Moreno Valley Final TDM Plan (Dec 2025)r_02022026.pdf — Moreno Valley City Council, February 17, 2026

MORENO VALLEY, CA

TRANSPORTATION DEMAND

MANAGEMENT (TDM) PLAN
DECEMBER 2025
• •

SUMMARY OF CONTENTS
I. OVERVIEW P.3
This chapter introduces the TDM Plan and what is contained within it, and the purpose and intent (the “why”) of the TDM Plan.

II. NEEDS ASSESSMENT P.6
This chapter summarizes the findings and takeaways of the existing conditions report, policy and planning context (including goals and policies from the 2006 and pending draft Moreno Valley 2040 General Plans, SCAG’s Connect SoCal, and WRCOG priorities that guide Moreno Valley’s TDM strategy), a review of peer city programs, and outreach and stakeholder input.

This chapter also summarizes the key takeaways for the City of Moreno Valley and includes a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis and comparison table.

III. VISION AND GOALS P.19
This chapter introduces the TDM Plan’s mission statement and defines eight overarching goals that guide the city’s TDM efforts, including improving multimodal connectivity, reducing VMT, and supporting commuters and employers.

IV. STRATEGIES AND MEASURES P.25
This chapter outlines 22 actionable strategies Moreno Valley will implement to support TDM goals, including web tools, incentive programs, infrastructure toolkits, employer support, and mobility services.

V. PERFORMANCE MONITORING & EVALUATION P.50
This chapter defines how Moreno Valley will track progress toward its TDM goals through measures related to participation, funding, VMT reduction, outreach, and supporting facilities.

These metrics support accountability, performance evaluation, and ongoing program refinement as funding and reporting needs evolve.

VI. IMPLEMENTATION FRAMEWORK P.55
This chapter describes how the City and its partners will move from planning to action through clearly defined roles and responsibilities for City departments, regional agencies, employers, and community stakeholders. The framework organizes strategies into near-, mid-, and long-term phases to align program delivery with staffing capacity, partnerships, and funding availability. Early actions focus on establishing program foundations and quick wins, while later phases expand services, strengthen employer-led initiatives, and integrate TDM more fully into long-range planning and policy.
2 Moreno Valley TDM Plan

OVERVIEW
I. OVERVIEW

INTRODUCTION
As Moreno Valley becomes an increasingly desirable place for people to live, work, and play, it is important that the City balances growth and economic opportunity with demand on roadway and parking infrastructure and a responsibility to achieve environmental targets.

At the same time, innovation across the mobility landscape is accelerating at a rapid pace, adding new and emerging approaches and technologies, such as microtransit, shared mobility, remote work, and advances in autonomous vehicles.

What is TDM?
Transportation Demand Management refers to strategies that encourage people to shift away from driving alone by increasing the convenience of multiple travel options.

Carpool/
vanpool
Information
and resources
Alternative
work
schedules
Remote
work
options
Bus
passes
Walk/bike
infrastructure
and subsidies
On-site
carshare
Parking
cash out
Bike parking/
repair stations
4 Moreno Valley TDM Plan
Regional Partners
The Transportation Demand Management Plan (TDM
Plan) provides a strategic approach for reducing single occupancy vehicle (SOV) trips, improving mobility, and
supporting sustainability goals. It aligns with city, regional, and state policies, integrates with development review, and defines Moreno Valley’s partnerships with the Riverside County Transportation Commission (RCTC), the Riverside
Transit Agency (RTA), the Western Riverside Council of
Governments (WRCOG), and the Southern California
Association of Governments (SCAG). The purpose of the
Plan is to:

Provide a framework to
implement a program
to guide decisions and
investments to deliver TDM
strategies to City residents,
workers and visitors.

Establish roles,
responsibilities and
coordination between
City departments.

Identify opportunities to deliver strategies and
infrastructure that provides travel options and support mode shift away from single occupancy vehicle.

Identify opportunities to
collaborate with regional
partners and employers.

Establish metrics for
tracking success and
refining strategies
over time.

Moreno Valley TDM Plan 5
-

RIVERSIDE
COUNTY

TRANSPORTATION

COMMISSION
Riverside Transit Agency
....
· • - It
---

NEEDS ASSESSMENT

II. NEEDS ASSESSMENT
An assessment of existing conditions and a literature review was conducted to understand the transportation context and agencies that provide TDM within and around Moreno Valley.

The analysis included key legislation, existing and future TDM strategies to influence travel behavior, and a review of TDM programs in peer cities.

EXISTING CONDITIONS
Overview of Moreno Valley’s Transportation
Context
Moreno Valley is a rapidly growing community in Riverside County, California, strategically located along major transportation corridors and serving as a hub for regional commerce, education, and residential development. The city’s transportation system supports a diverse population of over 210,000 residents and numerous regional employers, including logistics centers, educational institutions, retail hubs, and healthcare facilities.

While the city benefits from existing transit and roadway infrastructure, its travel patterns are heavily dependent on SOVs, contributing to roadway congestion, greenhouse gas (GHG) emissions, and a lack of travel choice for residents without access to a car. The baseline conditions assessment identified both strengths to build upon and critical gaps that the TDM Plan aims to address.

Moreno Valley TDM Plan 7
SOURCE: SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS
~
" ~1--==== --- .::1
Househo lds per Square Mile
, ,oo
200 500
- 500 - 1,000
- 1000 - 2.000
- ,2.000
Source·
5CAGXJ24 ,-----< 1Mlle A
Travel Behavior & Mode Share
The review of available travel survey data, regional mode share statistics, and US Census American Community Survey (ACS) results shows:

HIGH SOV DEPENDENCY:

More than 80% of commuters travel
to work in a single-occupant vehicle.

LOW TRANSIT UTILIZATION:

Fewer than 3% of commuters use
public transit for work trips, despite
the presence of regional bus services.

ACTIVE TRANSPORTATION USAGE:

Less than 1% of trips are made by bicycle, with pedestrian trips primarily occurring for short distances within
residential neighborhoods or to local retail centers.

CARPOOL AND VANPOOL PARTICIPATION:

Roughly 10% of commuters use shared ride options, with
vanpool participation supported by the Inland Empire
Commuter program and employer incentives.
8 Moreno Valley TDM Plan
Jobs per Square Mile
< 100
100 • 250
- 250 - 750
- 750 - 1,500
- > l ,500
1------< 1 M e A
SOURCE: SOUTHERN CALIFORNIA ASSOCIATION Of GOVERNMENTS
Transportation Network & Services
ROADWAY INFRASTRUCTURE:
• The city’s roadway network is dominated
by arterials and freeways, with State Route
60 (SR-60) and Interstate 215 (I-215)
providing regional connectivity.
• Congestion hotspots occur along key
arterials during peak commuting periods,
particularly near employment centers and
retail corridors.

TRANSIT SERVICES:
• RTA operates fixed-route bus service,
express commuter routes, and regional
connections to Metrolink stations.
• IE Commuter provides vanpool matching
and subsidy programs, but awareness and
participation in these services remain low.

BICYCLE & PEDESTRIAN
INFRASTRUCTURE:
• The city has a network of multi-use trails
and bike lanes; however, connections
between residential areas, transit
stops, and major destinations are often
incomplete or lack adequate crossings.
• Pedestrian facilities vary in quality, with
some areas lacking continuous sidewalks,
Americans with Disabilities Act (ADA)-
compliant curb ramps, and adequate
street lighting.

MICROMOBILITY & SHARED MOBILITY:
• Currently, there are no large-scale
micromobility programs (e.g., bike share or
scooter share) operating in Moreno Valley.
• Demand for micromobility services
is growing, especially in connecting
residential neighborhoods to transit stops,
shopping centers, and schools.

Moreno Valley TDM Plan 9
SOURCES: RIVERSIDE TRANSIT AGENCY; MHROLINK.
~ _/~'
~ \,.----
Euci'.llyptus,ve
- RTA Bus Routes
Di.il •A•Ride Service
• RTA Bu.,; Stops
Source:

Met,fx.iol:, Ri•rmide
rronsr r A9ency (RTA)
G~'1,:
<ll)~lf
:,~J'&,,
® Moreno Valley / March
fle!d Station
:'di:, :;:; Val ey Sen:Or
MORENO
VALLEY
13,136
49,272 75,886
Demographics & Employment

POPULATION
CHARACTERISTICS:
• Moreno Valley has a
diverse and young
population, with a median
age of 32 years old.
• The city has a significant
share of households
with children and a large
proportion of working-age
residents commuting to
regional job centers.

EMPLOYMENT HUBS:
• Major employment centers
include March Air Reserve
Base, Moreno Valley
Mall, Kaiser Permanente
Medical Center, Riverside
University Health System,
Moreno Valley College,
and large logistics/
distribution hubs along
SR-60.
• Employment is clustered
in areas accessible by
arterials and freeways, but
many sites have limited
direct transit access.

TRIP GENERATORS:
• Lake Perris State
Recreation Area and
regional shopping
centers attract significant
weekend and evening
trips.

Gaps and
Barriers to
Sustainable
Transportation

1. First/Last Mile
Connectivity: Many
transit stops lack direct,
safe pedestrian or
bicycle connections from
nearby neighborhoods.

