CCSF - Treasure Island Transportation Plan

TREASURE ISLAND TRANSPORTATION PLAN
Treasure Island Community Development, LLC

May 4, 2006
TREASURE ISLAND TRANSPORTATION PLAN - DRAFT MAY 4, 2006
Contents
Executive Summary .......................................................................................................1
1 Introduction .............................................................................................................5
Master Plan Process ......................................................................................................................................... 5
Goals and Objectives ........................................................................................................................................ 6
Integration of Transportation and Land Use ..................................................................................................... 8
Integration with Sustainability Goals................................................................................................................ 9
2 Proposed Transportation Measures..........................................................................11
Goal 1: Prioritize Walking ............................................................................................................................... 11
Goal 2: Maximize the Usefulness of Bicycling.................................................................................................. 11
Goal 3: Maximize Effectiveness and Convenience of Transit & Ridesharing ..................................................... 12
Goal 4: Use Transportation Demand Management .......................................................................................... 13
Goal 5: Promote Transit.................................................................................................................................. 14
Goal 6: Improve Bay Bridge Ramps................................................................................................................. 14
3 Master Plan Proposed Transportation Measures.......................................................15
Land Use/Program ......................................................................................................................................... 15
Walking and Biking ........................................................................................................................................ 18
Street Network and Urban Form ..................................................................................................................... 20
On-Island Shuttle Service............................................................................................................................... 23
Encouraging the Use of Modes Other Than Auto............................................................................................. 25
4 Travel Forecasts......................................................................................................35
Travel Demand ............................................................................................................................................... 35
Mode Choice................................................................................................................................................... 37
Ferry Service .................................................................................................................................................. 38
Bus Transit .................................................................................................................................................... 39
Auto ............................................................................................................................................................... 43
Parking........................................................................................................................................................... 46
Costs and Revenues ....................................................................................................................................... 54
5 Monitoring and Enforcement ..................................................................................56
TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC i

List of Tables
Table 3.1: Land Use Program.............................................................................................................................. 16
Table 4.1: Off-Island Person-Trip Generation By Land Use ................................................................................. 35
Table 4.2: Off-Island Peak Hour Trip Generation By Mode .................................................................................. 37
Table 4.3: Projected Ferry Service ....................................................................................................................... 39
Table 4.4: Projected San Francisco Bus Service .................................................................................................. 41
Table 4.5: Projected East Bay Bus Service .......................................................................................................... 41
Table 4.6: Project Contribution to Bridge Volume ............................................................................................... 45
Table 4.7: Parking Requirements by Land Use.................................................................................................... 47
Table 4.8: Proposed Parking Supply ................................................................................................................... 48
Table 4.9: Transportation Costs and Revenues ................................................................................................... 55
Table 4.10: San Francisco Bus Costs and Revenues ........................................................................................... 55
List of Figures
Figure 1: Land Use and Districts ........................................................................................................................ 17
Figure 2: Walking Distance................................................................................................................................. 19
Figure 3: Street Network..................................................................................................................................... 21
Figure 4: Street Cross Sections........................................................................................................................... 22
Figure 5: On-Island Shuttle Service .................................................................................................................... 24
Figure 6: Transit Routes..................................................................................................................................... 42
Figure 7: Parking................................................................................................................................................ 49
TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC ii

EXECUTIVE SUMMARY
INTRODUCTION
The Transportation Plan for Treasure Island has been prepared by Treasure Island Community
Development LLC (TICD). It presents transportation measures and strategies which will deliver a
unique transportation experience. Grounded in the principles of sustainable development, the island’s
residents, visitors and employees will enjoy access to high quality travel opportunities that prioritize
walking, bicycling and transit; that incentivize travel by modes other than private auto; and that
provide disincentives to those who choose to travel by single occupancy private vehicle.
The measures and strategies are supported by financial commitments to transit infrastructure and
services, and by pricing mechanisms and financial incentives to encourage transit use. The Plan
supports the revised Master Plan for the redevelopment of Treasure Island.
The Treasure Island Draft Transportation Plan was first issued by TICD in January 2006. Following
presentation of the Plan, comments were received from the Treasure Island Community Advisory
Board, the Treasure Island Development Authority Board (TIDA), the Treasure Island Community
Advisory Board, and the San Francisco Board of Supervisors. The Plan has been revised as a result of
this input.
LAND USE PROGRAM

The current land use program for the Treasure Island development includes 5,500 homes,
approximately 235,000 square feet of neighborhood-serving and visitor-oriented retail, 420 hotel
rooms, a new marina, flex space, and major public open spaces, recreational areas, and public facilities
such as a school, fire station, police station, and community spaces. The analysis of trip generation
and transit service are based on a previous land use program which included approximately 165 more
hotel rooms and 90,000 square feet less of flex space. These changes resulted in decreased trip
generation, so the subsequent travel demand and transit analyses contained herein remain
conservative.
TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 1

TRANSPORTATION PROGRAM
Specific transportation measures include:
• A new ferry service operating from a new terminal and transit hub located on the western shore.
The ferry terminal is within a 10 minute walk of the majority of residences and is in the heart of
the community. Ferries will operate between 6am and midnight throughout the weekday and
weekend. This report evaluates ferry service to and from San Francisco at 15 minute intervals.
• Bus services operating to San Francisco downtown and to the east bay will operate from the
transit hub throughout the weekday and weekend with buses operating every 5-8 minutes.
• A fleet of four electric or alternative fuel shuttle-buses will be provided for residents, employees,
and visitors to make it possible for everyone who comes to Treasure Island to be able to navigate
without the use of a private automobile. The shuttles will operate primarily on three routes
serving all neighborhoods and the open spaces and will provide timed transfer connections at
the ferry terminal and bus transit hub. The shuttle service will be monitored and will be
modified as required to meet demand.
• A fleet of bicycles, available for visitors and residents for checkout from a secure central "bike
station" located at the Ferry Terminal and using a "library-style” management system will be
provided. The island's walkways and bicycle route network would likely connect to the planned
shared-use path on the Bay Bridge East Span.
• Dock space will be provided for private water taxi service. The Water Taxi program will be
independent of the ferry, and privately funded and operated by an experienced transportation
operator.
PARKING
Parking will occur in off-street facilities and at on-street, metered facilities. The parking ratios
described in this report are based on 1 to 1 for residential uses, 2 to 1,000 sq ft of retail, and 0.8 to 1
room for hotel uses. There will be approximately 7,200 off-street parking spaces on Treasure Island
and Yerba Buena Island. 5,500 spaces will be available to residents, 336 for hotel guests and
employees, 466 for retail uses, 435 to serve the open space and recreational areas, 236 for the Marina
and 240 for other miscellaneous uses. An additional 640 on-street spaces will be provided for short-
term use by visitors.
The number of spaces provided is consistent with creating an economically feasible, high density,
transit-oriented neighborhood with the goal of discouraging auto use. All parking for all users will

incur a parking charge and shared parking will be encouraged. Residential parking will be unbundled
from the sale and rental of the residential units. Monitoring, enforcement and pricing of parking will
be used to create a positive incentive for residents, employees and visitors to choose transit rather than
auto to access the Island.
ENCOURAGING USE OF TRANSIT AND DISCOURAGING CAR USE

The transportation infrastructure has been designed around the opportunities to use transit as a
primary mode of travel. Auto access will be discouraged through parking management, pricing, and
other policies. The mechanisms proposed include:
• Transportation demand measures, including the appointment of a travel coordinator, to support
the use of transit, walking and bicycling. These will be directed at residents, visitors and
employees.
• Parking management based on a policy that all auto users incur a parking charge. The charges
will be applied at a level to encourage the use of transit services and discourage the use of single
occupant autos.
• The implementation of a congestion pricing program. Charges will be applied to residents who
choose to use their car to get to or from the Island during peak travel periods (6am – 9am and
4pm – 7pm, Monday through Friday).
• The implementation of ramp metering on the access ramps to the Bay Bridge to control the
number of vehicles that can leave the island during periods of bridge congestion.
Traffic volumes at peak periods will be controlled through the mechanisms listed above so that traffic
generated by the development should not exceed five percent of the Bay Bridge traffic capacity.
TRAVEL DEMAND AND MODE SHARE

The highest demand for travel to and from Treasure Island will occur during the weekday morning and
evening peak periods (6am – 9am and 4pm – 7pm). This coincides with the highest volume of traffic on
the Bay Bridge. The effect of the measures and strategies in the Transportation Plan will result in a
significant number of people choosing transit. The project’s transportation analysis indicated mode
shares will typically be about 30% ferry, 24% bus and vanpool and 46% auto during the morning and
evening peak periods.

This forecast transit demand has been tested against a number of comparative sources including
examples in the Bay Area. The research provides empirical evidence that people will use transit when
they are provided with the opportunity and in situations where transit is cost and time competitive.
Also, examples throughout the Bay Area indicate that people will favor ferry over bus in those
situations where a choice between the two modes is available.
INSTITUTIONAL AND GOVERNANCE ISSUES

A newly created transportation agency will be formed to provide the mechanism to regulate charges
and collect revenues associated with the Congestion Pricing program, non-residential parking facilities,
and on-street parking facilities of the Island. The net revenues raised (once operating costs have been
accounted for) from congestion pricing and parking will be used to support transit operations and other
programs designed to encourage non-auto travel.
IMPLEMENTATION AND MONITORING

The Transportation Plan will begin operation at the earliest stages of development and additional
phasing of the measures and services will be implemented for the future development phases that will
follow. The project will be monitored regularly against the objectives and the option to increase or
decrease charges, extend or move their period of operation or apply them at different times will be
available.
Transportation Demand Management programs will be monitored and tested for their effectiveness and
the impact of special events or larger events will be monitored to determine the opportunities for
applying transport demand management or other mechanisms to encourage the use of non-auto
modes.
FUNDING, COSTS AND REVENUES

The capital costs of transit rolling stock, transit facilities, parking facilities, and other elements of the
Transportation Demand Management program are itemized in the Plan. These costs are presented as
one-time capital expenditures. Annual operating costs and revenues are also included. The operating
costs at final build-out are approximately $26 million compared to an annual revenue estimated at
about $29 million, as shown in Table 4.9 on Page 55. All capital costs listed in Table 4.9 will be
covered by the project. There is no projected impact to the City’s General Fund due to operating costs.

