PREPARED FOR: Department of the Army U.S. Army Corps of Engineers, New York District IN ASSOCIATION WITH Washington Headquarters Services PREPARED BY:

Transcription

1 PREPAREDFOR: DepartmentoftheArmy U.S.ArmyCorpsofEngineers,NewYorkDistrict INASSOCIATIONWITH WashingtonHeadquartersServices PREPAREDBY: June2010

2 THISPAGELEFTINTENTIONALLYBLANK

3 TRANSPORTATIONMANAGEMENTPLANFOR BRAC133ATMARKCENTER Preparedfor: DepartmentoftheArmy U.S.ArmyCorpsofEngineers,NewYorkDistrict JacobK.JavitsFederalBuilding 26FederalPlaza,Room2109 NewYork,NY10278 Preparedby: TheBenhamCompanies,LLC,aSubsidiaryofSAIC 9400N.Broadway OklahomaCity,OK73114 and ScienceApplicationsInternationalCorporation(SAIC) 8301GreensboroDrive McLean,VA22102 WithSpecialThanksto: WashingtonHeadquartersServices PentagonForceProtectionAgency CityofAlexandria,Virginia DukeRealtyCorporation/ClarkConstruction

4 THISPAGELEFTINTENTIONALLYBLANK

5 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER ExecutiveSummary Introduction HistoryoftheProject CommunityOutreachandCoordination PurposeoftheTransportationManagementPlan TransportationManagementPlanGoalsandObjectives RoadmaptotheTMP EmployeeRelocation&TravelCharacteristics TenantOrganizationsRelocation EmployeeAttitudestowardAlternativeCommuteModes EmployeeTripGeneration SiteConditions BRAC133SiteDescriptionandLandUse SiteAccess Transit SlugLinesandTaxis ShuttleServices Parking TrafficImpactAnalysis SummariesofPreviousTrafficStudies StudyArea TrafficVolumes TrafficOperations ImpactsonEmployeesandResidents TravelDemandManagement(TDM)Plan ExistingMarkCenterTransportationManagementPlan ManagementOrganizationandPersonnel PreRelocationOutreach ParkingManagement June2,2010 PublicReviewDraft i

6 TABLEOFCONTENTS 5.5 PublicTransitProgram RideshareProgram MidDayTravelOptions VariableWorkHour/FlexTime BicycleandPedestrianProgram Monitoring&EvaluationPlan ProgressMonitoring&AnnualSurvey EvaluationReport AmendingtheTMP AppendixA: AppendixB: AppendixC: AppendixD: AppendixE: ZipCodeAnalysis PublicTransitRouteMaps&PublicFeederServices ExistingSlugPickUpPoints RegionalPark&RideLots BicycleSafeRoutes TABLE21:CURRENTCOMMUTEMODESFOREMPLOYEES...11 TABLE22:COMPARISONSOFPROJECTEDMODESPLITSANDSITEGENERATEDPEAKHOURTRIPSFROMPRIOR MARKCENTERSTUDIES...13 TABLE23:PROJECTEDFUTUREMODESPLITSANDASSUMPTIONS...14 TABLE24:TRIPPROJECTIONSOFBRAC133EMPLOYEESWITHPROPOSEDMODESPLIT...18 TABLE31:TRANSITROUTESSERVINGMARKCENTERWITHINONEHALFMILEOFTHEBRAC133SITE...34 TABLE32:POSSIBLETRANSITIMPROVEMENTSTOSERVETHEBRAC133POPULATION...36 TABLE33:REGIONALPARK&RIDEPARKINGCAPACITY...43 TABLE34:REGIONALPARK&RIDEPARKINGCAPACITY...43 TABLE41:EXISTINGROADWAYANDTRAFFICCONTROLCHARACTERISTICSATSTUDYAREASIGNALIZED INTERSECTIONS...58 TABLE42:PROJECTIONSOFPEAKHOURBRAC133EMPLOYEEANDVISITOR...62 TABLE43:PROJECTIONSOFPEAKHOURBRAC133EMPLOYEEANDVISITOR...63 TABLE44:BRAC133ANDIDABUILDINGSITEGENERATEDTRIPS...64 TABLE45:PROPOSEDBRAC133TRIPDISTRIBUTIONSALONGEXISTINGROADWAYNETWORK...65 TABLE46:TRAFFICFLOWPARAMETERSUSEDINTHECORSIMMODEL...69 TABLE47:MODIFICATIONSTODRIVERGAPACCEPTANCEPARAMETERSFORNETSIMRIGHTTURNS...70 TABLE48:SERVICESCHEDULEANDROUTESOFBUSTRANSITANDSHUTTLEBUSSERVICESADJACENTTOMARK CENTER...71 TABLE49:HCMRECOMMENDEDTHRESHOLDVALUESOFMEASURESOFEFFECTIVENESSFORLOS DETERMINATION...73 June2,2010 PublicReviewDraft ii