2. Employer Engagement:

L
imited employer
participation in TDM
programs beyond large
institutions.

3. Infrastructure Gaps:

M
issing sidewalks,
incomplete bike
networks, and
inconsistent trail
connections limit active
transportation uptake.

4. Awareness & Outreach:

M
any residents and
employers are unaware
of existing commuter
resources, subsidies, or
incentive programs.

5. Parking Policy:

A
bundant free parking
at employment sites
encourages SOV
commuting and reduces
incentive for alternative
modes.

6. Limited Micromobility
Options: Absence of
shared bikes or scooters
reduces flexibility for
short trips.
10 Moreno Valley TDM Plan
)
Current TDM Programs and Partnerships
Existing programs and partnerships in Moreno Valley provide a foundation for expanding TDM efforts. IE Commuter incentives offer free Metrolink passes, $5/day incentives, and vanpool subsidies to support employer-based TDM programs. While these benefits exist, the absence of a Guaranteed Ride Home program remains a barrier to wider adoption of transit and rideshare modes. Enterprise Vanpool serves as a successful vanpool model, particularly effective for military installations. The World Logistics Center has contributed to transit infrastructure by funding bus stops, expressed interest in formalizing contributions within the City’s TDM Plan, and secured a grant for e-bikes to support micromobility initiatives.

Opportunities for TDM Program Development
• Regional Coordination: Leverage partnerships with RCTC, RTA, WRCOG, and SCAG for funding, outreach, and technical assistance.
• Employer Programs: Expand participation in commuter benefits, vanpool subsidies, and telework policies.
• Infrastructure Investments: Target investments in mobility hubs, complete streets projects, and secure bike parking at key destinations.
• Equity-Focused Services: Ensure TDM strategies address the needs of low-income residents, seniors, students, and people with disabilities. • Marketing & Education: Develop a branded TDM program and website to consolidate resources and promote available services.

Moreno Valley TDM Plan 11

POLICY & PLANNING CONTEXT
A. The Moreno Valley 2006 General Plan, in Section 5.3 of the Circulation Element, states that the implementation of TDM strategies can be used to reduce peak hour trips, decrease non-attainment pollutants, and maintain mobility and access as the region continues to grow and prosper.

B. Policy 5-13 of the Moreno Valley 2006 General Plan recommends the implementation of TDM strategies that reduce congestion in the peak travel hours. Examples include carpooling, telecommuting, and flexible work hours.

C. Goal C-4 of the pending draft Moreno Valley 2040 General Plan is about providing convenient and safe connections within Moreno Valley. Policy C.4-1 recommends supporting the development of high-speed transit linkages and first/last mile solutions, connecting major destinations with the city and beyond, and including expanded Metrolink access. Policy C.4-2 recommends collaborating with employers and institutions to improve connectivity to major destinations (Downtown Center, the Moreno Valley Mall, the hospital complexes, Moreno Valley College, and the Lake Perris State Recreation Area). Policy C.4-3 recommends pursuing the establishment of a Transit Center/Mobility Hub “Downtown Center.” Policies C.4-4 and C.4-5 recommend requiring sidewalk infrastructure in new developments and improving pedestrian comfort and safety.
12 Moreno Valley TDM Plan
D. Goal C-5 of the pending draft Moreno Valley 2040 General Plan is about enhancing transportation operations and reducing vehicle miles travelled (VMT). Policy C.5-1 recommends reducing VMT through land use planning, enhanced transit access, and promoting non-automotive modes. Policy C.5-5 recommends en couraging employers to implement TDM strategies such as shared ride programs, parking cash-

out, transit benefits, telecommuting, and alternative work schedules. Action C.5-D recommends working with RTA and Metrolink to improve transit frequency, reliability, and access. Action 5-G recommends studying the feasibility of car-sharing programs and innovative tr
ansportation solutions.

E. SCAG’s Connect SoCal (2020–2045) allocates $7.3 billion for TDM strategies, emphasizing the reduction of SOV trips through ridesharing and first/last mile services, promoting telecommuting and alternative work schedules, and increasing the use of public transit, rail, bicycling, walking, and micromobility modes.

WRCOG TDM priorities include diversifying land use, improving pedestrian and bicycle networks, implementing traffic calming measures, encouraging telecommuting and alternative work schedules, and providing ride-share programs.

F. The Moreno Valley TDM Plan intends to reduce single-occupant vehicle trips by making it easier for people to choose transit, carpooling, biking, walking, or teleworking, supporting a more efficient, equitable, and sustainable transportation system. The program will expand affordable and reliable travel options to help residents and workers get where they need to go, while reducing congestion and Improving air quality. Moreno Valley will work with regional partners and employers to provide flexible, connected travel options that save time, reduce costs, and strengthen our economy.

Moreno Valley TDM Plan 13

PEER CITY REVIEW
A review of peer cities and regional agencies of similar size and density to Moreno Valley that have implemented TDM programs provides insight into strategies relevant to Moreno Valley.

The case studies include small cities using ordinance-based compliance, large metropolitan planning organizations (MPOs) managing regional programs, and nonprofit Transportation Management Associations (TMAs) delivering employer-focused services. This review highlights variations in governance, funding, employer engagement, and evaluation methods, identifying scalable and effective strategies for reducing single-occupancy vehicle travel, improving mobility options, and fostering employer participation. 14 Moreno Valley TDM Plan
0 ( Cityof
Carlsbad
Reaoongc., rn.,.
••
What is Transportation Demand Management?
Transportation Deman(! Management ffDM) is tile concept of using policies, strategies, and programmatic measures to eocoocag, a shi; away 1,om <agte«wpa<><y ~'"''{SOS'""" ,~.,,"'""''~ <,a~, ophoos, Mh as wall mg, okmg, "'"" '• aad "'"'"'"'lo"""' lcaffic aad packmg '""" TOM ,tto,,s <o loge<"'°''' lo a,~ ao~ less, aad msc,aa, walk, bike, ride transit or carpool more. TOM is strateg1ca/ly implemented through the citywide TOM plan, including the TDM program Which otters as:.1stance & reSOtJrces 10 busmesses & development Or contact staff tor addrtional help. so 50 50 25 50 10 50 1
....... ... ~ .......
-
.......
- ........ 11111
11111 11111
11111 11111 11111 11111 11111 11111 11111 11111 11111 :::11 11111 11111 11111 11111 11111 11111 11111 ::::: ..... 11111 11111 111 ♦ 1 - - - - - 11111 Hill I
every trip counts @®
Peer City Review Key Findings

1. Mandates & Codes – Ordinances and zoning requirements create a consistent baseline but require compliance infrastructure.

2. Small Team Impact – Focused, well-supported teams can deliver strong results even with limited staff capacity.

3. Regional Collaboration – Partnerships with MPOs, transit agencies, and TMAs can leverage additional funding, tools, and outreach networks.

4. Performance Tracking – Mode shift, VMT reduction, and participation metrics should be embedded in program design from the outset.

5. Funding Flexibility – A combination of local revenue, regional funding, and grants enables both foundational programs and pilot innovations.

OUTREACH AND STAKEHOLDER INPUT
Outreach activities were
conducted with stakeholders
and the general public to obtain
input throughout the TDM Plan
development process. Outreach
activities primarily consisted
of virtual meetings and online
polls to identify needs, priorities,
and challenges related to
implementing TDM strategies, as
well as how the City’s proposed
TDM Plan can address these
issues.

Stakeholders such as large
employers and transportation
professionals expressed
enthusiasm for TDM strategies
that can support their existing
work and promote greater
awareness and collaboration for
supporting non-SOV travel. They
noted that a barrier to carpool
and vanpool usage can include a
lack of marketing or awareness,
which can be improved through increased employer-targeted information. Transit use was also seen as a prime beneficiary of improved information sharing, specifically about local transit stops and schedules.

Moreno Valley TDM Plan 15
n,,, c;,, ,. , ... ,~,., '" '"' .,~,,. '""''"'"'"" .... ,, rn~nagen,%'t (TOf11J Plan to enhance tran sp ortation choic es " "•• '• "· .. ~., .•. '"''•""'~•. ""' ,., ......... ; of getting aro und M oreno Valley. ""'·'-•·-........... _____ ,_,, __ ,
options. This can include:

CARPoou VANPooL
ALTfRNATIVf WORK SCHfDULfs
Rf Mon: WORK OPTIONs
Bus PASSfs

BIKE PARKING
CARSHARf
WALKING/BIKING INFRAsrRucruRf
INFORf11ATloN AND RfsouRcfs
~DMCJilE111
Community input identified several areas and populations in Moreno Valley that lack convenient access to transportation options. Residents highlighted that the Senior Center lacks adequate parking for both cars and bicycles, limiting accessibility for older adults.