1 INTRODUCTION
MASTER PLAN PROCESS
This plan presents a draft of the transportation and access component of the Land Use Plan for the
redevelopment of Treasure Island. It is based on an intensive and iterative design effort that has
occurred over the last several years through an extensive public process. The commitments and
principles of that process, outlining a vision of Treasure Island as a diverse, sustainable, public-
spirited urban community, have not changed. The land use program has been more thoroughly
defined, and the specific design solutions have evolved in several important respects. These include:
• The ferry terminal is proposed for Treasure Island's western shore, allowing water transit to
arrive in the heart of the community, easily visible from downtown San Francisco, and within
easy walking distance from all residents of the Treasure Island community;
• A compact, transit-oriented community that results in more public open space, and more
housing;
• A more complex and thoroughly articulated urban design and architectural plan, illustrating
relationships between buildings, public space, transportation, views, and natural factors; and
• A renewed and more fully elaborated commitment to sustainability, including a dense compact
urban form, detailed renewable energy proposals, an innovative green-building agenda, and a
commitment to create a self-sufficient community.
This transportation plan articulates some of the most critical aspects of that land use plan: those
addressing the challenge of access to an island community in a congested region that demands
innovative, efficient, and sustainable solutions.
The first draft of the Treasure Island Draft Transportation Plan was issued by TICD in January, 2006.
Following presentation of the Plan, comments were received from:
• Treasure Island Community Advisory Board (TICAB – January 10, 2006);

• Treasure Island Development Authority Board (TIDA Board – January 11, 2006);
• Treasure Island Community Advisory Board, Transportation Subcommittee, (January 24, 2006);
• San Francisco Board of Supervisors, (February 15 2006);
• Comments from Arc Ecology (March 15, 2006); and
• General Community Input and Sustainability Workshop (April 20, 2006).

A full list of comments received is attached in Appendix A. This draft of the Transportation Plan has
been revised and substantially strengthened as a result of those comments. The following were the
major issues raised in response to the draft report published in January 2006:
• Provide data/research to support mode split assumptions;

• Revisit the project’s traffic impact on the Bay Bridge;
• Include analysis of shuttles versus San Francisco bus for on-island transit;
• Identify legal framework for establishing the Congestion Pricing Program and Parking District;
and
• Review and provide supporting information for the operating cost and revenue assumptions;
This Plan will accompany the Draft Master Plan in the Development Plan Agreement between TIDA and
the TICD development team. After endorsement of the development plan by the TICAB, TIDA, and the
Board of Supervisors, the project will require CEQA environmental review, and will become the basis of
a Redevelopment Plan requiring approval by the Treasure Island Development Authority and Board of
Supervisors.
GOALS AND OBJECTIVES

The Treasure Island Transportation Plan presents a series of transportation measures and strategies,
which will deliver a unique transportation experience. Grounded in the principles of sustainable
development, the residents, visitors and employees will enjoy access to high quality travel opportunities
that prioritize walking, bicycling and transit. The Plan also incentivizes travel by modes other than the
private auto and provides disincentives to those who choose to own and use their private car. The
measures and strategies are supported by financial commitments that support pedestrian, bicycling,
transit infrastructure and service, and by pricing mechanisms and financial incentives to encourage
transit use.
PRINCIPLES
• Transportation infrastructure on the island will be designed around the opportunities to walk
and bike as primary modes;
• Transit services to and from the island will operate throughout the day, evening, and weekends
at high levels of service consistent with meeting demand and providing a quality alternative to
the private auto;

• Auto access will be discouraged via parking arrangements, congestion pricing, and other
policies;
• The plan will be financially viable; and
• A transportation agency will be established to manage the real-time needs of residents and
visitors to Treasure Island.
MECHANISMS
• Transportation demand measures will support the use of transit, walking and bicycling. These
will be directed at residents, visitors and employees.
• A newly created Transportation Agency will collect and disburse revenues from all non-
residential parking facilities and the island’s congestion pricing program.
• Residential parking will be sold or leased separately from the unit (“unbundled”).
• All non-residential parking on the island will incur a parking charge. The charges will be
applied at a level to encourage the use of transit services and discourage the use of single
occupant autos, consistent with the project goals.
• Charges will be applied to residents who choose to use their car to get to or from the island
during peak travel periods (i.e. congestion pricing).1
• Ramp metering will be applied on the access ramps to the Bay Bridge to control the number of
vehicles that can leave the island during periods of bridge congestion.
IMPLEMENTATION AND MONITORING

• The transportation plan will begin operation at the earliest stages of development and specific
phasing of the measures and services will be developed for the final development agreements.
• The project will be monitored regularly against the objectives and the option to increase or
decrease charges, extend or move their period of operation or apply them at different times will
be available to meet the objectives.
• Transportation Demand Management (TDM) programs will be monitored and tested for their
effectiveness in meeting the plan objectives. All residents, employees and visitors will be aware
of the options to use transit and will be actively encouraged to do so.
1At this stage of the planning process and for analysis purposes, it is assumed that these charges would be
applied during a three-hour period during the weekday AM peak period (6am-9am) and a three-hour period
during the PM peak period (4pm-7pm).

• The impact of special events or larger events will be monitored to determine the opportunities for
applying TDM or other mechanisms to encourage the use of non-auto modes.
• Traffic volumes at peak periods will be controlled through the mechanisms listed above so that
traffic generated by the development should not exceed five percent of the Bay Bridge traffic
volume during periods when the Bay Bridge volume is above 80% of its capacity.
INTEGRATION OF TRANSPORTATION AND LAND USE

The integration of transportation and land use is a fundamental principle of the proposed Land Use
Plan. Every aspect of the proposed design facilitates convenient access by foot, bicycle, and transit,
and seeks to reduce the use of private cars for single occupant trips both on and off Treasure Island.
TICD has accomplished this integration by designing a dense, compact development pattern centered
around an active Ferry and Intermodal Transit Hub and commercial center. The TICD plan provides a
range of benefits:
• Promotes access by foot, bicycle, and transit, reducing on-island car trips;
• Establishes a strong mixed-use and transit-oriented character;
• Preserves more land for open space;
• Pedestrian-friendly street design in all neighborhoods;
• Allows the development of more housing at a greater efficiency;
• Creates a livelier, more dynamic community with services necessary to create a self-sufficient
community;
• Establishes densities that allow frequent, efficient transit service;
• Serves the project's sustainability goals;
• Manages parking to minimize auto dependence and support urban, pedestrian-friendly
character;
• Discourages the use of the automobile by imposing congestion pricing on off-island peak trips by
residents;
• Welcomes visitors to a model of sustainable and walkable development; and
• Serves as a model for the region and the nation in encouraging alternate transportation modes.
Transportation and access issues have informed the revised plan at every step, defining the character
and quality of the Treasure Island community and focusing all of the residents and visitors toward a
western ferry terminal and transit hub. Whatever one's mode of arrival, it will be immediately clear
that this is a community built around a western shore transit terminal center, which will serve as the

arrival point, an activity hub, a source of identity, and a

distinctive architectural statement. The transit terminal
complex will also include connections to the on-island
shuttle, car share and bicycle lending facilities.
The development pattern is designed to facilitate walking

and cycling for on-island trips, and access to ferry and
bus service for commuting. Hotel, retail, public and
community uses are clustered around the ferry quay.
All of the homes proposed to be built on Treasure Island
will be within a 12-minute walk of the transit hub.
Streets will be designed to support a variety of travel
modes at moderate-to-low speeds (between 15 and 25
mph), and a system of pedestrian oriented tertiary
streets will radiate from the terminal area into the
surrounding districts. All non-residential parking will
be decoupled from residential and visitor uses,
enhancing Treasure Island's pedestrian character.
INTEGRATION WITH SUSTAINABILITY GOALS

Sustainability is a key priority in the Treasure Island
Master Plan. Many of the project's wide range of
sustainability goals and commitments are
transportation-focused, and are intended to encourage
sustainable choices as part of everyday life. The
transportation strategy for the island has been designed
to facilitate a significant mode-shift - from private autos
to alternative, environmentally sensitive means of
transportation. Options such as ferries, buses, electric
or alternative fuel on-island shuttles, car sharing, and a
bicycle library program will be implemented. In addition, parking will be managed, priced, and
designed to reduce on-island car trips and minimize impact on the pedestrian environment.
Congestion pricing will be used to charge fees for residents who choose to use their automobiles to
travel to and from the island during peak travel periods.

The Treasure Island community is designed to allow residents access to essential services within a 12-
minute walk, and pathways and streetscapes are designed to enhance the experience for pedestrians
and cyclists. A comprehensive list of the proposed public amenities and services is provided in
Appendix B. Because services and amenities are clustered at the ferry terminal, commuters, residents,
and visitors will be able to take advantage of them when arriving or leaving the island, further reducing
discretionary trips. All of these elements support a self-sufficient island community.
A denser, more transit-oriented land-use pattern not only reduces auto trips, it also preserves more
land for open space, natural resources habitat, and storm water management, all while consuming
fewer material resources. All of these elements illustrate the confluence of good urban design, effective
transportation planning, and environmental sustainability.

2 PROPOSED TRANSPORTATION MEASURES

GOAL 1: PRIORITIZE WALKING
Policies Programs
Design residential areas with sufficient density and proximity to transit to support
1.1a
transit.
Provide sidewalks on all streets except alleys and mews, serving all on-island
1.1b
1.1 Locate land uses and destinations, transit stops, and the Bay Bridge path.
circulation to encourage 1.1c Maximize number of housing units within 2-minute walk of neighborhood-serving retail.
walking trips 1.1d Maximize number of housing units within 5-minute walk of a bus/shuttle stop.
1.1e Maximize number of housing units within 10-minute walk of Ferry Terminal.
1.1f Design and provide safe walking routes to the school.
1.1g Make walking interesting through design, variation, landscaping, and mixed use.
1.2a Avoid the use of multilane streets.
1.2b Ensure that multilane streets have raised medians and pedestrian refuges.
1.2 Design streets for low speed
1.2c Design short blocks and provide pedestrian pass-throughs on long blocks.
and safe crossings
1.2d Use short cycles and pedestrian actuation at all traffic signals.
1.2e Design most streets to self-enforce speeds of 25 mph or less.
1.3 Design walkways for easy 1.3a To help orient pedestrians, provide view corridors and “terminated vistas.”
way-finding 1.3b Provide adequate sidewalk lighting for safe pedestrian circulation.
1.4 Design walking routes to 1.4a Connect major internal walking routes to Bay Trail around the island’s periphery.
serve work & recreation trips 1.5a Work with Job Corps to establish community paths through campus.
GOAL 2: MAXIMIZE THE USEFULNESS OF BICYCLING

Policies Programs
Design streets to include appropriate bicycle facilities given their individual street
2.1a
2.1 Maximize the utility of the classification and purpose.
bicycle for on-island trips 2.1b Provide adequate bicycle racks and/or bicycle lockers near major destinations.
2.1c Encourage a bicycle shop to locate on the island.
2.2a Provide long-term and on-demand bicycle lockers at the transit hub.
2.2 Maximize the synergy
2.2b Encourage transit and vanpool providers to provide on-vehicle bicycle racks.
between bicycles and transit
2.2c Provide accommodations for bicycles on buses and ferries.
Connect the island’s streets and paths to the Bay Bridge East Span path with reasonable
2.3 Maximize ease of bicycling 2.3a
grades, resting areas, and no need to dismount.
to/from the Bay Bridge path
2.3b Anticipate street and path alignments to future West Span path endpoint(s).
2.4 Establish Bicycle Library 2.4a Provide a fleet of bicycles available for checkout from a secure central “bike station.”