7 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER June2,2010 PublicReviewDraft iii TABLE410:FREEWAYMEASURESOFEFFECTIVENESSFORTHEMORNING(AM)PEAKHOUR2011BASELINE TRAFFICOPERATIONALANALYSISWITHOUTIMPROVEMENTS...75 TABLE411:FREEWAYMEASURESOFEFFECTIVENESSFORTHEEVENING(PM)PEAKHOUR2011BASELINETRAFFIC OPERATIONALANALYSISWITHOUTIMPROVEMENTS...76 TABLE412:ARTERIALMEASURESOFEFFECTIVENESSFORTHEMORNING(AM)PEAKHOUR2011BASELINE TRAFFICOPERATIONALANALYSISWITHOUTIMPROVEMENTS...77 TABLE413:ARTERIALMEASURESOFEFFECTIVENESSFORTHEEVENING(PM)PEAKHOUR2011BASELINETRAFFIC OPERATIONALANALYSISWITHOUTIMPROVEMENTS...78 TABLE414:COMPARISONOFLOSANALYSISTOPREVIOUSSTUDIES...79 TABLE415:FREEWAYMEASURESOFEFFECTIVENESSFORTHEAMPEAKHOUR2011PROJECTEDTRAFFIC OPERATIONALANALYSISWITHINTERIMIMPROVEMENTS...81 TABLE416:FREEWAYMEASURESOFEFFECTIVENESSFORTHEPMPEAKHOUR2011PROJECTEDTRAFFIC OPERATIONALANALYSISWITHINTERIMIMPROVEMENTS...82 TABLE417:ARTERIALMEASURESOFEFFECTIVENESSFORTHEAMPEAKHOUR2011PROJECTEDTRAFFIC OPERATIONALANALYSISWITHINTERIMIMPROVEMENTS...83 TABLE418:ARTERIALMEASURESOFEFFECTIVENESSFORTHEPMPEAKHOUR2011PROJECTEDTRAFFIC OPERATIONALANALYSISWITHINTERIMIMPROVEMENTS...84 TABLE419:COMPARATIVEANALYSISOFTHEINTERSECTIONLEVELOFSERVICEFOR2011BASELINEAND PROJECTEDMORNING&EVENINGPEAKHOURTRAFFICDEMANDWITHANDWITHOUTBRAC133 ANDIDAIMPROVEMENTS...86 TABLE420:TRAFFICOPERATIONALANALYSISOFTHEPROPOSEDINTERNALROADWAYNETWORKFOR2011 PROJECTEDMORNING&EVENINGPEAKHOURS...88 TABLE51:ALTERNATETRANSITSTORELOCATIONSFOREMPLOYEEFAREPURCHASING TABLE52:BICYCLEPATHSANDROUTESWITHIN3MILESOFBRAC FIGURE11:REGIONALLOCATIONOFTHEBRAC133SITE...2 FIGURE21:ORGANIZATIONALCHARTFORBRAC FIGURE22:POPULATIONDENSITYOFBRAC133EMPLOYEES...10 FIGURE31:SITEPLANFORTHEBRAC133DEVELOPMENT...20 FIGURE32:LEEDSCORECARDFORTHEBRAC133DEVELOPMENT...21 FIGURE33:BRAC133INTERNALANDEXTERNALROADWAYIMPROVEMENTS...25 FIGURE34:PROPOSEDPEDESTRIANCIRCULATIONPLANANDMAJORACTIVITYCENTERS...29 FIGURE35:EXISTINGBUSROUTESWITHIN1MILEOFBRAC133FACILITY...33 FIGURE36:MARKCENTERTRANSPORTATIONCENTER...37 FIGURE37:MARKCENTEREXPRESSROUTEMAP...39 FIGURE38:PRELIMINARYPROPOSEDSHUTTLEROUTES...41 FIGURE39:PARKANDRIDELOTSINNORTHERNVIRGINIARELATIVETOBRAC133EMPLOYEES...44 FIGURE41:TRAFFICANALYSISSTUDYAREAEXTENTS...54 FIGURE42:OVERALLSITEPLAN...55 FIGURE43:EXISTINGANDPROPOSEDEXTERNALROADWAYLANEGEOMETRY...57 FIGURE44:REDISTRIBUTED2011BASELINETRAFFICVOLUMESWITHOUTBRACGROWTH...60 FIGURE45:BRAC&IDAGENERATEDPEAKHOURTRIPS...66 FIGURE46:PROJECTED(2011)PEAKHOURTRAFFICVOLUMES(BASELINE/BRAC133/IDATRIPS)...67

8 TABLEOFCONTENTS June2,2010 PublicReviewDraft iv ACP AccessControlPoint ADA AmericanswithDisabilitiesAct ADDT AverageAnnualDailyTraffic AM MorningPeakHour AVB ActiveVehicleBarrier AVO AverageVehicleOccupancy AVR AverageVehicleRidership BRAC BaseRealignmentandClosureAct CNA CenterforNavalAnalyses CNG CompressedNaturalGas CORSIM CorridorSimulationTrafficModel CWS CompressedWorkSchedule CWW compressedworkweek DASH CityofAlexandriaTransitCompany DC DistrictofColumbia DoD DepartmentofDefense DOT DepartmentofTransportation FHWA FederalHighwayAdministration FRESIM FreewaySimulation FWW FlexibleWorkWeek GP GeneralPurpose GRH GuaranteedRideHome GSA GeneralServicesAdministration HCM HighwayCapacityManual HCS HighwayCapacitySoftware HOT HighOccupancyToll HOV HighOccupancyVehicle I Interstate ID Identification IDA InstituteforDefenseAnalysis IJR InterchangeJustificationReport ITE InstituteofTransportationEngineers LNG LiquidNaturalGas LOS LevelofService MARC MarylandAreaRegionalCommuterRail MOE MeasureofEffectiveness MTBP MassTransitBenefitProgram MUTCD ManualonUniformTrafficControl Devices MWCOG MetropolitanWashingtonCouncil ofgovernments NCPC NationalPlanningCommission NCR NationalCapitalRegion NETSIM NetworkSimulation PFPA PentagonForceProtectionAgency PMB ParkingManagementBranch POC PointofContact PRTC Potomac Rappahannock TransportationCommission PVB PassiveVehicleBarrier RDF RemoteDeliveryFacility RIF RemoteInspectionFacility SOV SingleOccupantVehicle TAZ TransportationAnalysisZones TDM TravelDemandManagement TDY TemporaryDutyAssignment TIMP TransportationImprovementand ManagementPlan TIS TrafficImpactStudy TMP TransportationManagementPlan TMPC TransportationManagementPlan Coordinator TOP TrafficorTransitOperationsPlan US UnitedStates USACE USArmyCorpsofEngineers USDOT USDepartmentofTransportation VCC VisitorControlCenter VDOT VirginiaDepartmentofTransportation VISSIM VisualSimulationTrafficModel VMT VehicleMilesofTravel vph vehiclesperhour vpmpl vehiclespermileperlane VRE VirginiaRailExpress VT VehicleTrip WHS WashingtonHeadquartersServices WMATA WashingtonMetropolitanArea TransitAuthority ZEV ZeroEmissionVehicle