Students at Moreno Valley College noted that existing bike racks are damaged and insecure, and the entrance to the campus is difficult to navigate safely. School zones citywide were described as unsafe for active transportation, with parents often blocking unprotected bike lanes during pickup and drop-off times, deterring students from biking or walking. In neighborhoods such as Cottonwood Avenue, Perris Boulevard, and Redlands Boulevard, residents pointed out the absence of sidewalks and protected bike lanes, forcing pedestrians to walk near traffic and discouraging non-vehicle travel. Those living in the northern part of the city reported limited access to nearby services, noting that basic errands require driving across town due to the lack of a centralized, walkable commercial area. Public transit was described as inconsistent and inaccessible in parts of Hidden Springs and Ironwood Avenue near Welby Place, where bus stops have been removed or are missing entirely. Community members also expressed a desire for clearer transit information, such as a mobile app and long-term investments in infrastructure to support walking, biking, and public transit use. 16 Moreno Valley TDM Plan

TAKEAWAYS FOR MORENO VALLEY
Barriers to TDM Participation
Several barriers limit TDM participation in Moreno Valley. Land use and demographics result in travel patterns that are heavily dependent on vehicular travel, and prevailing commutes take place in SOVs. Many employers and employees are unaware of existing programs and incentives, while carpool and vanpool services often fail to accommodate flexible work schedules. Concerns about being stranded without a guaranteed ride home discourage employees from trying alternative modes. Security restrictions at March Air Force Base further limit shared transportation options. Additionally, the prevalence of free and abundant parking reduces motivation for mode shift, and the City’s challenging topography poses safety and comfort issues for bicycling.

Opportunities for Increasing TDM Uptake
Opportunities exist to significantly increase TDM participation through targeted strategies.

TDM strategies, such as promotion of carpools, vanpools, and e-bike adoption can deliver practical and cost-effective solutions to reduce use of SOVs. Programs should be simplified, easy to access, and promoted through marketing that emphasizes flexibility and convenience.

Free pilot programs can encourage trial and early adoption of new services. Tailored marketing strategies using the City’s magazine, mailers, and social media platforms can reach diverse demographic groups. Support for e-bike adoption, leveraging both growing popularity and available grant funding, can strengthen micromobility options. Finally, improving bicycle facilities and amenities, such as bike share programs and partnerships with gyms to provide commuter showers, can make active transportation a more viable choice.

Moreno Valley TDM Plan 17

SWOT ANALYSIS
The following provides a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis for implementing TDM strategies in Moreno Valley, which served to inform development of the TDM Plan.

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS
What helps us?
• The City has a strong employment base, including
concentrations of large employers.
• Strong employment growth is expected, especially
in the World Logistics Center area.
• The climate is suitable for active modes.
• Freeways include HOV lanes that encourage
carpooling.
• Regional congestion (esp. peak, freeway) deters
SOV driving.

Where is there Opportunity?
• Local ballot measures yield sales-tax revenue that
could fund TDM.
• State/regional TDM policies are expanding.
• Planned transit centers and amenity upgrades.
• RTA First/Last Mile Mobility Plan & RCTC TOC Plan
recommendations.
• Existing mobility providers: IE Commuter,
Enterprise Vanpool, Zipcar.
• Large employers willing to pilot strategies (e.g.,
March AFB, World Logistics).
• Build on Metrolink, RTA, RCTC & IE Commuter
incentive programs.
• Use big data to understand behavior and monitor
success.

What holds us back?
• Limited TDM and commuter benefits are
being offered and promoted by employers.
• Mode share is predominantly auto; most
commute trips are drive-alone.
• Barriers to transit/active modes: lower
densities, poor first/last miles connections.
• Free and abundant parking does not
discourage automobile use.
• Long commutes with dispersed origins &
destinations.
• Transit service headways and coverage are
limited.

What risks exist?
• Relatively low costs of driving and parking.
• Low-density land use patterns that don’t
support transit/walking/biking.
• Post-pandemic flexible schedules challenge
carpool/vanpool formation.
• Potential changes to IRS commuter tax
benefits.
• Limited staff capacity to promote, track, and
enforce TDM measures.
18 Moreno Valley TDM Plan
e,, ..

VISION AND GOALS
III. VISION AND GOALS

VISION STATEMENT
Moreno Valley will reduce single-occupant vehicle
trips by making it easier for people to choose
transit, carpooling, biking, walking, or telework—
supporting a more efficient, equitable, and
sustainable transportation system.

Source: https://www.rctc.org/rctcs-vanclub-monthly-subsidy-increases-to-600/ 20 Moreno Valley TDM Plan

1. Improve Mobility Options
Enhance connectivity between transportation services to provide seamless, multimodal travel experiences for residents, workers, and visitors. a. Promote first/last mile connections between major transit nodes and employment or residential centers through infrastructure improvements, wayfinding, and service coordination.
b. Partner with regional agencies (e.g., IE Commuter and Riverside Transit Agency) and employers to expand shuttle, vanpool, bike share, and microtransit solutions. c. Work with regional agencies to improve real-time information systems, integrated fare payment, and multimodal trip-planning tools to reduce transfer times and improve the customer experience.
d. Explore a vanpool program tailored to March Air Force Base in partnership with IE Commuter, leveraging stakeholder interest and employer buy-in.

GOALS OF THE TDM PLAN
Moreno Valley TDM Plan 21
------

2. Promote Safe, Efficient, and Equitable
Travel
Ensure all residents and workers can travel safely and efficiently, regardless of mode, age, ability, or income.
a. P rioritize accessible infrastructure and services for seniors, youth, individuals with disabilities, and transit-dependent populations, including ADA-compliant facilities and pedestrian safety enhancements.
b. Partner with regional agencies to expand affordable travel options, such as subsidized transit passes, discounted vanpool programs, and shared-ride services. c. I dentify and address barriers to access for military base users and other populations with restricted mobility choices.

3. Enhance Transportation Choices
Increase access to a diverse range of travel options beyond single- occupant vehicles to improve mobility, health, and sustainability. a. L aunch and promote incentive programs for non-SOV modes, including carpooling, vanpooling, and employer-led TDM programs.
b. Implement a Guaranteed Ride Home program to provide security for commuters shifting to non-SOV travel.
c. C ollaborate with major employers, hospital complexes, and Moreno Valley College to evaluate alternatives to conventional bus systems—such as smaller shuttle buses, on- demand transit, or transportation network companies—that connect neighborhood and activity centers.
d. Expand infrastructure that supports walking, biking, e-bikes, transit, and carpooling, including protected bike lanes, micro-mobility hubs, and secure parking facilities. 22 Moreno Valley TDM Plan

4. Maximize the Efficiency of the
Transportation System
Leverage existing infrastructure and services to meet travel demand more sustainably and cost-effectively.
a. P artner with major employers to promote off-peak commuting, compressed work weeks, and telecommuting policies.
b. Integrate land use and transportation planning to reduce trip distances and support mixed-use, transit-oriented development.
c. W ork with employers to implement parking management strategies, such as parking cash-out programs, reduced parking incentives, and shared parking agreements.

5. Reduce Traffic and Vehicle Miles
Traveled (VMT)
Alleviate roadway congestion by shifting trips to more efficient and shared modes. a. Re duce VMT through coordinated land use planning, improved transit access, and promotion of walking, biking, and shared mobility.
b. Expand carpool and vanpool initiatives and strengthen outreach to large employment centers.
c. C ollaborate with regional agencies to establish performance measures and reporting processes for VMT reduction programs, allowing for data-driven adjustments.

Moreno Valley TDM Plan 23

6. Improve the Environment
Reduce transportation-related emissions and support climate action through cleaner travel modes.
a. Promote active transportation, transit, and zero-emission vehicle adoption through incentives, infrastructure, and education.
b. Encourage business participation in regional climate action goals through TDM compliance and sustainability programs.
c. Integrate TDM strategies into broader sustainability, air quality, and public health initiatives to maximize co-benefits.

7. Benefit Workers and Residents
Make commuting more affordable, flexible, and accessible for all of Moreno Valley’s workforce and communities.
a. Work with employers to offer commuter benefit programs that reduce transportation costs and provide flexible travel options.
b. Improve multimodal access to job centers, educational institutions, and training facilities across the city and region.
c. Design travel programs that align with workers’ schedules and family needs, including late-shift transportation and childcare-friendly routes.

8. Enhance the Business Environment
Foster sustainable economic growth and competitiveness through improved transportation access and mobility solutions.
a. Support economic development by strengthening multimodal connections to employment centers, logistics hubs, and retail districts. b. Assist businesses in attracting and retaining employees through mobility benefits, flexible commute options, and transportation partnerships. c. Work with developers and property managers to integrate TDM programs and multimodal access into new and existing developments.
d. Promote site design standards that encourage walking, biking, and transit use to create vibrant commercial areas.
24 Moreno Valley TDM Plan
....
-
ui1f

STRATEGIES AND

MEASURES

IV. STRATEGIES AND

MEASURES
The following section presents a comprehensive set of TDM strategies developed for Moreno Valley. These strategies are designed to support the City’s adopted goals for improving mobility, enhancing transportation choices, promoting safe and equitable travel, reducing VMT, and fostering sustainable economic growth.

Each strategy in the Toolbox is tailored to address specific transportation challenges and opportunities identified through stakeholder input, policy review, and local context analysis.

The strategies align with one or more of the City’s overarching mobility goals, ensuring that implementation efforts are both targeted and measurable.