GOAL 3: MAXIMIZE EFFECTIVENESS AND CONVENIENCE OF TRANSIT & RIDESHARING

Policies Programs
3.1 Maximize synergy between land Provide an integrated transportation center that serves land and water
3.1a
and water transportation transit, organized-rideshare, and casual-rideshare modes.
Provide shuttle stops within 5-minute walk of all residences including those
3.2a
3.2 Design bus routes to serve on Yerba Buena Island.
residential, retail, and Provide shuttle stops at the Marina, the Ferry Terminal, school, open space
3.2b
community destinations areas and throughout the residential neighborhoods.
3.2c Ensure transit system routes link to major regional transit system nodes.
3.3a Staff a full-time travel coordinator position.
3.3b Provide an island-specific webpage for transportation alternatives.
Provide an information and way-finding system to assist travel planning and
3.3c
provide real-time transit information.
Provide a Guaranteed Ride Home program for island residents and workers
3.3d
who rideshare.
3.3 Support choosing and using 3.3e Require island employers to offer Commuter Checks and carpool parking.
transit and ridesharing Publish a “Getting To Treasure Island” brochure explaining all transit,
3.3f ridesharing, non-motorized, and driving options including the Bay Bridge
path.
Provide a designated and signed “casual carpooling” location at the transit
3.3g
center.
Work with Job Corps to maximize public transit and participation in creating
3.3h
an attractive bus route experience.
Encourage transit providers to use fuel-efficient and/or alternative-fuel
3.4a
engines.
3.4 Support “green transport”
Provide “docking stations” and parking locations for electric vehicles in key
3.4b
locations on the island.
Design and locate on-island uses such as childcare facilities, neighborhood
3.5 Minimize On-Island Vehicle Trips 3.5a retail and other services in a manner which minimizes the need to use the
automobile.

GOAL 4: USE TRANSPORTATION DEMAND MANAGEMENT

Policies Programs
4.1a Unbundle the residential parking from the sale or rental of residential units.
4.1b Establishing a maximum overall parking ratio of one-to-one for all residential uses.
4.1 Reduce the incentive for a 4.1c Encourage a car-sharing provider to locate “pods” near residences.
household to own a car, or a 4.1d Advertise the transit features when selling residential units.
second car
Approximately ½ of residential parking spaces will be provided in individual
4.1e residential blocks. The remaining ½ will be separated from the residential units
and provided in parking storage facilities.
Establish a fee structure for public parking garages and on-street parking to reflect
4.2a monetary and environmental costs of parking, thereby encouraging the use of
transit.
4.2b Set aside desirable parking areas for rideshare and alternative fuel vehicles.
4.2 Establish parking
Require resident parking stickers, to monitor the number of vehicles on the island
management policies 4.2c
priced to reflect the de-prioritization of the auto.
4.2d Create “shared parking” facilities between different island uses.
Provide an information system for way-finding, travel planning, and real-time
4.2e
parking availability.
4.3 Enable residents to
4.3a Equip residential units to meet telecommuting needs.
work from home
Establish a congestion pricing program to charge residents for making peak period
4.4 Establish a Congestion 4.4a off-island auto trips (to and from the island) to encourage the use of transit and
Pricing Program minimize impact on Bay Bridge.
4.4b Vary charges by directionality and time of trip to force modal shifts as necessary.
Provide the minimum number of parking spaces necessary to meet the demand
4.5a without sacrificing the pedestrian and transit-oriented character of the
4.5 Provide as few parking development.
spaces as needed
Evaluate the feasibility of designing parking structures to accommodate non-
4.5b
parking uses in the future.
Regularly monitor the TDM program to determine success of measures and revise
4.6a
4.6 TDM Monitoring standards, charges and procedures.
4.6b Evaluate potential reduction in parking provision in the future.
4.7a Maximize opportunities for residents to work on the island.
4.7 Jobs-Housing Linkage
4.7b Maintain TIHDI Job Program.

GOAL 5: PROMOTE TRANSIT

Policies Programs
5.1a Provide a safe, comfortable, convenient and attractive ferry terminal.
5.1b Design the area around the ferry terminal to be the commercial and retail core of
5.1 Promote and Provide the island. Construct a high density residential neighborhood in close proximity to
Ferry Service the ferry terminal.
5.1c Work with WTA to identify the most efficient ferry operation plan. Provide a
sufficient number of passenger ferries to meet the travel demands of each phase of
the development.
5.2 Provide On-Island 5.2a Provide an electric or clean-fuel shuttle-bus service with drop-offs and pick-ups at
Shuttle Bus Service the transit terminal and at other locations along the route.
5.3a Work with bus service providers to serve bus transit demand through all phases of
the development and linking to major regional transit hubs and employment
5.3 Provide Off-Island nodes.
Bus Transit Service 5.3b Work with a bus operator to initiate East Bay service. Provide bus service on 25-
minute or shorter headways to and from Oakland 19th Street BART.
5.3c Explore the opportunity to provide a “branded” Treasure Island bus service.
GOAL 6: IMPROVE BAY BRIDGE RAMPS

Policies Programs
6.1a Improve the safety of the existing San Francisco Oakland Bay Bridge’s Eastern
Span ramps as part of the Eastern Span Reconstruction project. Work with MTC,
6.1 Work with Caltrans to
BATA and other local and state agencies and elected officials to ensure that
improve ramp access to and
Caltrans constructs new ramps connecting the eastern span of the Bay Bridge to
from the Bay Bridge
Yerba Buena Island to modern engineering standards.

3 MASTER PLAN PROPOSED TRANSPORTATION MEASURES

LAND USE/PROGRAM
The proposed land use program includes 5,500 homes, approximately 235,000 square feet of retail
uses, about 420 hotel rooms, historic hangars, and a new marina, in addition to community facilities,
flex space, and a series of major public open spaces. Table 3.1 summarizes the land uses proposed for
Treasure Island and Yerba Buena Island.
The housing is concentrated in key areas near the transit center: The Ferry Terminal/Urban Core,
Cityside, and Island Core, as shown in Figure 1. Some additional housing is located in the Marina
Landing area. The Ferry Terminal area includes an approximately 200-unit condominium building to
be operated by the adjacent hotel. The Cityside district consists of a fabric of four to eight story
buildings with a mix of condominiums and townhomes, clustered around neighborhood parks and
punctuated by a series of mid-rise 15-20 story residential buildings. The Island Core and Marina
Landing areas include four additional high-rise residential buildings.
The hospitality program includes four facilities: two 150-room business hotels in the Ferry Terminal
area, a 70-room boutique hotel in the Marina Landing area, and a 50-room spa hotel on Yerba Buena
Island. The business hotels will be oriented primarily toward visitors working in downtown San
Francisco and arriving by ferry. The YBI spa hotel will provide a “wellness center” that will be available
to residents and visitors to the island.
The Treasure Island land use plan proposes approximately 235,000 square feet of retail development to
be located immediately adjacent to the ferry landing, which will connect the business hotel and homes
to the north with the boutique hotel and Marina Plaza to the south. The retail concept includes both
local and regional serving venues, providing basic needs for residents while also attracting visitors from
throughout the region. The retail center provides a connective framework that will draw visitors
through a double-loaded retail corridor of single-story pavilions that include neighborhood services, a
grocery and food market, regional-serving outdoor recreation stores, small shopping experiences,
environmental tourism and a variety of restaurants. Certain retail venues will serve everyday needs for
residents and visitors-a grocery and food market, sandwich shops, sundries,-while others will cater
more to visitors.

TABLE 3.1: LAND USE PROGRAM
LAND USE DESCRIPTION CURRENT PROGRAM
Treasure Island 5,250 units

Residential Yerba Buena Island 250 units
Residential Subtotal 5,500 units
Two Full Service Hotels at the Ferry Landing 300 rooms
Boutique at the Clipper Cove Plaza 70 rooms
Hotel Wellness Center on Yerba Buena Island 50 rooms
Hotel Subtotal 420 rooms
Cityside 25,000 sf
Ferry Terminal 125,000 sf
Retail/Commercial Marina Landing and Promenade 85,000 sf
Retail Subtotal 235,000 sf
Open Space Public access facilities such as parks, trails, playing fields, etc. 357 acres
Marina New slips to be constructed 400 slips
Flex Space Un-programmed space available for future development a 240,000 sf
Police and fire facilities to provide local protection for Treasure
Police/Fire Facilities 30,000 sf
Island and Yerba Buena Island residents and visitors
Source: Korve Engineering/SOM/SMWM, 2006
Note: The Transportation Plan evaluates the land use types and sizes as proposed in January 2006. The
land use plan at that time had 585 hotel rooms and 150,000 s.f. of flex space. This updated plan has 165
fewer hotel rooms and 90,000 s.f. of additional flex space. Land use program does not include existing
uses (Job Corps and US Coast Guard facilities).
a Consists of Building Two and Three. Building One is currently used as office space that will continue to
serve office or other administrative space with the project.

?
East Bayside
District
Pier One
District
School Marina
District
Cityside Neighborhood
District
Ferry Terminal
District
PUBLIC FACILITIES
Yerba Buena
District
Figure 1-Land Use.pdf
SOURCE: SOM / SMWM
TICD
Figure 1
LAND USE AND DISTRICTS
WALKING AND BIKING

The density and arrangement of land uses of the Treasure Island Development is designed to actively
encourage the use of walking and bicycling as primary on-island travel modes:
• The highest residential densities are within a five-minute walk of the primary transit hub – the
A NEW ferry terminal and transit center. A representation of typical five-minute walks is provided in
NEIGHBORHOOD Appendix B using popular origins and destinations in downtown San Francisco.
DESIGNED FOR • All island residents will be within a 12-minute walk of the ferry and transit hub, as shown in
WALKING AND Figure 2. All residents will be within a five-minute walk of a shuttle stop.
• The proposed residential densities are consistent with other dense and walkable San Francisco
BICYCLING
neighborhoods, such as North Beach, Telegraph Hill and the Marina, and are consistent with
successful walkable/livable (and transit-oriented) communities elsewhere in the Bay Area and
around the United States.
• The community oriented land uses – markets, schools and other public/community facilities –
are located within short walk/bike distances from the majority of the island's residents.
• Shared-use paths will provide safe, direct, convenient and attractive routes between all the
island's major destinations. This will include evaluating the potential for public pathways
through the Job Corps campus.
• A comprehensive way-finding signage program will support the network of walkways and
shared-use paths.
• Streets will be designed and enforced to be low-speed, creating an environment that is
compatible with walking and bicycling and that emphasizes attractiveness and safety.
• Safe bike parking will be available at all major destinations, and a program will make bikes
available for all users of the island.
• The island's busiest roadways will incorporate shareable-width outside lanes or Class II bicycle
lanes if indicated by vehicle speeds and volumes.
• The island's walkways and bicycle route network will connect to the planned shared-use path on
the Bay Bridge East Span and to the recreational paths around the island and will be designed
to allow for future possible construction (by Caltrans) of a pedestrian and bicycle connection on
the West Span of the Bay Bridge.
• The island will be designed and built to be ADA accessible to residents and visitors.