9 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER ExecutiveSummary Benham / SAIC was contracted by the United States Army Corps of Engineers (USACE) to develop a TransportationManagementPlan(TMP)forBRAC133inMarkCenter.BRAC133,theBaseRealignment and Closure Commission s Recommendation No. 133 involves relocation of 6,409 federal personnel workingin24differentdefenseorganizationsoccupyingleasedspacesthroughoutthenationalcapital Region (NCR) to a consolidated space in the City of Alexandria. As mandated by the 2005 BRAC legislation,themovewilloccurbyseptember15,2011.themarkcentersiteisanestablishedmixed usebusinessparkwitha16acremasterplannedspaceforofficebuildingsandstructuredparkingand willbeownedbytheu.s.armyfortbelvoir. MarkCenterislocatedadjacenttoInterstate395(I395),andisboundedbySeminaryRoadtotheeast andnorthbeauregardstreettothenorth.theproposedbrac133facilitywillhaveanorthandsouth Campus,andaRemoteInspectionFacility(RIF).ThenorthcampuswillincludetheNorthParkingGarage with visitor parking and a Transportation Center. The south campus will include the East and West officebuildingtowers,thesouthparkinggarage,thevisitorcontrolcenter,themainaccesscontrolpoint tothesiteandtheremotedeliveryfacility.thecomplexisbeingdesignedandconstructedtoachievea LEED Gold rating, a national standard set by the U.S. Green Building Council to foster sustainable buildingdesignandconstruction.thefacility,whencompleted,willuse30percentlessenergyand45 percentlesswaterthancomparableofficebuildings.anumberofonsiteamenitieswillalsobemade availablefortheemployees. This TMP identifies and discusses a series of Travel Demand Management (TDM) strategies that can influence travel behavior and mode choice of employees thus reducing SOV trips made to the site. GuidelinesandstandardssetforthbyNationalCapitalPlanningCommission(NCPC),GeneralServices Administration(GSA)andMetropolitanWashingtonCouncilofGovernments(MWCOG)wereutilizedin developmentofthebrac133tmptoobtainanachievableplan. TransportationManagementPlanGoals Achieveaminimum40%reductioninsingleoccupancyvehicletrips Encouragealternatecommutermodestofacilitatemobility o Ridesharing(Carpool/Vanpool/Slug) o PublicTransitUse(Metrorail/Bus) o Walk&Bike EstablishaTransportationManagementProgramOffice June2,2010 PublicReviewDraft ES1

10 EXECUTIVESUMMARY Abriefreviewofpreviousstudiesandthetripgenerationmethodologywasevaluated.Employeehome zip codes were obtained from human resources records, and existing commute patterns, employee attitudes towards alternate modes, and expected mode choice data were obtained from a transportationsurveyconductedbywhs.thisinformationwascomparedagainstgeneralcommuter patternsinthewashingtondcregiontodetermineanticipatedemployeemodechoicesforcommuters tobrac133.singleoccupantvehicletripsweredeterminedbasedonthenumberofparkingspaces thatwillbeavailableatthesiteforemployees,visitorsandgovernmentvehicles. ThefollowingmodesplitsareanticipatedattheBRAC133site: SOV 57% Carpool 5% Vanpool 3% Slug 3% BusTransit 5% RailTransit 23% Walk 2% Bike 2% TheproposedDoDshuttleplanwillprovideconnectionsfromkeyMetrorailstationstoBRAC133and theshuttleserviceisexpectedtoservealltheanticipatedrailridership.theproposedplanservesa totalof2,970commutersduringthepeakperiod,providingconnectionstothepentagontransitcenter andthekingstreetmetrorailstation(servingvre,blueandyellowlines)aswellastoballston,east FallsChurch,andWestFallsChurch(servingOrangeLine).Thesitealsoofferspublicandprivatebus transitserviceprovidedbycityofalexandriatransitcompany(dash),washingtonmetropolitanarea TransitAuthority(WMATA),andQuick sbuscompany. Adetailedreviewoftheexistingandproposedsiteconditionsincludingsiteaccess,externalandinternal roadway network, pedestrian facilities, access control points, and pedestrian, shuttle bus and truck circulation was conducted to study the adequacy of the facilities. The roadway geometry and lane configurationdatawereusedinconductingdetailedtrafficoperationalanalysisfortheproposedsite. The proposed site offers pedestrian walkways, and bike racks, lockers and shower facilities for employeeswhowalkorbiketowork.aslugareaisbeingprovidedneartheparkinggarageswitha pedestrianrefugeareatopromoteslugging. TheTrafficImpactAnalysissectionoftheTransportationManagementPlandocumentstheoperational analysisresultsfortheexistingandbuildoutmorningandeveningpeakhourconditionsontheadjacent roadwaynetworkatthebrac133site.trafficoperationalanalysisandmicrosimulationmodelingusing Synchro and CORSIM (Corridor Simulation) were conducted for the existing conditions with baseline (2011) traffic demand and future conditions with projected traffic demand. The projected traffic demand included drivealone and rideshare trips such as carpool, vanpool, slug and shuttle trips generatedbythebrac133facilityandtheproposedidafacility.theridesharetripstothebrac133 facilityweredeterminedbasedontheabovemodesplitanda2.3passengerspervehicleoccupancyfor June2,2010 PublicReviewDraft ES2