HOW TO USE THESE CUTSHEETS:
• Strategy – A concise title for each TDM initiative or program. • Full Description – Detailed explanation of how the strategy would be implemented in Moreno Valley, including key partners, target users, and operational approach. • Related Issue in Moreno Valley – The local challenge or barrier the strategy aims to address.
• Example(s) of Successful Application – Real-world examples from other cities or agencies that have implemented similar programs.
• Regional Organizations Most Likely to Implement – Primary agencies, employers, or regional partners responsible for leading or supporting the strategy. • Level of Effort (5 = Most) – An estimate of the relative implementation effort required, considering complexity, coordination, and resources needed. • Relative Effectiveness (5 = Most) – An estimate of the potential impact on travel behavior change and mobility outcomes.
• Applicable Goals – The numbered mobility goals, in priority order, that the strategy supports (e.g., “2. Promote Safe, Efficient, and Equitable Travel”).

By linking each strategy to the City’s mobility goals, this table provides a clear roadmap for action. It serves as both a planning tool for prioritizing initiatives and a reference for tracking progress toward measurable outcomes. Strategies can be implemented individually or in combination, allowing for flexibility in program roll-out based on funding, partnerships, and community needs.
26 Moreno Valley TDM Plan

CATEGORIES OF STRATEGIES

EDUCATION & MARKETING
• Launch a Regional Marketing Campaign
• Provide Workplace Travel Resources &
Planning
• Offer Personalized Travel Planning
• Employer Sustainability Pledge Program
• Host/Co-Host Organizational
Recognition

INCENTIVES & FACILITATION
• Support E-Bike Subsidy/Voucher
• Parking Strategies (Unbundling, Cash-
Out, etc.)
• Support Reimbursement for Guarantee
Ride Home (GRH) Employer-Led TDM
Partnerships
• Promote Carpool Matching and
Incentives
• Offer Clean Commute Incentives
• Promote Commuter Tax Benefits

REGIONAL PARTNERSHIPS &

COORDINATION
• Support First & Last Mile Shuttles
• Promote Vanpool Matching
• Promote Micromobility
• Promote Institutional and Major Employer
Shuttles
• Promote Mobility Hubs
• Support the Development of Employer
Partnerships
• Support Safe Routes to School/Commute
to School
• Develop Local Land Use Policy Guidance

TECHNICAL ASSISTANCE
• Develop Employer Policy Toolkit
• Develop a Travel Options/TDM Program
Website
• Develop Facility Amenities Toolkit
Moreno Valley TDM Plan 27
••• .....
¥
A. LAUNCH A REGIONAL MARKETING CAMPAIGN
Promote non-SOV travel regionally

FULL DESCRIPTION
Coordinate with RCTC for regional messaging and integrate RTA branding. Position as part of city’s economic development strategy to brand Moreno Valley as a sustainable employer destination.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
2 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter and WRCOG
• Caltrans, SCAG, CARB, and SCAQMD grants
• City of Moreno Valley

EDUCATION & MARKETING

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Low visibility of options. Reinforces outreach through City's existing media channels.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, RCTC, WRCOG, SCAG

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Lake County IL; NFRMPO

ACTIONS NEEDED
• Develop a unified brand and key messages (cost savings, time savings, reliability, safety). • Create a media mix plan (social, radio, bus ads, employer channels); co-brand with RTA/IE Commuter.
• Run seasonal campaigns (e.g., Back to School Transit, Winter Vanpool Savings). • Provide toolkits to employers and community groups for local amplification. • Measure reach and engagement; A/B test messages and refine quarterly. • Showcase commuter testimonials and local success metrics (VMT reduced).

Improve
Mobility
Options
1 2 3 4 5 6 7 8
Safe, Efficient,
Equitable
Travel
Improve the
Environment
Benefit
Workers and
Residents
Enhance
Business
Environment
Efficiency in
Transportation
System
Reduce
Traffic and
VMT
Enhance
Transportation
Choices
28 Moreno Valley TDM Plan

EDUCATION & MARKETING
B. PROVIDE WORKPLACE TRAVEL RESOURCES & PLANNING
Tailored employer TDM engagement

FULL DESCRIPTION
Partner with RCTC (IE Commuter) and RTA to assess employer needs, develop resources, and educate on benefits, cost savings, retention, and recruitment advantages. Supports economic development goals of retaining and attracting sustainability-minded employers, particularly around Moreno Valley Mall, College Park, and Lake Perris. Linked to VMT reduction metrics.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
2 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter and WRCOG
• Caltrans, SCAG, CARB and SCAQMD grants
• City of Moreno Valley funds

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Employers need simple resources and tools to start TDM efforts.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, Employers, RCTC, RTA

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Go Glendale; Grand Rapids

ACTIONS NEEDED
• Survey employers (by size/sector) to identify commute barriers and benefits policies; segment by quick wins vs. deeper support.
• Create a plug-and-play employer toolkit (telework, flex schedules, transit/vanpool benefits, parking cash-out templates).
• Offer 1:1 technical assistance and brown-bag trainings; schedule quarterly workshops by employment district.
• Collect mode-share data semiannually; adjust assistance based on outcomes and employer feedback.

EDUCATION & MARKETING
C. OFFER PERSONALIZED TRAVEL PLANNING
Tailored commute planning

FULL DESCRIPTION
Partner with RCTC (IE Commuter) and RTA to provide personalized trip plans. Focus outreach to major employment hubs.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
3 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter and WRCOG
• Caltrans, SCAG, CARB, and SCAQMD grants
• City of Moreno Valley funds

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Lack of information for commuter travel. Helps address long commutes by offering flexible route options.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, Employers, RCTC, RTA

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Go Glendale; SANDAG

ACTIONS NEEDED
• Create a simple intake (origin, destination, schedule, constraints) online and at pop-up events.
• Train transportation coordinators to deliver 1:1 plans (transit, vanpool, bike, microtransit) including time/cost comparisons.
• Focus outreach at major employers, malls, campuses, and community centers; offer on-site ‘Commute Clinics.’
• Follow up after 30/90 days to troubleshoot barriers.
• Track adoption and persistence; iterate recommendations by user segment. • Bundle with starter incentives (free week pass or vanpool trial) for first-time participants.

EDUCATION & MARKETING
D. EMPLOYER SUSTAINABILITY PLEDGE PROGRAM
Voluntary employer commitments to TDM

FULL DESCRIPTION
Launch a pledge program to encourage and support employers committing to mode shift, VMT reduction, and sustainable commute practices. Employers would make a formal commitment to integrate TDM practices into its operations and culture.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
2 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter and WRCOG
• Caltrans, SCAG, CARB, and SCAQMD grants
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Need for employer buy-in.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, WRCOG, SCAQMD, SCAG

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Go Glendale; Brisbane

ACTIONS NEEDED
• Design pledge tiers (Bronze/Silver/Gold) with specific TDM actions and targets. • Launch with founding signatories; provide toolkits and technical assistance. • Create a public dashboard of pledges and progress; update quarterly. • Offer recognition (badges, window decals, press mentions) and link to awards program. • Renew pledges annually; escalate commitments over time.

EDUCATION & MARKETING
E. HOST/CO-HOST ORGANIZATIONAL RECOGNITION
Awards for TDM participation

FULL DESCRIPTION
Partner with regional agencies to sponsor awards. Recognize sustainability leaders as part of economic development messaging.

LEVEL OF EFFORT
1 RELATIVE EFFECTIVENESS
2 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter and WRCOG
• Caltrans, SCAG, CARB, and SCAQMD grants
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Need for positive visibility. Reinforces business community involvement and visibility.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

Employers, City, RCTC WRCOG

EXAMPLE(S) OF SUCCESSFUL APPLICATION
NFRMPO; Go Glendale

ACTIONS NEEDED
• Define award categories (e.g., Most Improved Non-SOV Rate, Vanpool Champion, Small Business Leader).
• Set transparent criteria and application process; recruit a review panel (City/RCTC/ WRCOG).
• Promote nominations through Chamber and employer networks; provide application templates
• Host an awards event (or integrate into an existing City/business event); provide certificates and media coverage.
• Publish winners’ case studies; encourage peer learning among employers. • Repeat annually and align with Rideshare Week or Earth Month.

INCENTIVES & FACILITATION
F. SUPPORT E-BIKE SUBSIDY / VOUCHER
Income-based subsidies for e-bike purchases

FULL DESCRIPTION
Provide targeted subsidies for the purchase or lease of e-bikes. Target employers as a benefit to attract talent and enhance sustainability image.

LEVEL OF EFFORT
4 RELATIVE EFFECTIVENESS
3 POTENTIAL FUNDING SOURCES
• RCTC
• SCAG, CARB, and SCAQMD grants
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Builds on e-bike grant funding and rising interest in micromobility.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

SCAG, WRCOG, CARB, SCAQMD

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Denver; Alameda; Carlsbad

ACTIONS NEEDED
Improve
Mobility
Options
1 2 3 4 5 6 7 8
Safe, Efficient,
Equitable
Travel
Improve the
Environment
Benefit
Workers and
Residents
Enhance
Business
Environment
Efficiency in
Transportation
System
Reduce
Traffic and
VMT
Enhance
Transportation
Choices
• Secure funding (RCTC, WRCOG, Caltrans
and CABR/SCAQMD grants) and select
participating retailers; include online
purchase verification.
• Coordinate with employers to offer
optional employer match or payroll
purchase plans for staff.
• Require basic safety education (online
module) prior to voucher redemption;
promote helmet and lock add-ons.
• Prioritize e-bikes for commute trips;
include incentives for secure bike parking
at workplaces.
• Monitor redemptions, trip purposes, and
self-reported mode shift; adjust rebate
levels accordingly.
• Design an income-based rebate structure
(e.g., higher rebates for lower-income
residents; equity set-asides).