?
School
10-15 MINUTE 5-10 MINUTE 0-5 MINUTE

3/4 MILE 1/2 MILE 1/4 MILE
1,130 UNITS 2,852 UNITS 1,563 UNITS

100% of Units
(21%) 79% of Units
(51%) 28% of Units
(28%)
PHASE 2
TREASURE ISLAND - WALKING RADIUS & TIME
Figure 2 - Walking Distnace.ai
SMWM - December 13, 2005
SOURCE: SOM / SMWM
TICD
Figure 2
WALKING DISTANCE
STREET NETWORK AND URBAN FORM

The on-island street network is intended to provide basic vehicular access while reinforcing Treasure
Island's transit orientation, walkability, bikeability, public character, and sustainability. All streets are
designed to balance the needs of all transportation modes. Streets are designed to emphasize non-auto
movement, and moderate the speeds of auto traffic where required, while providing safe and
comfortable movement for pedestrians and bicycles. In addition, streets are designed to reflect their
roles as the community's organizing framework. The proposed street network and cross-sections are
shown in Figures 3 and 4, respectively.
The street grid that gives shape to Treasure Island reflects the careful integration of the island's
historic orthogonal grid, the access needs of available development parcels, and the island's unique
environmental qualities. Because Treasure Island's street grid is oriented northwest-southeast, rather
than true north-south, many of the transverse, "east-west" streets have been reoriented to true north--
south. This provides the twin environmental benefits of direct southern sun shining up the streets,
and protection from the predominant (and significant) westerly winds. In addition, these oblique
streets create a distinctive and complex articulation of the blocks and buildings, allowing the
environment to become a key contributor to Treasure Island's built form.
Auto circulation is provided largely by a few primary circulation streets, fed by the access Causeway
from Yerba Buena Island and the Bay Bridge, via California Avenue. These primary streets give access
to the intermodal transit hub adjacent to the ferry terminal, as well as to retail, visitor, and off-site
residential parking garages in the Island Core area, and clustered residential parking in the Cityside
district. Circulation loops facilitate movement through and around the Cityside district, and the
housing and historic hangars adjacent to Clipper Cove. Another access loop surrounds the Job Corps
and Treasure Island's proposed demonstration organic farm and garden, allowing visitors to explore the
heart of the island. Additional roads provide access along the eastern and western shores to the
recreational resources and restored wetlands of Treasure Island's north end. An additional roadway
has been designed to loop around the eastern side of Building One to accommodate an alternate route
to the causeway for use in the event of an emergency or other necessity. Streets on Yerba Buena
Island will generally remain as currently configured with improvements and special pedestrian and
bicycle connections to the new East Span of the Bay Bridge.
Parking structures are proposed near the island’s entry point to get those people who choose to drive
out of their vehicles as soon as possible. Major pedestrian walking routes are being designed to
minimize conflict with auto traffic.

?
School
PHASE 2
Treasure Island Streets Yerba Buena Island Streets

STREET TYPE T1 STREET TYPE T5 STREET TYPE Y1
CALIFORNIA AVENUE NEIGHBORHOOD STREET CAUSEWAY
CITYSIDE & BAYSIDE PARKWAY NEIGHBORHOOD GREEN CONNECTOR NEIGHBORHOOD CIRCULATION STREET
(PRIMARILY PEDESTRIAN & BIKE - VEHICLES LIMITED) (WITH DEDICATED BIKE LANE)
STREET TYPE T3
NEIGHBORHOOD CIRCULATION STREET STREET TYPE T7 STREET TYPE Y3
(WITH DEDICATED BIKE LANE) EAST PARKWAY NEIGHBORHOOD CIRCULATION STREET
NEIGHBORHOOD CIRCULATION STREET FARM LANE NEIGHBORHOOD GREEN CONNECTOR
(PRIMARILY PEDESTRIAN & BIKE - VEHICLES LIMITED)
Figure 3 - Street Network.ai
TREASURE ISLAND - STREET TYPES

SMWM - December 13, 2005
SOURCE: SOM / SMWM
TICD
Figure 3
STREET NETWORK
Street Cross Sections.ai
SOURCE: SOM
TICD
Figure 4
STREET CROSS SECTIONS
ON-ISLAND SHUTTLE SERVICE

The project sponsor will supply a small fleet of electric or alternative fuel shuttles to provide residents,
employees, and visitors on Treasure Island a convenient amenity to easily circulate around the island
for those who choose to not walk or bike. Examples of similar successful shuttle services are included
in Appendix C. This service will serve all land uses on Treasure Island and Yerba Buena Island,
including open spaces, retail commercial zones, and residential neighborhoods. The goal of the shuttle
service is to make it possible for everyone who comes to Treasure Island to be able to get around
without the use of a private automobile. Whether it is a family with school-aged children where the
parents use the ferry and bus for work trips and their children use the shuttle for on-island uses such
as school or play, or the visitor who arrives via bus or ferry, the on-island shuttle will be scaled and
designed to address the specific internal transportation circulation needs of residents, visitors, or
workers.
The shuttles would operate primarily on three routes, one serving each neighborhood. Routes A and B
will be extended to serve the open spaces and school during peak use periods. Route C would serve
Yerba Buena Island. Shuttle service would provide continuous service on each route from early
morning to late evening. The routes for the shuttles are flexible and can be modified to meet demand.
The shuttle would be free to all users. Four shuttles would be provided to allow three to be in service
at any given time (i.e. to provide layover periods). The shuttles would circulate around their respective
neighborhoods and provide timed transfer connections at the ferry terminal and bus transit hub.
The routes and scheduled stops for the shuttle service are illustrated in Figure 5. The headways and
travel times would depend on the time of day and ridership. Typically, each shuttle would make a
round-trip in approximately seven minutes. Peak period headways would be approximately ten
minutes. Shuttles would also be available to serve special events at Treasure Island. Shuttle use will
be coordinated with the bicycle and parking programs.

?
Route B:
Extend shuttle routes 7-10 minute
to serve non-residential round-trip
land uses
travel time
School
Route A:
7-10 minute
round-trip
travel time
Transit
Terminal
Route A serving Cityside residential, retail, the Job Corp,

Treasure Island School and wilderness park open space
Route B serving Marina/East Bayside residential,
hotel, commercial, the Job Corps and marina Route C:
On Island Shuttle Service rev 1.ai
Route C serving Yerba Buena Island 7-10 minute

round-trip
travel time
Scheduled stop
SOURCE: SOM / SMWM
TICD
Figure 5
ON-ISLAND SHUTTLE SERVICE
The shuttle service option is being proposed after a review of alternatives including an assessment of
the option to operate the San Francisco bus service around the island as part of its trip. That
assessment is included in Appendix C. In summary, while the two options are essentially equivalent
with respect to passenger travel time and number of vehicles required, the proposed shuttle service is
more advantageous in four important respects:
• Interface with ferry service;

• Compatibility with the development concept;
• Schedule reliability; and
• Flexibility in matching passenger demand.
ENCOURAGING THE USE OF MODES OTHER THAN AUTO

The following programs are proposed to encourage travel modes other than the private auto:
• Establishment of a Transportation Agency which will

be empowered to make decisions consistent with the
goals of the Plan;
• Charging a fee to residents who drive on or off the
island during peak periods;
• The appointment of a Travel Coordinator;
• The adoption of a car share program;
• The support of the “Commuter Check” program;
• Integrated multi-modal Transit Center;
• Comprehensive Travel Pass;
• Free Bike Program;
• Parking Disincentives and Pricing Programs; and
• Ramp Metering.

TRANSPORTATION AGENCY
A Transportation Agency will be established to be responsible for regulating charges and collecting
revenues associated with on-street and off-street parking facilities and the Congestion Pricing Program.
The Agency will allocate the additional revenues raised (once operating costs have been accounted for)
to support transit operations and the TDM program. Legal analysis was conducted and has confirmed
that the establishment of this entity is feasible. Appendix D includes an analysis of the legal
framework required for such an agency.
The governance of the Transportation Agency and its specific obligations and powers is the subject of
ongoing discussion between TICD and the City. However establishing the agency will not add
additional burden on the City’s General Fund.
CONGESTION PRICING PROGRAM
A program will be implemented to charge residents for access to the on- and off-ramps during the peak
periods (6am – 9am and 4pm – 7pm, Monday through Friday). While charging vehicles for road space
is a common traffic control technique on freeways and major roadways, its application in controlling
traffic to and from a development is fairly innovative. A great deal of work still has to be done therefore
to fully specify the details of the arrangement including how the system will be monitored and enforced,
how the charges will be applied, the level of the charge and the technology that will be used. The
objectives and principles of the Congestion Pricing program are:
OBJECTIVES
• To create a disincentive for residents to use their cars for commute trips;
• To increase the competitiveness and attractiveness of transit for commute trips;
• To mitigate the peak period impact of trips generated by the development on the regional road
network (the Bay Bridge); and
• To provide financial support for transit operating costs and the transportation demand
management programs.