11 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER carpools,a7.0passengerspervehicleoccupancyforvanpoolsand3.0passengerspervehicleoccupancy forslugs. The Mark Center site with BRAC 133 and IDA is expected to generate a total of 2,022 trips in the morningpeakhourand1,910tripsintheeveningpeakhour.thegeneratedtripsweredistributedalong the existing roadway network serving the site as per the home zip code distribution. The future operational analysis under full buildout conditions included existing and interim site improvements (scheduledforcompletionbeforeseptember15,2011). Upon review of the analysis results, it was noted that the interim improvements offered minor operationalbenefitswithmanyrampsections,roadwaysandintersectionsoperatingatunacceptable Level of Service (LOS) under full buildout conditions. The notable areas of congestion and vehicular delayareasfollows: I395generalpurposenorthboundandsouthboundramps I395generalpurposemainlinedivergesections SeminaryRoadrotaryinterchangesoutheastrampintersection NorthBeauregardStreetandSeminaryRoadintersection InadditiontotheinterimrecommendationsthatarebeingimplementedbytheDoDtoaccommodate BRAC growth, various short and longterm recommendations are identified in the report to improve trafficoperationsandlos.adirecthovaccessrampplanfromi395tomarkcenterisalsocurrently being evaluated by Virginia Department of Transportation (VDOT) in association with the City of Alexandria. TheTMPincludesadetailedTravelDemandManagement(TDM)Planidentifyinggoalsandstrategiesto effectivelyreducethetransportationrelatedimpactsofbrac133ontheadjacentroadwaynetwork. The primary task in implementing the TDM plan is to establish a WHS Transportation Management Program Office onsite at BRAC 133 to assist all commute needs of employees and visitors. The WashingtonHeadquartersServices(WHS)BRACProgramOfficewillmanagetheBRAC133TMPprogram incoordinationwiththe PentagonForceProtectionAgencyParking ManagementBranch(PFPAPMB) which will manage the BRAC 133 parking facilities. The highlights of the proposed TDM Plan and strategiesarelistedbelow: June2,2010 PublicReviewDraft ES3 DesignationofaTransportationManagementPlanCoordinator EmployeeOrientationandPreRelocationOutreach EmployeeEnrollmentandPeriodicTransportationSurvey RidematchingAssistance BikingandWalkingAssistance CoordinationwithPentagonTransitCenterandPublicTransitAgencies DoDNCRMassTransportationBenefitProgram ShuttleServicetoPentagonMetrorailStation CoordinationofTelecommuting/Flextime/CompressedWorkWeekPrograms

12 EXECUTIVESUMMARY ParkingPermitting PriorityParking(Carpool/Vanpool/LowEmissionvehicle) ReservedFlexTimeEmployeeParking ParkingOverflowManagement SpecialEventsProtocol TheTMPdiscussesmultiplerecommendationstothetransportationmanagementprogramtoimprove theeffectivenessofmanyoftherecommendedtdmplanelementsandstrategies.amonitoringand Evaluation Plan will help the Transportation Coordinator to evaluate the effectiveness of the various transportationprogramsandstrategiesunderthebrac133.thetransportationmanagementprogram isincludedaspartofthetmp.aperiodicsurveywillassessvehicleridership,parkingutilization,mode choice and incentives offered under BRAC 133 Transportation Management Program. It will be conductedannuallywiththetmpbeingamendedasnecessarytoeffectivelyandefficientlyservethe BRAC133commutersandsurroundingcommunityneeds. June2,2010 PublicReviewDraft ES4

13 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER 1.0 Introduction 1.1 HistoryoftheProject To mitigate the administration and operations of the Armed Forces and to achieve cost efficiency, numerous realignment and closure actions for domestic military installations and Department of Defense (DoD) organizations were recommended by the Base Realignment and Closure (BRAC) Commission. The recommendations became law after presidential concurrence, and must be implemented.onesuchrecommendationinvolvedrelocationofvariousdefenseagencypersonneland activities including Washington Headquarters Services (WHS) from leased space within the National CapitalRegion(NCR)toFortBelvoir,Virginia.The proposedrelocationdemandedabout1.75million square feet of existing or newlyconstructed office space and 1.3 million square feet of associated parkingfacilities.duetolanduse,environmentalconsiderations,andtransportationlimitationswithin FortBelvoirtoaccommodatetheproposeddemand,alternativesitesthroughoutNorthernVirginiawere evaluatedduring forimplementingtheproposedrelocation 1.Aftercarefulconsiderationof projecttimelines,transportationmanagement,availablespacerequirements,siteadaptability,mission coordinationrequirements,proximitytopentagon,contractorsupportrelationships,qualityoflife,and changeofresidencyorschoolrequirementsforemployees,themarkcenterdevelopmentinalexandria, Virginia,waschosenasthesiteforaportionoftherelocation,termedBRAC133.TheMarkCentersite isanestablishedmixedusebusinessparkthathadalreadybeenallocatedbythecityofalexandriafor redevelopmentintoofficespaceandstructuredparking,andatransportationmanagementplan(tmp) fortheprevioussitewasapprovedbythecityin ThesitewillbeownedbytheDepartmentof thearmy(thearmy)andwillbecomepartoffortbelvoir. MarkCenteristhenewplannedworklocationforthe24DoDorganizationswhowillworkatBRAC133. As shown in Figure 11, BRAC 133 is located adjacent to Interstate 395 (I395), and is bounded by SeminaryRoadtotheeastandNorthBeauregardStreettothenorth.Thenewcomplexwillconsistof two multistory office towers a 15story building and a 17story building as well as two parking garages and a publiclyaccessible Transportation Center. A total of 6,409 DoD personnel will be relocatedtobrac133.asmandatedbythe2005braclegislation,themovewilloccurbyseptember 15,2011. The United States Army Corps of Engineers (USACE) is responsible for construction of the BRAC 133 facility, and in this role has taken responsibility for developing this TMP; upon completion of the building,ownershipwillbetransferredtothearmy.themoveisbeingmanagedbywhs,whowillalso managethebuildingafteropeningday.thepentagonforceprotectionagencyparkingmanagement Branch(PFPAPMB)willmanageparkingatthebuilding. 1 BelvoirNewVision,DoDBRAC133ProjectatMarkCenter,availableonlineat 2 MarkCenterParcel1Aand1BTrafficImpactStudyandTransportationManagementPlan,Wells&Associates,LLC forthemarkwinklercompany,march31,2003. June2,2010 PublicReviewDraft 1