Moreno Valley TDM Plan 33

INCENTIVES & FACILITATION
G. PARKING STRATEGIES (UNBUNDLING, CASH-OUT, ETC.)
Monetary incentives to encourage lower vehicle ownership and use

FULL DESCRIPTION
Many leases bundle parking into the cost of housing or employment, which removes incentives to use other modes. Parking unbundling, or charging separately for parking, lets people only pay for the spaces they need, saving money and encouraging alternatives like carpooling or transit.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• Caltrans, SCAG, and WRCOG grants and/or technical
assistance
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Reduces VMT and traffic congestion, better use of land.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, WRCOG

EXAMPLE(S) OF SUCCESSFUL APPLICATION
SANDAG; Go Glendale

ACTIONS NEEDED
• Set up a parking cash-out option to be implemented to allow employers to provide commuters with a financial incentive instead of free parking, helping reduce congestion around job centers and retail areas.
• Identify and evaluate parking resources and policies in currently land development code.

INCENTIVES & FACILITATION
H. SUPPORT REIMBURSEMENT FOR GUARANTEED RIDE

HOME (GRH) EMPLOYER-LED TDM PARTNERSHIPS
Income-based subsidies for e-bike purchases

FULL DESCRIPTION
Guaranteed Ride Home provides commuters who regularly carpool, vanpool, bike, walk or take transit to work with a free ride home when emergencies arise. This is a supporting strategy for participants enrolled in other TDM programs such as vanpool, carpool, transit commuter programs.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter
• CARB and SCAQMD grants
• Employers

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Lack of after-hours transit, carpool and vanpool travel. Helps mitigate concerns about being stranded, especially for shift or off-peak workers without fixed-route access.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

Employers, RCTC, RTA

EXAMPLE(S) OF SUCCESSFUL APPLICATION
OCTA; Go Glendale

ACTIONS NEEDED
• Define GRH ride-hail reimbursement rules (eligible events, caps, approved providers). • Integrate TNC reimbursement into the GRH enrollment workflow; publish how-to guides for commuters and HR.
• Set up reimbursement processing (receipts, audit checks) with fast turnaround. • Market to shift workers and transit riders as a safety net for non-SOV travel. • Monitor usage patterns and costs; adjust caps or eligibility to maintain program integrity.

INCENTIVES & FACILITATION
I. PROMOTE CARPOOL MATCHING AND INCENTIVES
Provide incentives and tools for employees to share rides

FULL DESCRIPTION
Provides free carpool and vanpool matching services to commuters, facilitating the formation of shared rides. Federal code (Section 132(f) of the Internal Revenue Code) allows employers to provide tax-exempt funds to commuters for parking, transit, and vanpool.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
5 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter
• CARB and SCAQMD grants
• Employers

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Stakeholders noted that large employers need flexibility in their commuting modes. Need for a tailored program for the March Air Reserve Base.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

IE Commuter, Employers

EXAMPLE(S) OF SUCCESSFUL APPLICATION
IE Commuter’s $5/day rideshare incentive;
VanClub subsidies; employer-based programs in
Riverside County and San Bernardino County.

ACTIONS NEEDED
• Survey employers (by size/sector) to
identify commute barriers and benefits
policies; segment by quick wins vs. deeper
support.
• Create a plug-and-play employer toolkit
(telework, flex schedules, transit/vanpool
benefits, parking cash-out templates).
• Pilot with 5–10 anchor employers; set
measurable targets (e.g., +10% non-SOV
mode share in 12 months).
• Provide outreach collateral for HR/
Recruiting highlighting retention and cost
benefits of TDM programs.
• Collect mode-share data semiannually;
adjust assistance based on outcomes and
employer feedback.

INCENTIVES & FACILITATION
J. OFFER CLEAN COMMUTE INCENTIVES
Incentives for tracked clean commutes

FULL DESCRIPTION
Partner with IE Commuter, RTA, Metrolink and employers to offer rewards. Market to employers as a retention perk and measurable VMT reduction strategy.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• RCTC/IE Commuter
• CARB and SCAQMD grants
• Employers

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Need for tangible commuter rewards. Supports use of incentives like Metrolink passes ($5/ day).

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

Employers, IE Commuter

EXAMPLE(S) OF SUCCESSFUL APPLICATION
IE Commuter; Go Glendale

ACTIONS NEEDED
• Select a tracking platform (IE Commuter) and define eligible modes and verification methods.
• Establish incentive rules (e.g., points per clean trip; monthly reward tiers); include equity- focused bonuses.
• Fund rewards (transit passes, gift cards) and anti-fraud checks; align with GRH for confidence.
• Recruit employers; provide enrollment kits and monthly reporting dashboards. • Promote via citywide challenge months; highlight leaderboards by employer/site. • Evaluate participation, mode shift, and VMT reduced; refine incentives annually.

INCENTIVES & FACILITATION
K. PROMOTE COMMUTER TAX BENEFITS
Education on pre-tax commuter programs

FULL DESCRIPTION
Partner with employers to promote and assist in implementing commuter tax benefits.

Position as a cost-saving workforce benefit and sustainability tool for attracting employers.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
3 POTENTIAL FUNDING SOURCES
• CARB and SCAQMD grants
• Employers

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Aligns with interest in providing low-cost benefits to workers.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, employers

EXAMPLE(S) OF SUCCESSFUL APPLICATION
SANDAG; OCTA

ACTIONS NEEDED
• Provide employers a step-by-step guide to set up IRS Section 132(f) pre-tax benefits for transit/vanpool.
• Offer HR trainings and template payroll forms; highlight tax savings for both employer and employee.
• Track enrollments and estimated tax savings; publicize employer success stories.

REGIONAL PARTNERSHIPS & COORDINATION
L. SUPPORT FIRST & LAST MILE SHUTTLES
Shuttles bridging transit centers, commuter rail and job centers

FULL DESCRIPTION
Partner with RTA for service integration and agencies for funding. Target key employment hubs like Moreno Valley Mall and College Park. Promote as a competitive advantage for employers and a VMT reduction strategy.

LEVEL OF EFFORT
5 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• Caltrans, SCAG, CARB, and SCAQMD grants
• RCTC
• Employers
• City

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Bridges gaps between Metrolink and employment centers. Addresses connectivity issues, especially for those commuting to/from transit stations and job centers.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

Employers, City, RTA, RCTC

EXAMPLE(S) OF SUCCESSFUL APPLICATION
SANDAG; OCTA

ACTIONS NEEDED
• Map last-mile gaps from Metrolink and
key transit stops to major employment
clusters; define service zones and stop
locations.
• Co-design route alignments and schedules
with RTA to meet trains/buses; plan for
shift-change surges.
• Pursue funding (RCTC, grants) and
employer cost-sharing; select vehicles
(accessible shuttles).
• Pilot shuttle operations for 6–12 months;
integrate fare/payment with RTA where
possible.
• Market to employers and workers; provide
real-time arrival info and rider alerts.
• Evaluate ridership, on-time performance,
and VMT reduction; modify routes/hours
based on data.

REGIONAL PARTNERSHIPS & COORDINATION
M. PROMOTE VANPOOL MATCHING
Promote vanpool options across employment clusters

FULL DESCRIPTION
Leverage IE Commuter and Enterprise Vanpool programs with large employers such as March AFB, industrial centers, Moreno Valley Mall, College Park, and Lake Perris employers.

Emphasize employer retention and attraction benefits.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• RCTC
• Employers
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Stakeholders noted that Large employers need flexibility in their commuting modes. Need for a tailored program for the March Air Reserve Base.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

RCTC (IE Commuter), Enterprise,
Employers

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Enterprise Vanpool; IE Commuter

ACTIONS NEEDED
• Coordinate with IE Commuter and
Enterprise to identify high-potential
origins/destinations (e.g., March AFB,
industrial clusters).
• Host on-site ‘Start a Vanpool’ events at
major employers; pre-screen interested
riders and form cohorts by ZIP and shift
time.
• Provide a city ‘vanpool starter’ incentive
(e.g., first-month subsidy) layered on
RCTC’s monthly subsidy; promote HOV/
express lane benefits.
• Work with employers to offer preferred
parking and payroll deduction for vanpool
payments; add vanpool info to onboarding
materials.
• Create a March AFB–tailored vanpool
program addressing base access rules and
shift schedules in coordination with base
leadership.
• Track active vanpools, seats filled, and
VMT reduced; publish quarterly metrics
and success stories.