OPERATING PRINCIPLES
APPLICATION OF CHARGES
• The Plan proposes charges on residents' trips only during the peak weekday periods.
Residential trips represent approximately 75% of all vehicle trips, so the program will therefore
have a significant impact on travel choice at the time most people are traveling.
• Initially, the charge will apply in the weekday peak commute periods only (6am – 9am and 4pm
– 7pm, Monday through Friday). This is consistent with addressing the impact of trips in the
peak periods. Travel patterns will be monitored to determine if an extension beyond these
periods is necessary.
• The charge will be established at a level that meets the program objectives. The program will be
monitored and the charge will be changed (up or down) as required to meet the program
objectives. Charges that vary dependent upon demand may be considered as the details of the
program are developed.
• The charge will apply in both directions (to autos traveling off the island and onto the island)
• The charge will be applied to single occupancy and carpools. Transit and vanpool services will
not be charged. A reduced schedule of charges will be considered for residents of below market
rate units.
• Charges will vary based on time periods and directionality of trip (to and from the East Bay and
San Francisco).
ADMINISTRATION
• The capital costs, operating costs and administration of the program will be managed by the
newly created Transportation Agency.
• The revenues generated by the program will stay with the project and used to cover the costs of
administration and enforcement and used to support other transportation programs on the
island.
MONITORING AND ENFORCEMENT

• The program will be monitored against the program objectives on a regular basis and changes
will be made as required.
• The program will be designed to be self-enforcing. All residents who have a car on the island will
be required to register the vehicle so that they can have access to parking. As part of this
process they will be required to carry an identifier that will be permanently fixed to the car. The
identifier will monitor both parking use and road user charges. The detail of this system will be

developed once more consideration has been given to the technology to be used and the overall
management of auto use on the island.
• A fine will be imposed for violations of the program.
TECHNOLOGY AND INFRASTRUCTURE

• The charge will be activated at the roadside using electronic techniques – there will be no
physical booths or staff on the roadway.
• There is a variety of technologies currently available for collecting charges electronically. These
include transponders similar to Fastrak and Radio Frequency Identification Devices (RFID –
using bar code technology). The technology is changing and improving, and by the time the
system is operational it is likely that the technology will have improved significantly.
• Enforcement technology could include video techniques to read and record license plates.
• Depending upon the technology used and the institutional operating framework, it will be
possible to link the road user charging technology to the parking technology to provide a single
platform for the monitoring and enforcement of transportation on the island.
PHASING AND IMPLEMENTATION

• The road user charge will be applied in the first phase of development and the charge will be set
to meet the program objectives as previously stated.
EXAMPLES
Road user charging has been used successfully on freeways and major roadways throughout the
United States and worldwide. Road user charging differs from tolls in that it is applied primarily as a
traffic control technique to address congestion issues rather than as a mechanism to raise revenues to
pay for infrastructure, or to spread the congestion over longer periods.
HIGH OCCUPANCY TRAVEL LANES

There are a number of High Occupancy Travel Lanes (HOT lanes) in the US where charges are applied
on a fixed or variable basis to discourage the use of single occupancy vehicle travel and encourage the
use of transit. There are also a number of area-wide road user charging schemes being developed. The
San Francisco County Transportation Authority has recently been awarded a federal grant to study
congestion pricing.

LONDON
The best known example of an implemented area-wide program is the London congestion charge which
has now been operating successfully for 5 years. In that time, it has helped reduce congestion and the
revenues raised have been used for investment in transit, bicycling and walking.
STOCKHOLM
Starting in January 2006 Stockholm began charging vehicles entering the inner city area on weekdays
between 6:30 am and 6:30 pm. After operating for one month this has reduced traffic volumes by 25%,
removing 100,000 vehicles from the roads during peak business hours and increasing public transit
ridership by 40,000 users per day.
The system uses cameras positioned along city routes and the drivers are encouraged to outfit their
cars with RFID transponders that interact with stations along the road. All eligible vehicles entering or
leaving the charging zone are charged based on time of day, with fares highest during peak rush hours,
and up to a maximum charge per day.
Payment is made by a number of channels including by direct debit triggered by the recognition of an
electronic tag that is loaned to drivers. Camera and number plate recognition technologies identify
those vehicles without tags, and are also used to verify tag readings and provide evidence to support
the enforcement of non-payers.
PARKING PROGRAM
The Treasure Island Transportation Agency will operate the non-residential off-street parking facilities
and parking meters serving the development. This Agency will have the powers to fix and change the
parking rates and collect and allocate revenues generated for the maintenance and operation of the
parking supply and facilities. All additional revenues will be available for the transit subsidies and
potentially be applied toward costs associated with replacement transit vehicles.
The Agency will determine adequate parking rates to achieve the island’s goals regarding transit use
and discouragement of private auto use. The powers of the Treasure Island Transportation Agency in
respect of parking control will be similar to a “Parking District.” Parking Districts are routinely used in
other cities to control specific areas of residential parking or to grant special powers in a specific area.
Two of the best examples in the US are the programs operating in Pasadena, California and Boulder,

Colorado. A review of transportation and parking districts and examples of successful applications is
included in Appendix D.
TRAVEL COORDINATOR
The Travel Coordinator (TC) will play a key role in providing residents, employers, employees and
visitors with all the information they need to make the best use of the opportunities available to them
to travel by modes other than auto. The TC will be in regular communication with the transit agencies
and will work with them to monitor transit usage and make appropriate changes to services to match
demand. The TC will be the lead in providing educational materials to keep residents, employees and
employers apprised of travel incentives or changes to travel options. The TC will also be responsible for
managing visitors and groups holding functions/events on the island and maintaining the physical
programs that reduce dependency on the single occupant vehicle trip:
• Managing and maintaining the Treasure Island travel website;

• Managing the car pooling/car sharing database and “guaranteed ride home” program;
• Monitoring of bicycle parking provision and usage;
• Management of bike library program;
• Reporting maintenance issues;
• Developing and distributing educational material on travel options; and
• Working with the transportation agency to establish
proper parking and congestion pricing rates.
CAR SHARE PROGRAM

A car share program would provide a network of vehicles parked
A CAR in neighborhoods or "pods." Members pay for the time and miles
WHENEVER driven. Through a partnership with a car share operator, a car
YOU NEED share program would be implemented to allow members to use
ONE, vehicles when needed, and to pay based only on how much they
drive, thus reducing the fixed costs associated with private
WITHOUT automobile ownership.
THE NEED
TO OWN IT The car share operator would determine the appropriate number
of cars to be located on Treasure Island. TICD would ensure that

an appropriate number of parking spaces are provided at strategic locations on Treasure Island. It is
expected that many residents would become members of the car share program; each member would
use a toll-free number or visit an internet site to reserve a car on an as-needed basis. At the car share
parking space, the member would check in with a personalized key card and obtain the keys to the car.
This program provides a very positive and effective incentive for residents and others to opt for transit
as a primary mode of travel because they know that a car is readily available when they need one. The
growth and success of these programs in the Bay Area and in other cities throughout the US is a
testament to its effectiveness in reducing dependency on the auto.
TRANSIT HUB
The Ferry Terminal and bus transit facility will be the key element is of the island's Transit Hub,
providing a focus for ticket sales, travel and tourist information. Other transportation services at the
Transit Hub will include bus stops and facilities for East Bay and San Francisco bus service providers,
a shuttle service stop, bicycle parking, a car share pod and administration/office accommodation for
the island's Travel Coordinator. Currently, plans include placing the Transit Hub at the southern side
of the ferry quay. TICD is reviewing those plans and is considering incorporating the Transit Hub into
Building One. Further analysis will take place on this issue.
COMPREHENSIVE TRANSIT PASS

TICD would like to establish a transit pass that allows residents and visitors to access bus service and
the ferry system via a single transit pass. In addition, opportunities to bundle this transit pass into
homeowners' dues and hotel room rate charges are being explored. The tickets for special events and
cultural event programs would be priced to include the cost of transit programs. This program is not
currently available given multiple transit operators providing services in the Bay Area; however, it will
be explored in more detail as part of the project.
In addition to a pass for all types of transit, opportunities to provide employees and residents with an
"EcoPass" will also be pursued similar to the programs already underway at the University of California
and employers like the City of Berkeley. These passes would allow unlimited transit use for those
residents and employees who hold them. Monthly and/or annual passes could be purchased at a
discount bulk rate as part of the island's overall TDM program. Opportunities to bundle these passes
into homeowner's dues and hotel room rate charges, special event and cultural event ticket prices and

the like will also be considered. As part of the TDM program these passes will be purchased at the
discounted rate and will be made available to all employees who work on the island.
WATER TAXI
Water taxi service refers to water-based transportation by small boats or ferries with less capacity than
the commuter ferries proposed in this Plan. Water taxis are more often used as a non-commute mode
generally responding to specific demands generated by tourists, visitors or special events. For example,
depending upon demand, such a service may be proposed between Fisherman’s Wharf and Treasure
Island. Water taxi service on Treasure Island would be operated and funded by a private operator who
would be entirely responsible for the capital and operating costs of the service. However, dock space at
Pier One would be provided to the operator at an affordable rate. Appendix C includes a review of
successful water taxi services elsewhere in the US.
BICYCLE FLEET
Treasure Island will have a fleet of bicycles available for checkout from a secure central "bike station"
located at the Ferry Terminal. "Library"-style management will provide accountability and usage
tracking superior to anonymous "free bike" programs that have been tried in other cities. Visitors and
residents will be able to borrow bicycles like library books, with free use for residents and a free or
nominal fee for visitors. The bike station will be attended during daytime hours seven days a week.
The facility's secure bicycle storage area will be accessible during unattended hours by residents with
an access card. The streets have been designed to respect and promote bicycle use.
GUARANTEED RIDE HOME PROGRAM

A guaranteed ride home program would be included as part of the island's overall TDM program.
Under this program, island residents and employees who are registered as carpool or transit riders
would be reimbursed for return trip travel in the event of an emergency when an alternative means of
travel is not available. These travelers would be able to use a taxi service to complete their return trip
and be reimbursed for the cost of the trip by the TDM program.

CARPOOL AND VANPOOL

Carpool and vanpool ridematching services would be provided by the island's TDM program, and
designated spaces would be provided in the island's parking facilities for vanpools, free of charge. A
designated signed area in the vicinity of the transit hub would be provided for casual carpooling;
however, all residential vehicles leaving or entering the island during peak periods would be subject to
congestion pricing charges. Vanpools would not be subject to congestion pricing charges.
VISITOR AND EMPLOYEE TDM PROGRAMS

It is intended that transportation demand measures be directed at all users of the island. All
employers on the island will be required to participate in transportation demand management
programs and the Travel Coordinator will work with employers to monitor progress and provide
support. It is expected that the island's TDM plan/ordinance will be a single document which will
cover those programs, monitoring and enforcement to be performed by the Travel Coordinator. The
island's TDM program will detail what programs are required of employers of different sizes. Each
employer will be required to designate a single contact for transportation purposes.
Many of the proposed transportation measures on the island already support transportation demand
management for visitors and employees. The following TDM measures would be provided for all
employers regardless of their respective size:
• All employees and visitors will pay for parking;

• The availability of convenient transit services;
• Bicycle access to the east bay;
• The car share program;
• The bicycle library;
• On-island shuttle;
• On-island amenities including child care facilities; and
• A Travel Coordinator for the island.
In addition, all reasonable sized employers will be expected to provide:

• Bicycle parking in a controlled access or secure area;

• Carpool and vanpool ridematching services: there would be allocated spaces for carpool/vanpool
and reduced parking charges for carpools and vanpools;
• A well-lighted path or sidewalk utilizing the most direct route to the nearest transit or shuttle
stop from the building;
• Guaranteed ride home for registered carpool, vanpool and transit riders in emergency situations;
• Information boards/kiosks displaying transit routes and schedules; carpooling and vanpooling
information; bicycle lanes, routes and paths and facility information; and alternative commute
subsidy information; and
• Showers/clothes lockers.
In addition, employers will be expected to offer programs to reduce auto use and encourage the use of
alternative modes including:
• Alternative commute subsidies/parking cash out: employees are provided with a subsidy if they
use transit or commute by other alternative modes;
• Opportunities to provide employees option to purchase commuter checks;
• Opportunities to provide completely subsidized vanpool service for hotel employers or large
employers will be explored;
• Hotel visitor parking will be unbundled and charged separate from the room rate;
• Hotel transit pass will be sold with each room;
• Marketing of alternative travel options: employers, particularly hotels, will be encouraged to
provide information to prospective visitors relative to the alternative modes of travel available;
• Special event planning: as part of planning for special events, such as weddings or hotel events,
event planners will be encouraged to develop individual TDM programs to provide information
relative to the alternative travel options available;
• Compressed work week and flextime: employees adjust their work schedule to reduce vehicle
trips to the worksite; and
• Telecommuting options.
The Travel Coordinator will coordinate her/his activities with the employers to ensure that employees
are kept fully informed of the available programs and any promotional activities and will be available to
assist with new employee orientation. In addition, the Travel Coordinator will be available to
coordinate these services on behalf of the smaller employers. The Travel Coordinator would also be
expected to work with on-island stores and uses to provide delivery options to on-island customers to
ensure that between the shuttle system and the store delivery system it would be unnecessary to drive
to stores to meet one’s daily needs.