14 INTRODUCTION Figure11:RegionalLocationoftheBRAC133Site Source: 2010MapQuest,Inc. June2,2010 PublicReviewDraft 2

15 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER 1.2 CommunityOutreachandCoordination USACE and DoD have been coordinating closely with the existing community at Mark Center. This coordinationhasincludedregularmeetingswithdukerealtycorporation,thepropertyownerforthe majorityofthecommercialpropertiesatmarkcenter,aswellasextensivecommunicationwitharea residentsthroughthebracadvisorygroupthathasbeenestablishedbythecityofalexandriatoserve as a forum for developing ideas and recommendations related to transportation improvements and otherissuesassociatedwiththebracrelocationatthemarkcenter 3.USACEhasattendedandactively participatedinthemonthlymeetingsofthebracadvisorygroupsincethegroup sinceptioninearly 2009.ContinuedandongoingcommunicationwitharearesidentswillbecriticalasDoDoccupiesthe siteandbecomespartofthemarkcentercommunity. 1.3 PurposeoftheTransportationManagementPlan ThepurposeofaTMPistoestablishaplantopromotemoreefficientemployeecommutingpatternsby minimizing single occupancy vehicle (SOV) trips to a work location. This is accomplished through identificationofaseriesoftraveldemandmanagement(tdm)strategiesandpoliciesthatcaninfluence travelbehavior.atmpidentifiesthesestrategiesandpoliciesanddocumentshowtheywillbeapplied. Guidelines available from the General Services Administration (GSA), the Metropolitan Washington CouncilofGovernments(MWCOG),andtheNationalCapitalPlanningCommission(NCPC) 4 suggestthat atmpincludestatedgoalsforsingleoccupantvehicle(sov)tripreduction,transportationmodesplit, andvehicleoccupancy;strategiestominimizesovworktripsandtodiscouragesovtravelduringpeak and offpeak hours; measures to monitor achievement of goals and to adjust SOV trip reduction strategies,asneeded;andadescriptionofexistingandprojectedpeakhourtrafficbymode. IndevelopingthisTMP,USACEandDoDhaveconsideredguidancefromtheNationalCapitalPlanning Commission (NCPC), both through discussions and through information available in their document, Implementing a Successful TMP. They have also had multiple discussions with the City of Alexandria concerning their TMP Ordinance, which is part of the City of Alexandria Zoning Ordinance, Article XI, Division B, Development Approvals, Section Transportation Management Special Use Permits.The DoD has aligned the BRAC 133 TMP with the format and specifications of the City ordinancetoensureproperalignmentwithfuturedevelopmentplansinthisarea. 1.4 TransportationManagementPlanGoalsandObjectives ThegoalsoftheTMParetwofold: 1. Toreducepeakhourtravelbystrivingfora40percentreductionofSOVtripstotheBRAC133 siteinordertominimizetrafficimpactsontheneighboringcommunity. 3 CityofAlexandria, Planning&Zoning:BaseRealignment&Closure(BRAC133) webpage, 4 ImplementingaSuccessfulTMP,GSA/MWCOG/NCPC,May2008. June2,2010 PublicReviewDraft 3

16 INTRODUCTION 2. Tofacilitatetenantmobilitytothesitebyprovidingaviabletransportationprograminorderto helpemployeeschooseappropriatecommutemethodsforgettingtomarkcenter. Intermsofspecificobjectives,within6monthsofoperations,WHSwillestablishbaselinemodesplits forbrac133employees.uponreviewofthesebaselinemodesplits,whswillestablishspecificannual modesharegoals.moredetailsonthisareexplainedinthemonitoringandevaluationplaninsection6. Sinceparkingatthesiteisrestrictedtoonly3,747spaces,SOVtripstothesitewillbeseverelylimited. Asaresult,thegoalsandobjectivesoftheTMPwillbeachievedprimarilythroughexecutionofaparking program, implementation of a comprehensive DoD shuttle program, and implementation of an aggressive employee commute program geared toward promoting other modes of travel (aside from drivingalone).preliminaryplansfortheshuttleprogramarepresentedinsection3.5andtheemployee educationprogramandtheparkingprogramarepresentedinsection5.asitwillbeimportanttohave a mechanism for determining whether the plan is working once in place (i.e., whether the goals established here are being achieved), this document also lays out a monitoring and evaluation plan (Section6)thatthegovernmentwillusetomonitorprogressovertime. The TMP also serves to provide an analysis of the impacts of the site on traffic operations at the surroundingroadwaysandintersections.althoughanumberofpreviousstudieshaveexaminedtraffic operations (including a Transportation Improvement Management Plan prepared for the site in July , an Internal Roadway Network Traffic Analysis conducted for the site in August , and independentstudiesconductedbythevirginiadepartmentoftransportation(vdot) 7 andthecityof Alexandria 8 in2009),thisstudyrevisitstheseanalyseswithadditionaldetail,includinginformationon employeehomezipcodesandinformationaboutcurrentandexpectedcommutepatterns.theresults ofthetrafficimpactanalysisarepresentedinsection RoadmaptotheTMP Theremainderofthisdocumentisorganizedasfollows: Section2providesbackgroundonthecurrentandexpectedtravelcharacteristicsoftheemployeeswho willbemovingtobrac133. Section 3 presents information about site conditions, including building location and roadway and pedestrianaccesstothe site.italsopresentsinformationaboutexistingandpotentialfuturetransit (bothpublicandprivate)servingthesite,discussesexpectedsluggingtothesite,andpresentsthedod shuttleprogram.finally,thissectionalsodescribeshowparkingwillbemanagedatbrac Washington Headquarters Services at Mark Center Alexandria, Virginia BRAC 133 Build to Suit Transportation ImprovementManagementPlan,WellsandAssociates,July30, WHSInternalRoadwayNetworkTrafficAnalysis,WellsandAssociates,August20, MarkCenter(BRAC)TransportationStudy,TechnicalMemorandum,ParsonsBrinkerhoff,April, MarkCenter(BRAC133)TransportationStudy,VanasseHangenBrustlin,Inc.,November2,2009. June2,2010 PublicReviewDraft 4