REGIONAL PARTNERSHIPS & COORDINATION
N. PROMOTE MICROMOBILITY
Promoting e-bike/scooter and micromobility options

FULL DESCRIPTION
Work with regional agencies to integrate micromobility into first/last mile planning. Include employer outreach on workforce benefits and sustainability metrics.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
3 POTENTIAL FUNDING SOURCES
• RCTC, WRCOG
• Caltrans, SCAG, CARB and SCAQMD grants

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Supports safe, flexible active transportation, promotes employer outreach.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, CARB, RCTC

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Alameda; Lake County IL

ACTIONS NEEDED
• Adopt a micromobility ordinance (parking/operating rules, geofencing, speed limits, data sharing).
• Designate bike and scooter parking corrals near transit stops, activity centers, and mobility hubs; sign and mark them.
• Coordinate with operators for equitable service zones and discounted access programs. • Offer safety education and rider etiquette campaigns; collaborate with schools and employers.
• Launch a phased pilot; require performance reporting (rides/vehicle/day, parking compliance).
• Integrate wayfinding and trip-planning links across City/RTA channels; evaluate expansion by demand.

REGIONAL PARTNERSHIPS & COORDINATION
O. PROMOTE INSTITUTIONAL AND MAJOR

EMPLOYER SHUTTLES
Promote and facilitate shuttle programs

FULL DESCRIPTION
Promote and facilitate funding for shuttles at hospitals, college campuses, and other institutional or major employer campuses.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
2 POTENTIAL FUNDING SOURCES
• Employers
• RCTC
• CARB and SCAQMD grants

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Limited campus transit access. Targets hospital complexes and Moreno Valley College for expanded TDM service and institutional support.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

Employers, RCTC

EXAMPLE(S) OF SUCCESSFUL APPLICATION
OCTA; Go Glendale

ACTIONS NEEDED
• Convene hospitals and Moreno Valley College to assess demand by shift/class schedules. • Co-design shuttle routes/timetables with RTA; plan direct links to transit hubs and parking lots.
• Identify funding (institutional contributions, RCTC grants) and operating partners. • Pilot during peak semesters/shift periods; ensure ADA vehicles and real-time info. • Promote to students/staff/patients; coordinate with campus ID systems for fare-free boarding.
• Evaluate ridership and parking pressure relief; refine service each term.

REGIONAL PARTNERSHIPS & COORDINATION
P. PROMOTE MOBILITY HUBS
Promote the implementation of nodes that offer transportation options and connect various modes

FULL DESCRIPTION
Collaborate with regional agencies to fund and site mobility hubs.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• RCTC
• SCAG, WRCOG, and Caltrans grants
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Gaps in multimodal integration. Aligns with vision for mobility hub at Downtown Center.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

WRCOG, RTA, RCTC, City

EXAMPLE(S) OF SUCCESSFUL APPLICATION
SANDAG; Alameda

ACTIONS NEEDED
• Select hub sites based on demand and network connectivity (Mall, College Park, Downtown Center).
• Identify concepts and needs: transit bays, micromobility parking/charging, bike storage, wayfinding, and ride-hail zones.
• Coordinate with RTA for service patterns and with agencies for funding. • Integrate hubs into land use plans and development approvals.

REGIONAL PARTNERSHIPS & COORDINATION
Q. SUPPORT THE DEVELOPMENT OF EMPLOYER

PARTNERSHIPS
Promote and support employer-led TDM partnerships for the delivery of commuter programs, shuttles, and other TDM services

FULL DESCRIPTION
Promote and expand employer partnerships to serve industrial clusters, hospitals, campuses, and other major employment centers. These partnerships provide a structure for employers to collaboratively fund and coordinate commuter programs, shuttles, and other TDM services.

Position employer partnerships as tools for workforce attraction and retention, supporting both economic development and sustainability goals.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• RCTC and WRCOG
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Key to formalizing employer-led initiatives.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

WRCOG, City, RCTC

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Brisbane; Carlsbad

ACTIONS NEEDED
• Develop a unified brand and key messages
(cost savings, time savings, reliability,
safety).
• Create a media mix plan (social, radio, bus
ads, employer channels); co-brand with
RTA/IE Commuter.
• Run seasonal campaigns (e.g., Bike Month,
Winter Vanpool Savings).
• Provide toolkits to employers and
community groups for local amplification.
• Measure reach and engagement; A/B test
messages and refine quarterly.
• Showcase commuter testimonials and local
success metrics.
• RCTC funds and RTA coordinates services
in TMAs for industrial clusters, hospitals,
and campuses.

REGIONAL PARTNERSHIPS & COORDINATION
R. SUPPORT SAFE ROUTES TO SCHOOL /

COMMUTE TO SCHOOL
Creating Safe Routes to School in coordination with the School Districtand connect various modes

FULL DESCRIPTION
Provide toolkits and resources, such as an active transportation network maps, to educate the teachers, students, and families on how they can travel more safely. Moreno Valley can partner with the school district to develop and hold educational and fun campaigns, programs, and activities to encourage students to bike and walk to school.

LEVEL OF EFFORT
4 RELATIVE EFFECTIVENESS
3 POTENTIAL FUNDING SOURCES
• Caltrans, SCAG, WRCOG
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Supports safe, flexible active transportation into schools.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City, School District

EXAMPLE(S) OF SUCCESSFUL APPLICATION
OCTA; SANDAG

ACTIONS NEEDED
• Work with School District Leaders to create routes.
• Run seasonal campaigns (e.g., Walk to school day, bike buses). • Measure reach and engagement; A/B test messages and refine quarterly. • Identify stakeholders and champions to facilitate walk to school programs. • Record Student participation through surveys and create state of the program reports to monitor.

REGIONAL PARTNERSHIPS & COORDINATION
S. DEVELOP LOCAL LAND USE POLICY GUIDANCE
Support compact, mixed-use growth near major transit hubs

FULL DESCRIPTION
Collaborate with RCTC on TOD near Metrolink/RTA stops; integrate TDM into zoning reforms to reduce VMT.

LEVEL OF EFFORT
5 RELATIVE EFFECTIVENESS
5 POTENTIAL FUNDING SOURCES
• Caltrans, SCAG, WRCOG.
• City of Moreno Valley.

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Addresses land use-related VMT and helps integrate TDM with long-range planning and climate goals.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

City

EXAMPLE(S) OF SUCCESSFUL APPLICATION
OCTA; Go Glendale

ACTIONS NEEDED
• Draft TOD overlays and street standards near transit; reduce parking minimums and add TDM requirements.
• Publish developer guidance for on-site TDM (subsidized transit, bike rooms, unbundled parking).
• Align with General Plan updates; incorporate TDM in CEQA mitigation/conditions of approval.
• Coordinate with RCTC/RTA on station-area plans and first/last mile improvements. • Train staff and developers on compliance and reporting. • Monitor VMT outcomes from entitled projects; iterate guidance annually.

TECHNICAL ASSISTANCE
T. DEVELOP EMPLOYER POLICY TOOLKIT
Assistance to employers to shift commute behavior

FULL DESCRIPTION
Work with regional agencies to develop ready-to-use templates for telework, alternative schedules, and transit benefits. Tie to economic development outcomes and VMT reduction.

LEVEL OF EFFORT
3 RELATIVE EFFECTIVENESS
4 POTENTIAL FUNDING SOURCES
• RCTC, WRCOG.
• City of Moreno Valley.

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Supports employer-driven strategies to shift commute behaviors.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

WRCOG, City

EXAMPLE(S) OF SUCCESSFUL APPLICATION
OCTA; Carlsbad

ACTIONS NEEDED
• Draft template policies (telework, compressed weeks, flexible shifts, transit/vanpool benefits, parking cash-out).
• Legal review and HR formatting; publish as downloadable, fillable documents. • Host webinars and office hours for HR/managers to implement policies quickly. • Include measurement guidance (pre/post surveys, mode-share tracking). • Create a recognition program for early adopters; share case studies. • Update templates annually based on employer feedback and best practices.

TECHNICAL ASSISTANCE
U. DEVELOP A TRAVEL OPTIONS / TDM PROGRAM WEBSITE
Centralized hub of information about non-SOV travel options

FULL DESCRIPTION
Moreno Valley will work with RCTC (IE Commuter), RTA, Metrolink, and others to develop a website aggregating all travel options. The website should highlight travel options available, promotions and incentives and sustainability messaging.

LEVEL OF EFFORT
1 RELATIVE EFFECTIVENESS
1 POTENTIAL FUNDING SOURCES
• RCTC, SCAG, and WRCOG
• Caltrans grants

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Addresses widespread lack of awareness of TDM programs and incentives. Ease of access to multimodal info was a recurring request.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

IE Commuter (Inland Empire);

RCTC, RTA

EXAMPLE(S) OF SUCCESSFUL APPLICATION
RCTC (IE Commuter), RTA

ACTIONS NEEDED
• Convene City, RCTC (IE Commuter), RTA,
Metrolink, and WRCOG to define scope,
content owners, and update cadence.
• Inventory existing resources (IE Commuter,
RTA routes, Metrolink schedules, vanpool
sign-up, micromobility, park-and-ride,
GRH) and identify gaps.
• Design sitemap and page templates;
include sections for employer benefits,
commuter tools, and sustainability/VMT
metrics dashboards.
• Integrate real-time transit info and trip-
planning links; embed vanpool/carpool
matching and GRH enrollment.
• Stand up hosting, analytics, and
accessibility compliance (ADA, WCAG);
assign maintenance roles and quarterly
refresh schedule.
• Launch with a coordinated marketing push
via City channels, employers, and regional
partners; offer a ‘Find Your Best Commute’
campaign.
• Track analytics (sessions, tool clicks,
employer resource downloads) and iterate
content quarterly.