4 TRAVEL FORECASTS
This section summarizes the anticipated travel demand and parking demand forecasts. These
forecasts take into account the mix of uses, street network, transit networks and travel demand
management measures described in Section 3. The methodology and approach to conducting these
detailed forecasts are described in Appendix B.
TRAVEL DEMAND
Table 4.1 summarizes the forecast off-island trip generation. Detailed trip generation calculations and
rates used are included in Appendix B. During a typical weekday, the project would generate
approximately 43,234 off-island person-trips.2
TABLE 4.1: OFF-ISLAND PERSON-TRIP GENERATION BY LAND USE

WEEKEND
WEEKDAY WEEKDAY WEEKDAY PM
LAND USE SIZE MIDDAY PEAK
DAILY AM PEAK HOUR PEAK HOUR
HOUR
Residential 5,500 units 22,979 4,152 5,209 2,570
Hotel 420 rooms 2,227 97 279 241
Retail 235,000 s.f. 9,024 223 811 812
Open Space 357 acres 7,140 286 571 571
Marina 400 slips 1,184 32 76 348
Flex 240,000 s.f. 321 101 126 23
Police/Fire 30,000 s.f. 360 36 36 36
Total 43,234 4,926 7,108 4,600
Source: Korve Engineering, 2006
Note: The Transportation Plan evaluates the land use types and sizes as proposed in January 2006. The
land use plan at that time had 585 hotel rooms and 150,000 square feet of flex space. This updated plan
has 165 fewer hotel rooms and 90,000 s.f. of additional flex space.
2Person-trips refer to the number of trips generated by people. For example, two people in one car is categorized
as a two person-trips. Similarly, one person riding transit would be one person-trip.

The weekday PM peak is forecast to generate the highest volume of vehicle traffic and, there would be
over 50% more trips in the PM peak hour than the weekend peak. Charts 1 and 2 show the typical
profile of vehicle traffic generated by the development (inbound and outbound) during the weekday and
weekend period, respectively. The charts also show the significance of the weekday PM peak hour. At
weekends the hourly traffic is lower but the peak extends over a longer period.
Chart 1: Weekday Off-Island Project Traffic – All Land Uses Chart 2: Weekend Off-Island Project Traffic – All Land Uses

MODE CHOICE
Table 4.2 summarizes the peak hour trip generation by mode. During the weekday AM and PM peak
hour, approximately 46 percent of off-island person-trips would be by auto, 30 percent by ferry, and 24
percent by bus and vanpool.
TABLE 4.2: OFF-ISLAND PEAK HOUR TRIP GENERATION BY MODE

FERRY BUS VANPOOL AUTO
SCENARIO
PERSON PERSON VEHICLE PERSON VEHICLE PERSON VEHICLE
Weekday AM Peak Hour 1,589 1,068 35 130 34 2,139 1,155

Weekday PM Peak Hour 2,160 1,473 41 230 63 3,245 1,696
Weekend Midday Peak Hour 784 881 25 158 41 2,777 1,123
The assumptions on mode split and in particular the split of auto versus transit and bus versus ferry
have been tested against a number of comparative sources including examples in the Bay Area. This
research is summarized in Appendix B.
In summary, the research provides empirical evidence that people will use transit when they are
provided with the opportunity and when transit is cost and time competitive. People will also favor
ferry over bus in those situations where the two modes are competing.
For example, the ferry terminals in Sausalito, Larkspur and Tiburon in Marin County provide
commuter bus and ferry service to San Francisco, similar to that proposed for Treasure Island. The
analysis of census data shows that residents in these cities are more likely to use ferry over bus when
given the choice. This comparison is discussed in more detail in Appendix B.

FERRY SERVICE
SAN FRANCISCO FERRY
A new ferry service will be provided in conjunction
with the Water Transit Authority or a private
operator between the San Francisco Ferry Building
and Treasure Island. Depending upon demand,
additional ferry service could also be provided to the
East Bay or South Bay. The forecast ferry demand to
San Francisco for the AM and PM peak hours is
illustrated in Table 4.3. The proposed ferry route
between Treasure Island and the San Francisco
Ferry Terminal is illustrated in Figure 6.
To serve the projected ridership, the island will be served by two 575-passenger ferries operating every
15 minutes during peak periods. Headways would be similar during midday and weekend periods, and
longer at nights. Service will be adjusted to meet demand. Ferries will operate between 6am and
midnight each day. One-way ferry travel time between Treasure Island and the San Francisco Ferry
Building is approximately 15 minutes each way. One ferry could make one round-trip in 30 minutes.
It is estimated that the ferries will operate between 66 percent and 85 percent of capacity during peak
periods. Appendix C includes an analysis of ferry service demand and capacity with capital and
operating costs. An average revenue per rider is assumed to be three dollars per rider. This includes
actual fares and other revenue from any monthly passes or “eco-pass” programs.
At this time, the operator has not been identified, however, the Water Transit Authority has been given
the regional jurisdiction to manage future ferry service that will take place on the Bay. Working with
the WTA, TICD will work with qualified ferry operators or the WTA itself to manage the Treasure Island
ferry system.
EAST BAY FERRY

In the future, ferry service could be provided between Treasure Island and the East Bay if proven
feasible. Until that time, transit service to the East Bay will be provided by bus only.

TABLE 4.3: PROJECTED FERRY SERVICE

CAPACITY PER
DIRECTION TOTAL RIDERSHIP HEADWAY LOAD FACTOR # OF FERRIES REQUIRED
FERRY
WEEKDAY AM PEAK HOUR

Inbound 366
575 pax 15 min 0.66 2
Outbound 1,511
WEEKDAY PM PEAK HOUR

Inbound 1,931
575 pax 15 min 0.84 2
Outbound 457
Note: Ridership forecasts include ridership from existing land uses to remain after the development of the
project.
BUS TRANSIT
EXISTING SERVICE
MUNI currently provides local transit service to
Treasure Island. Route 108 provides a service
between Treasure Island and the Transbay Terminal
operating 24 hours a day / 7 days a week. Buses
run every 15 minutes during peak hours, every 20
minutes during the day and evening, and between 30
and 45 minutes at other times. During peak periods
the 108 carries a maximum of 359 passengers/hour
(54% of its maximum hourly capacity).

FUTURE SERVICE
To San Francisco: With the proposed development, bus service to San Francisco is proposed between
the San Francisco Transbay Terminal and the Transit Hub adjacent to the Ferry Terminal. During the
AM and PM peak hour, round-trip travel time would be approximately 30 minutes, which includes
passenger loading/unloading, travel time, and about five to ten minutes of dwell time per hour. One
bus could make two round-trips in one hour. TICD would work with the service provider to “brand” a
Treasure Island service with a special, easily recognizable identity with a special logo. In addition,
CONVENIENT TICD is looking at ways to configure the causeway and new proposed Treasure Island ramps to allow
TRANSIT for ramp metering and methods to allow buses to “jump” queues that may occur on the causeway.
SERVICE SO To the East Bay: Bus service to the East Bay is proposed to travel between Treasure Island and BART’s
RESIDENTS 19th Street station in Oakland. This service could be modified in the future if demand warrants. East
Bay bound buses would travel eastbound on the Bay Bridge and exit I-80 at the West Grand Avenue
AND off-ramp in West Oakland. They would continue along Grand Avenue until Broadway, where they
VISITORS would turn right and approach the 19th Street BART station. Westbound buses would also use Grand
CAN Avenue and enter the toll plaza at the West Grand on-ramp, which provides a clear route to the bus
and carpool lane. At Treasure Island, all buses will stop at the Transit Hub adjacent to the Ferry
MINIMIZE Terminal. During the AM and PM peak hour, round-trip travel time would be approximately 45
CAR USE minutes, which includes passenger loading/unloading, travel time, and about five minutes of dwell
time per hour. One bus could make two round-trips in 90 minutes. The expected routes for buses to
and from the island from the east bay and San Francisco are shown in Figure 6. TICD would work
with the service provider to explore the opportunity to “brand” their Treasure Island service with a
special, easily recognizable identity with a special logo and bus appearance.
The forecast San Francisco bus service for the AM and PM peak hours is illustrated in Table 4.4. MUNI
currently operates three buses to Treasure Island on Route 108. The forecast East Bay bus service is
summarized in Table 4.5. There is currently no bus service between Treasure Island and the East Bay.
Currently, the Plan calls for all buses to originate and terminate service on Treasure Island at the Ferry
Terminal and Intermodal Transit Hub. Access to these transit modes would be via walking, biking, and
the on-island shuttle service. Appendix C includes an analysis of the bus service demand and capacity
and the capital and operating costs broken down by phase of development.
With the development of the proposed project, the potential for a new San Francisco route providing
direct service to City Center or other dense areas would be considered. TICD will work with TIDA work
to negotiate additional bus routes that could serve large downtown areas, depending on market
demand.