17 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER Section4presentsthefindingsofatrafficimpactanalysisandanassessmentofthetrafficoperationsof thestudyarearoadwaynetworkundertheprojectedtrafficdemandconditions. Section5presentstheBRAC133TDMplan,whichincludesinformationabouthowtheprogramwillbe managed, presents plans for educating employees about alternate modes of travel, and presents informationabouthowparkingwillbemanagedtoreducesovtripstothesite. Section 6 presents a monitoring and evaluation plan that the government will use to monitor their progressovertime. June2,2010 PublicReviewDraft 5

18 INTRODUCTION THISPAGELEFTINTENTIONALLYBLANK June2,2010 PublicReviewDraft 6

19 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER 2.0 EmployeeRelocation&TravelCharacteristics 2.1 TenantOrganizationsRelocation A total of 24 different DoD organizations will be relocated to Mark Center. These organizations are currentlylocatedatvariousleasedspacesthroughoutarlingtonandalexandria.mostorganizationsare currently at locations that are easilyaccessible via Metrorail, which will certainly mean different commute patterns for many employees. Nearly 60 percent of the employees currently work in the CrystalCityareawith45percentworkinginCrystalCityand14percentworkinginPentagonCity.An additional31percentcurrentlyworkalongtherosslynballstoncorridor.atotalofeightpercentwork inalexandriatoday,withfivepercentinoldtownalexandriaandanotherthreepercentatmarkcenter. Managingamovewithsomanydifferenttenantorganizationsrequiresextensivecoordination.Asthe propertymanager,whshastakenresponsibilityforthiseffortandwillserveastheprimaryinterfaceto the24tenantorganizationsbefore,during,andafterrelocation.whshasalreadybegunthisprocess andmeetsmonthlywithrepresentativesfromeachtenantorganizationtokeeptheminformedandto hearanyconcernstheymayhaveaboutthemove.whswillberesponsibleforcarryingoutthetmp and for monitoring the progress of TMP activities over time. As part of this responsibility, WHS will provideactiveoutreachtotenantsandemployeestoeducatethemaboutthevariousmodesoftravel availabletothesite(bothinadvanceofthemoveaswellasonanongoingbasisafterthebuildingis open).whswillalsoberesponsibleforestablishingawhstransportationmanagementprogramoffice asisdescribedinsection5.2. Otherinvolvedorganizationsinclude: USACE has responsibility for managing the construction of the building. As part of this responsibility,usaceisdevelopingthetmpandhascoordinatedcloselywithwhsthroughout thisprocess. TheArmy,aspropertyowner,willhaveresponsibilityforfacilitatingcommunicationwiththe neighboringcommunity. PFPAPMBwillberesponsibleformanagingparkingatBRAC133.PFPAPMBwillmanagethe parkingpermitprocessastheydoatthepentagontoday,andwillmonitorparkingutilization andenforceparking. TheorganizationalstructuredefiningtherelationshipsbetweentheseorganizationsisshowninFigure 21. June2,2010 PublicReviewDraft 7

20 EMPLOYEERELOCATION&TRAVELCHARACTERISTICS Figure21:OrganizationalChartforBRAC EmployeeAttitudestowardAlternativeCommuteModes Whenconsideringemployeeattitudestowardalternatecommutemodes,itisfirstimportanttoconsider wheretheyliveandworktoday.certainmodesmaybeperceivedtobemorefeasibleforemployees todaybasedontheircurrenthomeorworklocationandtheirproximitytotransit. WHSobtainedemployeehomezipcodesfromhumanresourcesrecordsforallfederalemployeeswho willberelocatingtobrac133,whichaccountsfor69percentofthetotalemployees.thissamplesizeis largeenoughtobeconsideredrepresentativeofthepopulation 9.Thesedatashowthatemployeesare distributed quite broadly throughout the DC region, but that the large majority of employees (71 percent) commute from within Virginia (see Figure 22). As seen in the figure, the areas of highest densityareinfairfaxcountyaswellasalongthei95/i395corridornearthevirginiarailwayexpress (VRE)commuterraillineandMetrorail sblueline.approximatelyonequarteroftheemployees(23 percent) live in Maryland, and 6 percent live in the District of Columbia. Details of the number of 9 Zipcodeswereobtainedforallfederalemployees.Themissing31percentofzipcodesrepresentscontractor staffwhowillbeworkingatbrac133. June2,2010 PublicReviewDraft 8

21 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER employeesineachzipcodeareprovidedinappendixaalongwithdensitymapsforeachofthemajor jurisdictions. To predict future mode choice, it is also important to consider what modes of travel employees are usingtoday.despitethefactthatcurrentemployeemodeshareisattributedinsomeparttowhere theyworktoday,lookingatcurrentmodesharecanprovidesomesenseofemployeeattitudestoward various modes. In August 2009 WHS conducted a survey of all employees who will be relocating to BRAC133.WHSreceivedresponsesfrom2,815employees,representing44percentoftheemployee population,aresponseratethatcanbeconsideredrepresentativeofthepopulation.onthesurvey, employeeswereaskedabouttheircurrentcommutepatternsincludingwhatmode(s)oftransportation theytypicallyusetogettowork.respondentswereaskedto checkallthatapply forthebenefitof employeeswhousemultiplemodesduringtheirtypicalcommute(forexampletheymaydrivetoapark andridelotandthentakemetrorail,ortheymaytypicallyslugtoworkbuttheytakethebushomeon dayswhentheyneedtoworklate),andforemployeeswhotakedifferentmodesondifferentdays. Thesurveyfindingsindicatethatalargenumberofemployees usetransit including Metrorail,bus, and/orvre foratleastsomepartoftheircommutetoday.eighteenpercentusetransitastheironly modeoftravelandanadditional27percentusetransitalongwithothermodes(i.e.,transitisoneof multiplemodesthattheyuseonadailybasisfortheircommute,ortheyusetransitonaregularbasis, but not every day). This is not surprising given that the majority of employees work near a Metro stationtoday.asshownintable21,nearlyonethirdofemployeesridemetrorailwith9percentusing itastheirprimarymodeandanadditional21percentusingitalongwithothermodes.overonefifthof employees ride buses with 5 percent having it be their primary mode, and an additional 16 percent usingbusesalongwithothermodes.feweremployeesusevre,with3percentindicatingthattheyuse itastheirprimarymodeoftraveland3.5percentindicatingthatitisoneofmultiplemodesthatthey use.itisexpectedthatmanyoftheemployeeswhoarealreadyusingtransit(inparticularthosecoming frommarylandanddc)willremainontransitandusethedodshuttle(describedinsection3.5.2)to transfertomarkcenter. June2,2010 PublicReviewDraft 9