FULL DESCRIPTION
Develop toolkits to provide tools and resources to help organizations implement TDM strategies and promote non SOV transportation choices.

LEVEL OF EFFORT
2 RELATIVE EFFECTIVENESS
3 POTENTIAL FUNDING SOURCES
• RCTC, WRCOG
• City of Moreno Valley

RELATED GOALS

RELATED ISSUE IN MORENO VALLEY
Supports implementation of bike amenities in partnership with gyms and other businesses.

REGIONAL ORGANIZATIONS
MOST LIKELY TO IMPLEMENT:

WRCOG, RCTC

EXAMPLE(S) OF SUCCESSFUL APPLICATION
Grand Rapids; Carlsbad

ACTIONS NEEDED
• Create standard specs and placement guides for bike racks/lockers, showers, wayfinding, and lighting.
• Map priority sites for amenities (transit stops, employment centers, civic facilities). • Package funding resources (grants, WRCOG/RCTC programs) and sample bid documents. • Deploy quick-build pilots (temporary racks, pop-up wayfinding) to test demand. • Train plan check/inspection staff on amenity standards; add requirements to development review.
• Share case studies with ROI (reduced parking demand, higher employee satisfaction).

TECHNICAL ASSISTANCE
Moreno Valley TDM Plan 49

PERFORMANCE

MONITORING &

EVALUATION
50 Moreno Valley TDM Plan
V. PERFORMANCE MONITORING
& EVALUATION
This chapter outlines how Moreno Valley will monitor, measure, and evaluate progress toward its TDM goals. Performance tracking covers multiple dimensions of program success, including stakeholder roles and responsibilities for data management, participation and employer engagement, program funding, travel behavior outcomes, marketing reach, and delivery of supporting facilities. Together, these measurements establish a consistent framework for understanding program activity, documenting outcomes, evaluating investment decisions, and guiding ongoing refinement of TDM strategies.

Clear expectations for monitoring and reporting will support transparency, improve accountability, and help the City and its partners continuously enhance TDM program performance. As discussed in the review of peer cities TDM programs, strong employer partnerships with compliance reporting are critical to obtain data to monitor and evaluate programs. Performance metrics enable staff to evaluate how program activities are advancing broader TDM goals and demonstrate the value of TDM strategies to potential partners and funders.

It should be recognized that additional tracking or reporting requirements may be necessary to satisfy future grant agreements or specific funding programs. The metrics recommended in this plan are not intended to meet all potential funding criteria, and program staff may need to augment these measures as new opportunities and reporting obligations arise.

Moreno Valley TDM Plan 51
- .... ~ ~
~~ . :~'- '-' ~~- -~:-- · ~
-:;,.,;-- .

TYPES OF MEASURES
This section identifies the primary types of measures recommended for tracking TDM implementation in Moreno Valley. Each measurement type reflects a different dimension of TDM success, from employer enrollment and commuter incentives to multimodal trips, outreach performance, and the construction of supporting facilities.

Participation
Reporting
Participation measures evaluate how
employers, residents, and commuters
are actively involved in TDM programs
and services across Moreno Valley. These
measures help illustrate program reach,
enrollment, demand, and show how
successfully TDM strategies are being
adopted in practice.

Additionally tracking participation over time
also can highlight growth, retention, and
behavior shifts supported by the program’s
goals and outcomes.

METRICS FOR EVALUATIONS:
• Employers enrolled or participating
individuals registered or enrolled in
programs
• Carpool and vanpool matches created
• Counts of employees receiving tax
benefits
• Total participants in subsidies or incentive
programs
• Participant/User Survey Results
Drive
Alone
Carpool
Walk
Bike
Public Transit
Uber, Lyft, etc.
52 Moreno Valley TDM Plan
Funding
Funding measures capture the amount
of financial and organizational resources
obtained to support TDM implementation,
incentives, and staffing capacity. Tracking
funding helps assess program sustainability,
competitiveness for grants, and the ability
to build long-term TDM infrastructure. These
measures also illustrate the capacity to
invest into the program to deliver strategies
to residents, employees and visitors.

METRICS FOR EVALUATIONS:
• Program funding secured (local, state,
federal)
• Grants awarded or approved
• Program staffing levels dedicated to TDM
delivery
• Incentives, vouchers or cash-outs
distributed or redeemed
VMT Reduction
VMT reduction measures quantify the effect
of TDM participation on travel behavior,
including shifts away from single-occupant
vehicle trips. These measures demonstrate
how carpools, vanpools, transit use, and
other sustainable modes reduce total vehicle
miles traveled in the community. Tracking
VMT outcomes supports performance
reporting, emissions reduction analysis, and
long-term mode shift monitoring.

METRICS FOR EVALUATIONS:
• VMT reductions from carpools and
vanpools
• SOV trips shifted or reduced
• Total VMT reduced through TDM
participation5 million vehicle trips avoided

IMPACTS OF TDM

A SCORECARD IS A GREAT TOOL TO ILLUSTRATE
THE IMPACT OF THE TDM PROGRAM.
2 million gallons of gas saved 60 million commute miles reduced 50,000 alternative transportation
users supported
50 million pounds of Carbon
dioxide (C02) release prevented
That’s over 80,000 days not
spent driving a car
It would take almost 300 tanker
trucks to hold that much gas
That’s roughly 22,000 trips from
San Francisco to New York
If all those users drove single-
file, the traffic jam would stretch
140 miles
That reduction would require
4,000 homes not using
electricity for a year
Moreno Valley TDM Plan 53
00 ••••••
Marketing & Travel
Resources
Marketing and resource measures track how TDM
information and tools are accessed, distributed, and used by local employers, commuters, and residents. These measures show program visibility, awareness, and the effectiveness of digital resources such as websites and travel planning tools.

Monitoring outreach participation also helps identify new partners and gaps in communication or education.

METRICS FOR EVALUATIONS:
• Website visits or trip-planning tool usage
• Employers and individuals reached through outreach
• Number of pledge program enrollments, recognition
awards
• Toolkits, guides, or resource packets delivered or
downloaded
Facilities & Infrastructure
Facility measures reflect the multimodal improvements
delivered through TDM planning and design, including
amenities, service access, and active transportation facilities.

These measures help demonstrate tangible outcomes
such as new bike lanes, mobility hubs, shelters, or shuttle service expansions. Tracking facility investments over time confirms whether programs are translating into real-world infrastructure that supports sustainable travel.
• New or upgraded facilities (bike parking, shelters, end-of- trip amenities)
• Miles of new bicycle lanes or separated facilities
• Shuttle routes or service miles operated
54 Moreno Valley TDM Plan
1 hour S5 mins
2h0urs0mms
• g 9 2hol.l's 11 mIns
Ii . g 22. g 9.,
1139~M-20~PM
26 ~ m, Abou: 1 hour 55 mlfls
Unlvers<ty S Park
Q 22 Bus towards Sooth to Perns Stauon

IMPLEMENTATION

FRAMEWORK
Moreno Valley TDM Plan 55
VI. IMPLEMENTATION

FRAMEWORK

INTRODUCTION
This Implementation Framework outlines how Moreno Valley and its partners can move from planning to action. It defines the roles and responsibilities of City departments, regional agencies, employers, and community stakeholders in advancing the TDM strategies identified in this plan. This framework also highlights key partnerships and funding opportunities that can accelerate program delivery and maximize the return on investment.

The framework organizes recommended actions into near-term, mid-term, and long-term priorities, providing a practical roadmap for phased implementation. Near-term actions focus on foundational programs and quick wins that build momentum. Mid-term actions expand and refine services based on early successes and performance data. Long-term actions position the City for sustained improvements, incorporating emerging technologies and adapting to changing travel patterns.

By clearly linking actions to responsible parties, potential funding sources, and an achievable timeline, this framework ensures that Moreno Valley’s TDM vision can be implemented effectively, with measurable progress toward the City’s mobility, equity, and sustainability goals.

This chapter provides guidance for the successful implementation of TDM strategies in Moreno Vally. While the TDM Toolbox recommends a list of strategies, this section outlines additional recommendations and timeline guidance to support the implementation of the TDM strategies into future planning studies and program development. 56 Moreno Valley TDM Plan

ROLES AND RESPONSIBILITIES IN

ADVANCING TDM GOALS
Advancing TDM goals in Moreno Valley depends on the contributions of several stakeholder groups with distinct roles in planning, implementation, and program support. This section outlines the primary responsibilities of each group including City departments, employers, developers, regional partners and transportation providers to clarify how they participate in delivering TDM strategies and supporting multimodal access.