TABLE 4.4: PROJECTED SAN FRANCISCO BUS SERVICE

CAPACITY PER
DIRECTION TOTAL RIDERSHIPa HEADWAY LOAD FACTOR # OF BUSES REQUIREDb
BUS
Inbound 172
63 pax 6 min 0.73 6
Outbound 460
Inbound 552
63 pax 5 min 0.73 7
Outbound 262
Note: Ridership forecasts include ridership from existing land uses to remain after development of the
project.
a Includes ridership from existing land uses to remain, such as the Job Corps.
b Includes 3 existing Muni buses and a spare bus.
TABLE 4.5: PROJECTED EAST BAY BUS SERVICE

CAPACITY PER
DIRECTION TOTAL RIDERSHIP HEADWAY LOAD FACTOR # OF BUSES REQUIREDa
BUS

Inbound 226
63 pax 8 min 0.72 8
Outbound 339

Inbound 402
63 pax 7 min 0.66 9
Outbound 391
Note: Ridership forecasts include ridership from existing land uses to remain after development of the
project.
a Includes a spare bus

East Bay
Bus Service
to 19th Street
BART Station
Ferry Route
San Francisco
Bus Service to
Transbay Terminal
Transit Routes.ai
TICD
Figure 6
TRANSIT ROUTES
AUTO
FREEWAY ACCESS
The Bay Bridge (Interstate 80) currently provides two westbound
on-ramps, one westbound off-ramp, two eastbound off-ramps
and one eastbound on-ramp as shown in the graphic below.
There are two ramps west of the Yerba Buena Tunnel: one
eastbound off-ramp and one westbound on-ramp. There are
four ramps on the east side of the tunnel: one eastbound off-
ramp, one eastbound on-ramp, one westbound off-ramp, and
one westbound on-ramp. None of the ramps meet modern ramp
design standards. A graphic of the existing Bay Bridge ramp
configuration is shown below.
As part of the reconstruction of the eastern span of the Bay

Bridge, Caltrans will reconstruct and improve the island’s
eastern span ramps in the eastbound direction. They are currently exploring options for westbound
ramp improvements on the eastern span.

Chart 3 to the right illustrates the daily Chart 3: Average Two-Way Traffic on Bay Bridge – Weekday
profile of total traffic (both directions on the
Bay Bridge) during the typical weekday.
There is a clearly defined AM and PM peak
period where traffic on the bridge
approaches capacity. During the typical AM
peak period, westbound is the peak
direction, and is controlled by the toll plaza
and metering lights on the Oakland side.
During the PM peak period, the westbound
is also controlled by the toll plaza and
metering lights, but eastbound is the peak
direction. The PM peak period eastbound
traffic has no metering lights, but the
configuration of the bridge and ramps in San
Francisco limits the flow of eastbound
traffic. During the weekday PM peak hour,
there are approximately 18,000 vehicles on
the bridge.
Chart 4: Average Two-Way Traffic on Bay Bridge – Weekend and Weekday
Chart 4 to the left illustrates

the profiles of the weekday
and weekend traffic volumes.
During the weekday PM peak
hour, there are approximately
1,000 more vehicles on the
bridge compared to the
weekend peak hour.

In order to understand the relative effects of the project’s impact on the ramps and bridge, the expected
traffic volumes from the project have been compared with mainline bridge volumes. Table 4.6
summarizes the percentage contribution of the project to the total bridge volume in each direction. The
project would comprise less than five percent of traffic to the mainline bridge system in all directions
during all peak periods.
TABLE 4.6: PROJECT CONTRIBUTION TO BRIDGE VOLUME
MAINLINE VOLUME PROJECT VOLUME PROJECT

LOCATION DIRECTION
(VPH) (VPH) CONTRIBUTION
To San Francisco 9,928 357 3.59%

I-80 West of Treasure Island
To East Bay 7,543 133 1.77%
I-80 East of Treasure Island
To East Bay 7,705 298 3.87%

To East Bay 9,998 499 4.99%
To East Bay 9,614 143 1.49%
WEEKEND MIDDAY PEAK HOUR

To East Bay 7,962 270 3.39%
To East Bay 7,879 198 2.51%

PARKING
PARKING POLICY
The project’s parking principles are designed to mitigate the overall usage of private auto through
pricing, supply, new technology and effective monitoring programs.
PARKING LIMITS
Parking requirements were based on the San Francisco Planning Code, Section 151 and the Institute of
Transportation Engineers Parking Generation, Third Edition, modified to reflect unique conditions on
Treasure Island. The project requirement for each land use is lower than the ITE demand, which is
consistent with the island’s parking principles of discouraging the use of private auto through a strict
and regulated parking supply.
RETAIL
Based on Planning Code requirements, retail uses require four spaces per 1,000 s.f. of retail. The ITE
demand for an urban shopping center is 2.27 spaces per 1,000 s.f. of retail. The project proposes two
spaces per 1,000 s.f. of retail, which is half of the code requirement and less than the ITE demand.
RESIDENTIAL
The ITE parking demand for residential condominiums is 1.46 spaces per unit. The project proposes
the standard Planning Code requirement of one space per dwelling unit, about two-thirds of the ITE
demand.
HOTEL
The ITE parking demand for a hotel room is 0.9 spaces per room. The project proposes 0.8 spaces per
hotel room, as defined by the San Francisco Planning Code, which is less than the ITE demand.

TABLE 4.7: PARKING REQUIREMENTS BY LAND USE

LAND USE SIZE PARKING REQUIREMENT a 5,500 UNIT BUILD-OUT
Residential 5,500 d.u. 1 per d.u. 5,500
Hotelb 420 rooms 0.8 for each room 336
Retail 235,000 s.f. 2 per 1,000 s.f.g 466
Athletic Fields: 5.1 per acree
Open Space 357 acresf 435
Other Open Space: 1 per acre
Marinac 400 slips 0.59 per berth 236
Flexd 150,000 s.f. 1 per 1,000 s.f. 240
7,213
a Parking requirements are based on San Francisco Planning Code unless noted otherwise.
b Hotel rate is for hotels in Neighborhood Commercial District, San Francisco Planning Code. ITE Parking
Generation demand is 1.3 spaces per room, almost double what is used for Treasure Island.
c Marina rate taken from Parking Generation, Third Edition, Institute of Transportation Engineers.
d Flex rate is for offices uses from the San Francisco Planning Code.
e Parking demand for “City Park” (recreational athletic fields) from Parking Generation, Third Edition,
Institute of Transportation Engineers, 2004. Recreational athletic field rate is based on site survey in ITE
Parking Generation.
f The total area of Open Space includes the local parks and recreational areas expected to serve nearby
residential uses. Uses of these types of Open Space are not expected to demand parking spaces, and are
therefore removed from the amount of space that requires parking.
g Retail parking maximum based on urban retail shopping centers. When compared to ITE demand and
San Francisco Planning Code requirements, 2 per 1,000 s.f. proposed is much lower than typically
provided.

PARKING SUPPLY
There will be approximately 7,850 parking spaces on Treasure Island and Yerba Buena Island. Figure
7 shows the location and allocation of parking spaces in the current land use plan. These spaces have
been summarized in Table 4.8.
TABLE 4.8: PROPOSED PARKING SUPPLY
LOCATION PARKING SPACES
Cityside
Residential – Below Grade 1,500
Residential – Above Grade 850
Residential/Hotel (Shared) 250
Cityside Park 40
East Bayside
Residential – Above Grade 2,560
Residential/Hotel/Marina (Shared) 551
Retail/Marina/Flex (Shared) 832
Athletic Fields 120
Shoreline Open Space Access 100
Yerba Buena Island
Residential 250
Open Space 160
Total Off-Street Parking Supply 7,213
City Side On-Street 290

East Bayside On-Street 350
Total On-Street Parking Supply 640
Total Parking Supply 7,853


350 on-street
parking spaces
350 off-street located within
? 600 off-street
parking spaces
parking spaces for
hotel, residential
Parking Area B
for residential & flex
1,900 off-street
120 off-street parking spaces
parking spaces for for residential
recreation area
100 off-street 80 off-street
parking spaces for parking spaces for
water access and YBI open space
open space access
60 off-street
150 off-street parking spaces
parking spaces for residential
for residential
School
40 off-street
parking spaces for
water access and
open space 375 off-street
parking spaces
for residential,
hotel & flex
1,500 off-street 700 off-street

parking spaces parking spaces
PARKING PHASE 2 for residential for local 250 off-street 20 off-street
residential parking spaces parking spaces for 20 off-street 40 off-street
MAIN PUBLIC PARKING HOTEL PARKING
& hotel for residential, YBI Open Space parking spaces for parking spaces for
Access YBI Open Space YBI open space
MAIN RESIDENTIAL PARKING (ABOVE GRADE)
hotel & retail Access access
290 on-street
HOTEL PARKING COMBINED WITH RESIDENTIAL PARKING
MAIN RESIDENTIAL PARKING (BELOW GRADE)

parking spaces
PUBLIC FACILITY PARKING
located within 250 off-street
HOTEL PARKING Parking Area A parking spaces
for YBI residential
HOTEL PARKING COMBINED WITH RESIDENTIAL PARKING
4-20-06 Parking.ai
PUBLIC FACILITY PARKING

SOURCE: SOM / SMWM
TICD
Figure 7
PARKING
RESIDENTIAL PARKING
Residential parking will be provided at a maximum ratio of one space per home. Approximately half of
the spaces will be provided in a number of small garages distributed through the residential areas. The
remainder will be available in parking storage areas located on the south side of the island.
This "unbundling" and separation of parking from the residential units is designed to:
• Provide residents the option of not purchasing or leasing a parking space;
• Increase the attractiveness of transit since walk distances to some parking garages will be
comparable to the walking distance to the ferry and transit hub;
• Provide flexibility during phasing of the development to reduce the supply of residential parking
should demand be less than anticipated; and
• Allow for shared parking in the parking garage-making use of parking spaces during the
workday for commercial, visitor and retail uses and using the same spaces for residential
parking in the evenings.
While the details of pricing and management of residential parking need to be fleshed out, the
principles at this time are:
• All residents who own a car (whether owners or renters) will be subject to a parking charge
(either monthly rental or purchase);
• Residential parking charges will be set at a level consistent with the cost of parking provision
(i.e., the cost to construct, operate, and maintain); and
• For leased parking, the parking rates will be adjustable over time to ensure parking policies are
part of a comprehensive program to minimize auto use.
RETAIL AND HOTEL PARKING
The provision of retail and hotel parking is driven largely by the commercial needs of retailers and hotel
operators. At this stage in the process, the project includes a low level of parking provision relative to
other new developments in the region.
In addition, certain principles have been established to provide the developer and TIDA the flexibility to
make changes over time and to continue to reinforce the opportunities for visitors and employees to
use modes other than the auto:

• Room rates will have a transit pass surcharge that will be applied to all rooms to provide visitors
access to the island’s various transit services.
• All parking will incur a parking charge – employees may be offered a parking cash out option
rather than be subject to a parking charge and, for hotel users, the parking charge will be
separate from the hotel room charge;
• An employee TDM program will be in place to encourage employees to make use of transit and
other modes;
• Retail parking will be located in a separate parking garage away from the retail core - over the
phasing of the development build-out, the supply of spaces available for retail visitors can be
changed;
• There will be no parking validation for retail or hotel users; and
• The location of the retail area and major hotel site adjacent to the ferry terminal and transit hub
facilitates use of transit modes.
PHASING
The parking supply will be phased to correspond to the level of development during construction. The
construction of residential parking facilities will coincide to meet parking requirements for the amount
of development. Parking occupancies will also be controlled by variable parking rates during each
construction phase to affect the demand for parking spaces on the island.
ON-STREET PARKING
Figure 7 shows the proposed preliminary location and allocation of parking spaces. While the detailed
management, enforcement and charging protocols will be the subject of further discussions, principles
of on-street parking management are:
• All on-street parking will be charged - wirelessly networked to allow data collection on
occupancy and use;
• All on-street spaces will be available to visitors with charges on an hourly basis and charges set
to encourage short-term use;
• Spaces will be controlled by multi-space meters; and
• Charges will apply from early morning (6am/7am) to late evening (9pm/10pm) to discourage
residents from using on-street spaces.

