-Level Water Metering Energy and Atmosphere 38 Energy Efficiency Best Management Practices Minimum Energy Performance Prereq 3 Building-Level Energy Metering Prereq 4 Fundamental Refrigerant Management Materials and Resources 4 Ongoing Purchasing and Waste Policy Facility Maintenance and Renovations Policy Indoor Environmental Quality 17 Minimum Indoor Air Quality Performance Environmental Tobacco Smoke Control Green Cleaning Policy Innovation 6 Regional Priority Total 106 Certified 40 to 49 points Silver 50 to 59 points Gold 60 to 79 points Platinum 80 to 110 Possible Points Location and Transportation 15 Sustainable Sites 10 Water Efficiency 12 Energy and Atmosphere 38 Materials and Resources 4 Indoor Environmental Quality 17 Innovation 6 Regional Priority    TOTAL 106 Certified 40 to 49 points Silver 50 to 59 points Gold 60 to 79 points Platinum 80+ points 40-49 Points CERTIFIED 50-59 Points SILVER 60-79 Points GOLD 80+ Points PLATINUM

Option 1: Transportation Survey (1 point) Survey entire population of regular building occupancy or random sample Visitors must be surveyed if either the typical peak or daily average is greater than the number of regular building occupants. No minimum response required 30% response allows extrapolation of non-SOV rate to nonrespondents Higher response rates allow for additional extrapolation Complete a survey at least once every 5 years Survey Response Rate Extrapolation Factor 60% - 100% 1.00 50% - 59% 0.80 40% - 49% 0.60 30% - 39% 0.40 0% - 29% 0.00 Solicit survey data from the entire population of regular building occupants. Every regular building occupant is asked to complete the survey. No minimum response rate is required for compliance, but higher survey response rates will provide a more accurate representation of occupant commuting behavior. Projects that achieve a survey response rate of at least 30% may extrapolate the alternative commuting rate to a portion of survey nonrespondents. Higher response rates allow for additional extrapolation to nonrespondents. Following the completion of the occupant survey, project teams apply the following steps to determine the Reduction in Conventional Commuting Trips. The Reduction in Conventional Commuting Trips will be used to determine the number of points earned for this credit.

Rule 2202 Survey Model for LEED Local TDM agencies may have own survey

Option 2: Alternative Transportation Rate (3 to 15 points) Meet requirements of Option 1 Assumes baseline of 100% SOV Calculations must account for seasonal variations

USGBC Alternative Transportation Calculator Response Rates Note: Projects are required to survey visitors if either the typical peak or daily average is greater than the number of regular building occupants.   Regular Project Occupants Visitors Total occupants Number of days in a typical work week (regular occupants only) N/A Percentage of total occupants 0.0% Survey of entire project population or a random sample Random sample Total number of occupants required to receive the survey Total number of occupants who received the survey Total number of occupants who responded Total possible trips from occupants who responded Survey response rate (%) 0.00% Extrapolation factor for survey non-respondents 0.00 Carpool or Vanpool Survey Results Complete the table for each carpool or vanpool. If more than one person from the same carpool responds to the survey, list the carpool once. Carpool or Vanpool ID Number of People in Carpool or Vanpool Regular Project Occupants Number of Vehicle Trips Weighted Number of Vehicle Trips

USGBC Alternative Transportation Calculator Survey Results Transportation Mode Number of Trips Regular Project Occupants Visitors Single occupancy vehicle (SOV)   Human-powered conveyance (e.g. walking or biking) Public transportation Low-emitting or fuel-efficient vehicle Total trips avoided due to telecommuting N/A Total trips avoided due to compressed work week Informal transit Other alternative transportation mode Carpool or vanpool (weighted number of trips) Trips not taken due to absence (sick, vacation, jury duty, etc.) Total number of actual trips (factoring in absences) Total alternative commuting trips attributable to non-respondents Alternative transportation trips Raw alternative transportation rate 0.00% Total alternative transportation trips Overall alternative transportation rate

USGBC Alternative Transportation Calculator   Summary Note: All information on this tab is READ-ONLY. To edit, see previous tab. Regular Occupants Visitors Total project occupants Percentage of total occupants 0.0% Overall transportation rate 0.00% Weighted overall alternative transportation rate Download: http://www.usgbc.org/resources/alternative-transportation-calculator

Option 2. Alternative Transportation Rate Percent Reduction Points 10% 3 15% 4 20% 5 25% 6 30% 7 35% 8 40% 9 45% 10 50% 11 55% 12 60% 13 65% 14 70% 15 Percent Reduction 2009 Points 10% 3 13.75% 4 17.50% 5 21.25% 6 25.00% 7 31.25% 8 37.50% 9 43.75% 10 50.00% 11 56.25% 12 62.50% 13 68.75% 14 75.00% 15 Option 2. Alternative Transportation Rate Version 4 Compared to 2009, under version 4 you can earn slightly more points at lower percent above 50% but fewer points over 10%

Option 3. Comprehensive Alternative Transportation Program (2 points) Meet the requirements of Option 1 & Include at least 1 from each category below Education New hire orientation Employee communications Carpool/vanpool matching website Employer carpool/vanpool events Basic Support Guaranteed Ride Home Preferential parking Flextime Ridematching service Direct Strategies Telecommuting Compressed Work Week Transit subsidy Intro parking fee Bicycle program Parking cash out Employee clean vehicle purchase program Carpool program

15 of 80+ points Platinum 15 of 60 -79 points GOLD 15 of 50-59 points SILVER 15 of 40-49 points CERTIFIED Alternative Transportation Potential Contribution to Existing Buildings LEED Certification 40-49 Points CERTIFIED 50-59 Points SILVER 60-79 Points GOLD 80+ Points PLATINUM Version 4

Advice for TDM and Parking Professionals Identify and market existing LEED buildings; you may be able to increase rating Identify and market to owners/developers of existing buildings where TDM can contribute to obtaining LEED certification

Green Building Resource Get Listed! Get Calls! Transportation2.org

Learning Objectives Define TDM programs that are part of LEED certification Demonstrate TDMI’s Green Resources module

Opportunities for Parking and TDM Professionals Register on Green Building Resources site so developers, etc. can find firms with these skills

TDM Provider Dashboard

Green Building Resource Inputs

Green Building Resource Bicycle Accommodation Basic TDM Support Implementing TDM Strategies TDM Education Parking Management Parking Management Experience developing parking management plans Parking management project reference Parking Management project location Comments/ additional information

Green Building Resource Parking Management Bicycle Accommodation TDM Basic Support Implementing TDM Strategies TDM Education Bicycle Accommodation Bike rack/ storage space Shower and changing facilities

Green Building Resource Parking Management Bicycle Accommodation TDM Basic Support Implementing TDM Strategies TDM Education TDM Basic Support Guaranteed return trip Preferential parking for rideshare participants Flextime Schedule Ridematching service

Green Building Resource Parking Management Bicycle Accommodation Basic TDM Support Implementing TDM Strategies TDM Education Implementing TDM Strategies Introduction of a parking fee Parking cash out Transit subsidy Bicycle program Vanpool Telecommuting Compressed work week schedules

Green Building Resource Parking Management Bicycle Accommodation Basic TDM Support Implementing TDM Strategies TDM Education TDM Education New hire orientation Employee communications Ridematching Employer Events References

Additional Expertise Alternative transportation surveys Quantifiable trip reductions that qualify for LEED points

For More Information Transportation Demand Management Institute Transportation2.org Nick Ramfos nramfos@mwcog.org Phil Winters winters@cutr.usf.edu

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