City Departments
• Leadership & Coordination – Serve
as the central coordinator for TDM
program delivery, ensuring strategies
align with City mobility, equity, and
sustainability goals.
• Infrastructure & Operations –
Plan, design, and implement local
improvements that support non-SOV
travel (e.g., mobility hubs, bike and
pedestrian facilities, shuttle stops,
micromobility zones).
• Policy & Regulation – Integrate
TDM requirements into zoning,
development review, and land
use policies; support parking
management reforms; ensure
accessibility standards (ADA
compliance) are met.
• Marketing & Outreach – Use City
communication channels to promote
programs such as Emergency Ride
Home, e-bike incentives, and vanpool
matching; recognize employers and
community partners for participation.
• Data & Evaluation – Collect
performance metrics for VMT
reduction, mode shift, and equity
outcomes; adjust programs based on
results.

Regional Agencies
and TDM Providers
RCTC, RTA, IE Commuter, WRCOG,
SCAG, Caltrans, SCAQMD, CARB
• Program Delivery – Lead or co-lead
regionwide programs such as vanpool
services, mobility hub development,
Emergency Ride Home, micromobility
integration, and marketing
campaigns.
• Funding & Grants – Identify, secure,
and manage funding for TDM
projects, including federal/state
grants, regional sales tax programs,
and public-private partnerships.
• Technical Assistance – Provide
employers and local jurisdictions with
tools, policy templates, and expertise
for implementing TDM programs.
• Data Sharing and Monitoring –
Deliver TDM strategies, share data,
coordinate monitoring activities,
review performance, and providing
analytical insights that help evaluate
effectiveness of programs.
• Service Integration – Coordinate
transit, first/last mile, park and ride
lots, parking, and micromobility
services across jurisdictional
boundaries.

Moreno Valley TDM Plan 57
Employers
• Workplace Programs – Offer
commuter benefits such as transit
subsidies, vanpool participation, bike
amenities, and flexible schedules.
• Policy Adoption – Implement internal
policies for telecommuting, parking
cash-out, and alternative work hours to
reduce peak travel demand.
• Employee Engagement – Promote
TDM options to staff through
onboarding, HR communications, and
incentives; participate in recognition
programs and sustainability pledges.
• Data Sharing – Track and share
employee commute data to help
evaluate program effectiveness.

Community
Stakeholders
(e.g., neighborhood associations,
advocacy groups, educational
institutions, non-profits)
• Advocacy & Awareness – Promote
safe, accessible, and affordable
transportation options within the
community.
• Partnerships – Collaborate with the
City, regional agencies, and employers
to support first/last mile solutions,
educational campaigns, and safety
initiatives.
• Local Expertise – Provide feedback on
program design to ensure strategies
meet the needs of underserved or
transit-dependent populations.
• Participation – Engage in pilot
projects, attend public workshops,
and help recruit participants for TDM
programs.
58 Moreno Valley TDM Plan

IMPLEMENTATION TIMELINE
The following selection outline a suggested timeline’s phased approach to launching, expanding, and institutionalizing Moreno Valley’s TDM Program. While each strategy has been assigned an expected delivery window, the timing may be adjusted as partnerships strengthen, staff capacity evolves, or new funding opportunities emerge. The City’s TDM Program Manager and staff will be responsible for annually reviewing program performance, monitoring participation trends, and determining whether the strategies underway are advancing the Plan’s goals. Continuous monitoring, reporting, and evaluation should guide the refinement of priorities, the sequencing of activities, and the allocation of resources throughout all phases of implementation.

Program
Launch and
Near-Term
Strategies (0-2
Years)
Program
Growth Mid-
term strategies
(3-6 Years)
Program
Maturity -
Long-Term
Strategies (6+
Years)
2026 2028 2034
Moreno Valley TDM Plan 59
➔
Program Launch and Near-Term
Strategies (0-2 Years)
Focus: Leverage existing resources and staff to launch the program and secure additional funding.

In the first two years, the City should focus on establishing the TDM team, clarifying roles and responsibilities, and building the operational foundation needed to launch early program activities. This period emphasizes quick-impact strategies that require minimal funding, limited policy changes, and short development timelines. Early efforts will focus on public- facing resources, workplace travel planning, basic marketing, introductory incentives, and initial employer engagement. During this phase, staff will actively cultivate partnerships with major employers, institutions, transit providers, and regional agencies. By the end of Year 2, employer relationships, partner roles, and internal processes should be formalized, providing a stable platform for delivery of the initial near-term strategies.

NEAR-TERM STRATEGIES (0-2 YEARS)
• Develop Employer Policy Toolkit
• Develop Facility Amenities Toolkit
• Support the Development of Employer Partnerships
• Develop a Travel Options / TDM Program Website
• Launch a Regional Marketing Campaign
• Provide Workplace Travel Resources & Planning
• Offer Personalized Travel Planning
• Promote Carpool Matching and Incentives
• Promote Vanpool Matching
• Support Reimbursement for GRH / Employer-Led Partnerships 60 Moreno Valley TDM Plan
Program
Growth Mid-
term strategies
(3-6 Years)
Focus: Expanding Programs, Establishing
Presence, and broaden external
partnerships/participants.

Between Years 3 and 6, the City should
evaluate the performance of early TDM
activities, refine them based on user
feedback, and expand programming through
employer-driven initiatives and targeted
incentives. With partnerships established
and early adoption outcomes documented,
the program can begin to introduce higher-
value offerings into their programs such
as increasing e-bike subsidies, parking
management tools, growing employer
policy toolkits, and facility planning
guidance support. This phase prioritizes
supporting employers and institutions as
direct program partners, enabling them to
implement tailored incentives and internal
transportation policies that reinforce
mode shift and improve access for their
employees. During this period, the City
should continue to monitor outcomes, adjust
program elements, and scale strategies that
demonstrate the strongest performance.

MID-TERM STRATEGIES (3-6 YEARS)
• Promote Commuter Tax Benefits
• Support E-Bike Subsidy / Voucher
• Host / Co-Host Organizational Recognition
• Offer Clean Commute Incentives
• Employer Sustainability Pledge Program
• Support Safe Routes to School / Commute
to School
Program Maturity
- Long-Term
Strategies (6+
Years)
Focus: Scaling Programs from pilots to
permanent citywide programs supported
by strong partnerships
As the TDM program matures, staff
resources, funding capacity, and
demonstrated performance will enable
more ambitious, infrastructure-supported
TDM strategies. At this stage, Moreno
Valley should focus on scaling partnerships,
investing in successful programs, and
aligning TDM outcomes with long-range
transportation planning and land use
decisions.

Long-term strategies should focus on
supporting sustained behavioral change with
long-term service and program offerings.

The long-term strategies would strengthen
multimodal access, district-level demand
management, and more permanent mobility
investments. This period should also
advance long-range policy and regulatory
actions, support a full program refresh to
evaluate emerging needs, new travel trends,
and promote regional performance data
management.

LONG-TERM STRATEGIES (6+ YEARS)
• Support First & Last Mile Shuttles
• Promote Institutional and Major Employer
Shuttles
• Promote Micromobility
• Promote Mobility Hubs
• Develop Local Land Use Policy Guidance
• Parking Strategies (Unbundling, Cash-Out,
etc.)
Moreno Valley TDM Plan 61
ffl

EXECUTIVE

SUMMARY
62 Moreno Valley TDM Plan
Ill

SUMMARY
The Moreno Valley Transportation Demand Management Plan provides a comprehensive and coordinated framework to guide the City’s multimodal vision, shape travel behavior, and support more efficient, sustainable, and accessible transportation choices for residents and workers. The Plan begins with a clear purpose statement and a description of why TDM is essential for meeting community mobility needs, economic development goals, and long- term sustainability objectives (Chapter I). The Needs Assessment (Chapter II) evaluates existing conditions, planning context, peer practices, public input, and Moreno Valley’s multimodal opportunities and constraints. These findings establish a data-driven foundation for the Plan and identify the strengths, challenges, and opportunities that shape the City’s TDM direction.

Building on this understanding, the Vision and Goals chapter (Chapter III) defines a unified mission statement and eight core program goals that frame Moreno Valley’s approach to commuter support, multimodal access, vehicle miles traveled reduction, and partnership development. These goals provide clear direction and performance expectations for program delivery. The Strategies and Measures chapter (Chapter IV) translates the vision into 22 actionable program strategies supported by web tools, employer partnerships, marketing and outreach, mobility services, and infrastructure improvements. These strategies represent a balanced mix of near-term actions, pilot programs, and long-term system enhancements that can be scaled over time.

As implementation begins, the City can prioritize early strategies, build internal and external partnerships, and apply for federal, state, and regional funding to launch TDM initiatives.

The Plan provides clear mechanisms for performance tracking, enabling Moreno Valley to evaluate participation, measure multimodal outcomes, and refine programs based on demonstrated results. By following the roadmap established in this Plan, Moreno Valley can systematically build organizational capacity, expand program offerings, and improve multimodal access throughout the community. Over time, the City is positioned to strengthen mobility choices, reduce congestion, enhance employer support, and advance broader sustainability and economic development goals.

Moreno Valley TDM Plan 63

Moreno Valley City CouncilFebruary 17, 2026

Moreno Valley City Council
February 17, 2026