OFF-STREET PARKING
Off street parking will be in the parking garages and in the surface lots located adjacent to
recreation/open space areas. The location of each parking facility and the approximate capacity are
shown in Figure 7.
OFF-STREET ENCLOSED PARKING FACILITIES
The enclosed parking structures that are either below- or above-grade will be available for residential
parking, for retail users and for visitors depending on the facility and location (see Figure 7). The
management principles are:
• All spaces will be subject to a charge;
• Charges for non-residential uses will encourage short-term use (up to 4 hours); and
• Evaluate the opportunity to construct garages to be converted to other uses should the parking
supply exceed the demand.
SURFACE OFF-STREET SPACES
All spaces in surface off-street parking lots will be subject to a parking charge consistent with the
charge for on-street spaces and based on the same concepts for parking management.
PARKING CONTROL AND ENFORCEMENT

As described above, all parking on the island will be subject to parking charges. All residential parking
will be controlled by developers in accordance with the principles outlined above. All other parking will
be controlled through the Transportation Agency which will be responsible for setting parking rates and
providing a comprehensive monitoring and enforcement program. The Transportation Agency will have
the responsibility and authority to:
• Set parking charges;

• Enforce the parking control measures;
• Amend parking charges as part of the overall intent of encouraging the use of modes other than
the auto;
• Provide real-time monitoring and adjustment of occupied and available parking spaces at the
several garages and other parking facilities; and
• Retain funds from parking to be applied to other on-island transportation services.

SHARED PARKING
The specific parking supply requirements for each land use are summarized in Table 4.8 above. In
order to meet these requirements, several garages would serve different uses. Each use would have the
amount of spaces needed to meet requirements. The specific policies and locations of each space is not
clear at this point, but will be thoroughly discussed during further planning stages of the project.
WAY-FINDING
At several key locations on the island, information regarding parking facility locations will be posted to
advise visitors where the parking facilities are located for each land use. The project will evaluate the
opportunities for real-time parking information at critical locations. This would enable visitors to drive
straight to the facility that is closest to their destination without creating confusion regarding how to
travel around the island during peak travel periods.

COSTS AND REVENUES

Table 4.9 presents a summary of the transportation costs and revenues. The details of the calculations
are included in Appendix E. Local, regional and federal funding sources for capital costs (i.e.
acquisition of ferries and buses) would be sought. In addition, private sources of funding, such as
private ferry boat operator capital expenditures, would be obtained. According the WTA, other
potential funding sources for ferry service to Treasure Island could include the Federal Ferryboat
Discretionary Fund.
The capital costs of transit rolling stock, transit facilities, parking facilities, and other elements of the
TDM program are itemized in Table 4.9 as one-time capital expenditures. The annual operating costs
and annual revenues are also included in this table.
SAN FRANCISCO BUS SERVICE
The capital costs, operating costs, and revenue projections for San Francisco bus service are shown
separately in Table 4.10. The developer has committed to covering all capital costs associated with the
San Francisco bus service. The shortfall between operating costs and revenues will be covered by the
Community Facilities Fund (CFF). The developer is contributing to this fund to address the shortfall
and the overall goal is to have no net impact on the City’s General Fund. A more detailed discussion of
the assumptions regarding the costs and revenues for the San Francisco bus service is included in
Appendix E.
PARKING
While the principles of the island’s parking program are known at this time precise parking rate
structures will be developed at a later stage of the transportation planning effort. For preliminary
analysis, the following assumptions were made to estimate the expected revenue from the non-
residential parking supply in both off-street facilities and on-street parking spaces:
• Hourly Rate: $1.50

• Daily Hours of Operation: 15 hours (6am-9pm), 365 days per year
• Average Occupancy: 60%
As illustrated in Table 4.9, the operating cost is approximately $26 million compared to an annual
revenue of about $29 million. Surplus funds will be used for replacement transit costs or other
programs as necessary.

TABLE 4.9: TRANSPORTATION COSTS AND REVENUES
ITEM CAPITAL COSTS ANNUAL OPERATING COSTS ANNUAL REVENUE
Transit Fleet
Ferry (2 ferries) a $14,520,000 $15,841,000 $10,655,000
East Bay Bus (9 buses) b $7,650,000 $3,171,000 $1,558,000
Shuttle (4 shuttles) $2,400,000 $3,285,000 $0
Transportation Facilities
Bicycle Library $100,000 $100,000 $91,000
Administrative offices c $1,000,000 $1,000,000 $0
Maintenance Facilities $850,000 $250,000 $0
TDM & Monitoring $0 $250,000 $0
Congestion Pricing Program $5,000,000 $1,250,000 $5,000,000
Parking Program d $50,000,000 $719,000 $11,595,000
TOTAL $81,520,000e $25,866,000 $28,899,000
a Ferry capital costs reflect the 100% purchase of one ferry and the 20% local match on a second.
b Only buses that serve the East Bay are included in this cost table because San Francisco buses are
included in a separate budget. At full build-out, the costs and revenues for San Francisco buses are as
shown in Table 4.10.
c Administrative office includes the capital costs associated with administrative facilities for the Travel
Coordinator, car share program, shuttle, carpool/vanpool organization, and other TDM measures.
d Annual parking revenues are estimated based on the following assumptions:
(1) Residential parking costs and revenues are not included in the above table.
(2) Non-residential parking would be charged an average rate of $1.50
(3) Annual operating cost of each non-residential space is $300.
e These capital costs will be the responsibility of the developers.
TABLE 4.10: SAN FRANCISCO BUS COSTS AND REVENUES
San Francisco Bus (4 buses) $3,400,000 $3,468,000 $1,654,000

5 MONITORING AND ENFORCEMENT

The unique transportation measures and programs that will be implemented on Treasure Island ensure
that the island can be self-sustaining and self-regulating. Through the congestion pricing program and
parking cost structures, the island's auto use can be controlled by changing the costs of these
programs to shift automobile use to bus and ferry modes. In addition, the island's on-ramps will be
metered to control the volume of cars that can access the bridge during peak periods.
Using research and market studies, the charge to residents to access the bridge during the peak
periods will be determined. Should the average resident's propensity to use private auto outweigh the
base fee to use the bridge, that cost can, and will, be increased. An increase in this charge will
encourage transit use and more carpooling activity during the peak periods. A program like this does
not currently exist in the Bay Area. Dedicated staff involved in the administration and monitoring of
this program will constantly reevaluate travel patterns and costs to make this program effective in
affecting the use of private auto.
The ramp metering program will enable Caltrans to control the amount of vehicles that access the
bridge during the peak travel periods. The precise number of vehicles allowed to use each ramp will
vary with the volume of vehicles on the mainline as well as the direction and time of day. However, this
will put a concrete cap on auto usage during peak periods.
The parking pricing structures for the on-street parking, residential garages, and other off-street
facilities serve as another control that will affect the use of private auto. Through careful planning and
monitoring, the cost to use each parking facility can be modified to reach the desired occupancy.
By adjusting the prices charged to users, the mode split for all residents and visitors can be controlled.
Through resident and employer surveys, along with research and monitoring, these programs can be
changed accordingly to reach the desired travel outcome. At this stage of project development, the
precise format and process to control these programs has not been fully developed, but will be before
the development would be expected to create any transportation impacts on the existing transportation
infrastructure. The Travel Coordinator and their team would also be in constant communication with
all operators of transportation service to the island, such as the bus, ferry, and on-island shuttle
operators.

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TREASURE ISLAND TRANSPORTATION PLAN

Treasure Island Community Development, LLC

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC i

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC ii

LAND USE PROGRAM

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 1

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 2

ENCOURAGING USE OF TRANSIT AND DISCOURAGING CAR USE

TRAVEL DEMAND AND MODE SHARE

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 3

INSTITUTIONAL AND GOVERNANCE ISSUES

IMPLEMENTATION AND MONITORING

FUNDING, COSTS AND REVENUES

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 4

• Treasure Island Community Advisory Board (TICAB – January 10, 2006);

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 5

• Provide data/research to support mode split assumptions;

GOALS AND OBJECTIVES

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 6

IMPLEMENTATION AND MONITORING

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 7

INTEGRATION OF TRANSPORTATION AND LAND USE

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 8

arrival point, an activity hub, a source of identity, and a

The development pattern is designed to facilitate walking

INTEGRATION WITH SUSTAINABILITY GOALS

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 9

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 10

2 PROPOSED TRANSPORTATION MEASURES

GOAL 2: MAXIMIZE THE USEFULNESS OF BICYCLING

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 11

GOAL 3: MAXIMIZE EFFECTIVENESS AND CONVENIENCE OF TRANSIT & RIDESHARING

TREASURE ISLAND COMMUNITY DEVELOPMENT, LLC 12

GOAL 4: USE TRANSPORTATION DEMAND MANAGEMENT

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GOAL 5: PROMOTE TRANSIT

GOAL 6: IMPROVE BAY BRIDGE RAMPS

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3 MASTER PLAN PROPOSED TRANSPORTATION MEASURES

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TABLE 3.1: LAND USE PROGRAM

LAND USE DESCRIPTION CURRENT PROGRAM

Treasure Island 5,250 units

serve office or other administrative space with the project.

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SOURCE: SOM / SMWM

WALKING AND BIKING

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10-15 MINUTE 5-10 MINUTE 0-5 MINUTE

1,130 UNITS 2,852 UNITS 1,563 UNITS

SMWM - December 13, 2005

SOURCE: SOM / SMWM

STREET NETWORK AND URBAN FORM

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Treasure Island Streets Yerba Buena Island Streets

TREASURE ISLAND - STREET TYPES

ON-ISLAND SHUTTLE SERVICE

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Route A serving Cityside residential, retail, the Job Corp,

Route C serving Yerba Buena Island 7-10 minute

• Interface with ferry service;

ENCOURAGING THE USE OF MODES OTHER THAN AUTO