22 EMPLOYEERELOCATION&TRAVELCHARACTERISTICS Figure22:PopulationDensityofBRAC133Employees Source:WHS2009CommuterSurvey;DoDHumanResourcesDepartment;ESRI June2,2010 PublicReviewDraft 10

23 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER Table21:CurrentCommuteModesforEmployees PercentageofEmployees Mode UsingthisModealong UsingthisModeOnly withothermodes TotalUsingthisMode DriveAlone 40.78% 14.27% 55.05% Metrorail 9.35% 21.18% 30.53% Bus 5.11% 16.18% 21.29% Carpool/Vanpool 6.22% 4.28% 10.50% Slug 2.95% 5.68% 8.63% Walk 1.65% 5.04% 6.69% VRE 3.16% 3.49% 6.65% Bike 0.11% 1.40% 1.51% Note:Valuesdonottotalto100asrespondentsweregiventheoptionofselectingmorethan onemodeoftravel. The percentages presented in Table 21 are helpful in gauging the openness of employee attitudes towardtakingtransit.giventhatover45percentofemployeesusesomeformoftransittodayandthat many indicated that they think they will use transit to get to BRAC 133, educating employees about transitoptionswillbeamajorfocusofwhsinmanagingtheemployeecommuteprogramforbrac133. Thesurveyrevealedthatalargenumberofemployees(41percent)drivealonetodayastheirprimary mode(i.e.,thiswastheonlymodeoftravelthattheseemployeesselectedonthesurvey),butitalso revealedthatmanyemployeesareaccustomedtoridesharing,inparticularthoseoriginatingfromthe south.nearlyonethirdofemployeeswholiveinvirginia(29percent)ridesharetoday,andthelarge majority of these employees live in areas to the south along I395 in Prince William and Stafford Counties.Thisisnotasurprisingstatisticgiventhatmanycommutersfromthesecountiesmakeuseof thehovlanesoni395betweenfredericksburgandthepentagon.overall,9percentofemployeesuse ridesharingastheirprimarymodetodaywhileanadditional10percentuseridesharingalongwithother modes(again,ridesharingiseitheroneofmultiplemodesusedonadailybasisfortheircommute,or theyrideshareonaregularbasis,butnoteveryday).withnearlyonefifthofemployeesaccustomedto ridesharingtoday,continuingtoencouragethispracticewillalsobeamajorfocusforwhs. Averysmallpercentageofemployees(twopercent)currentlywalkorbikeastheironlymodeoftravel. However,overfourpercentofemployeesindicatedthattheyanticipatewalkingorbikingtoworkatthe newsite.itisimportanttoconsiderwalkingandbikinggiventhatalargenumberofemployees(over 500,or11percentofthebuildingpopulation)livewithin2milesofMarkCenterwithover100ofthese employees(2percent)livingwithinjust1mileofthesite. InlightofrestrictedparkingattheMarkCenter(BRAC133),thebiggestchallengethatmostcommuters face is the fact that the site is not easilyaccessible by Metrorail. To address this, WHS will be establishingashuttlesystem(describedinmoredetailinsection3.5.2)providingemployeesfrequent accesstoanumberofmetrostationsthroughoutnorthernvirginiaincludingthepentagon,kingstreet, June2,2010 PublicReviewDraft 11

24 EMPLOYEERELOCATION&TRAVELCHARACTERISTICS Ballston, West Falls Church, and East Falls Church. As a result of the DoD shuttle service, many commutersalreadyontransitandinparticularthosecomingfromdcandmarylandwillbeableto continuetheircurrentcommutepatternsincombinationwiththedodshuttle.forthosewhodonot perceivetransitasaviableoption,rideshareandteleworkprogramscanbeconsideredasalternative mode choices. For those who live near the site, there are local transit options, walking/biking, and finally the DoD shuttle which will serve as the primary mode of transportation for some employees. Plans for promoting these various mode choices are discussed in detail in the Travel Demand ManagementPlaninSection EmployeeTripGeneration PreviousStudies Acomparisonoftheexistingtrafficstudieswasdonetostudythetripgenerationmethodologyadopted inthosereportsandtoidentifythefuturesitegeneratedtripsfortheproposedbrac133andinstitute fordefenseanalyses(ida)buildingdevelopments.forallpreviousstudies,theestimatesfornewtrips generated by BRAC 133 were calculated only for SOV trips, shuttle buses, and trucks, and did not explicitlyincluderidesharevehicletrips(i.e.,carpool,vanpool,andslug).previousstudiesassumedthat 10percentto25percentofemployeeswouldbeabsentonanygivendayduetotravel,vacation,illness, flexibleworkschedule,andtelecommutingandthenapplieda40percenttmpreductiontothistotal number of employees to determine SOV trips generated during a typical day. The total number of typical day SOV trips was then compared against available parking spaces to determine parking adequacy and potential overflow. Table 22 shows a comparison of the various factors that were utilizedinthetripgenerationprocessfromallpastmarkcentertrafficstudies.thediscussionsbelow providefurtherdetailsonthemethodologythatwasadoptedindeterminingtheprojectedmodesplits forthebrac133site. June2,2010 PublicReviewDraft 12

25 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER Table22:ComparisonsofProjectedModeSplitsandSiteGeneratedPeakHourTripsfromPriorMarkCenterStudies NOTE:1.InstituteofTransportationEngineers(ITE)TripGenerationratestogeneratepeakhourtrips. June2,2010 PublicReviewDraft 13

26 EMPLOYEERELOCATION&TRAVELCHARACTERISTICS The overall BRAC 133 employee origin zip code data obtained from WHS were examined for origin locations, zip code clusters, existing travel patterns, adjacent transit corridors, and ride sharing prospects. The data were also compared with the WHS commuter survey mode choice results to determine travel characteristics of the relocating employees in order to develop future anticipated modechoices.observationsmadefromtheabovecomparisonwereusedtodeterminethelikelyfuture projectednonsovmodesplitsincludingcarpool,vanpool,slug,walk,bike,bustransit,andmetrorail transittothebrac133site.themetrorailuserswillbetransportedtothebrac133sitebythedod shuttlesoperatingduringthemorningandeveningpeakperiodsatfrequentheadwaysfrommultiple Metrostations.Table23showsthevariousassumptionsandmodesplitfactorsthatwereconsideredin developingfuturenonsovmodetripsplitprojections. Table23:ProjectedFutureModeSplitsandAssumptions Source:WHSEmployeeTransportationSurveyforCommuterPatterns,Fall2009. Table23abovedisplaysthecurrentandanticipatedmodechoiceofemployeesasreportedonthe2009 WHScommutersurvey. The proposed mode split percentages were determined based on current and anticipated employee travelmodesasshownintheabovetable,currentemployeeoriginzipcodes(andhence,theirfeasible modes), and commuter patterns in the metropolitan Washington D.C. region obtained from various sources.theassumptionsthatwentintodeterminingeachpercentmodesplitareexplainedbelow. Rideshare The 2007 State of the Commute Survey Report from the Metropolitan Washington DC Region 10 developedbycommuterconnectionsshowed7.6percentofcommutersintheregionregularlyutilizing rideshareoptions.thewhscommutersurveyreported6.2percentoftheemployeesexclusivelyusing carpoolorvanpoolastheirprimarymodeoftransportation.however,thereareseveralreasonsthat StateoftheCommuteSurveyReportfromtheMetropolitanWashingtonDCRegion,CommuterConnections,June 2008webpagehttp:// June2,2010 PublicReviewDraft 14

27 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER suggestthattherewillbegreateropportunityforrideshareoptionsheadedtothenewworklocationat BRAC133.Asmentionedabove,asignificantnumberofcurrentemployeesarealreadyfamiliarwith carpool/vanpoolastheirprimaryorsecondarymodeoftravel.also,thefactthatparkingissoseverely restricted at BRAC 133, and that carpools and vanpools will be guaranteed a parking space, will definitely generate more interest. This creates a great incentive for carpools and vanpools to form. Employee comments from WHS survey results requesting verification on a guaranteed parking space allotment for carpool/vanpool commuters suggest the same. Furthermore, it is feasible for more carpoolsandvanpoolstoformbasedonwhereemployeeslive.thedensitymapsgeneratedfromthe zipcodedata(seeappendixa)showhighdensitiesoforiginzipcodeslocatedwithincloseproximityin southernsuburbsalongi395invirginia,incountieswhereridesharingistraditionallyveryhigh.lastly, ofallthecommutersintheregionwhohaveaccesstohovlanesfortheircommute,11percentuse vanpool/carpool to get to work 11. Although, there is not currently a direct HOV access at Seminary Road,itisexpectedthatmanyemployeeswillstilltakeadvantageofHOVlanesforthetimesavingsas discussedbelowandinsection3.4. Slug Basedontheexistingandanticipatedtravelmodes,itisanticipatedthatacertainpercentofemployees atbrac133areexpectedtocommutebymeansof slugging or casualcarpooling. Similartothe rideshare options previously discussed, slugging is feasible for employees traveling to Mark Center becauseofitsproximitytothei95/i395corridor,despitethelackofadirecthovaccessatseminary Road.AnAugust2009reporttitledEstimatingtheEnergyImpactofCasualCarpooling 12 projectedthat almost 9,700 commuters in the Washington D.C. region slug every day. Prince William County (56 percent),fairfaxcounty(22percent),staffordcounty(17percent),andthecityoffredericksburg(5 percent)arehometothegreatestnumberof sluggers, whichalsoholdstrueforasignificantportion ofbrac133employeesoriginatingfromtheselocations 13.Moreimportantly,thePentagonisthemost popular slugging destination, representing 33 percent of slug trips made throughout the Washington D.C.region 14.BRAC133employeeswithaBRAC133parkingpermitcanusetheslugoptiontoutilizethe HOVlanesbypickingupsluggers,droppingthemoffatthePentagon,andthendrivingbacktoMark Center.Eventhoughthreemilesmayseemlikeasignificantdistancetotravelafterthedropoffpoint,a December 2008 study titled The Native Slugs of Northern Virginia shows that 65 percent of sluggers travel to work anywhere from 10 minutes to greater than 30 minutes beyond the slugging dropoff point.thisfactisalsopromisingforemployeeswhodonothaveaccesstoparking.theseemployees canparticipateincasualcarpoolingastheycanridetothepentagonwithothersluggersandthentake the DoD shuttle from there to Mark Center. The preliminary proposed DoD shuttle plan will offer StateoftheCommuteSurveyReportfromtheMetropolitanWashingtonDCRegion,CommuterConnections,June 2008webpagehttp:// 12 EstimatingtheEnergyConsumptionImpactofCasualCarpooling,Minett,P.andPearce,J.,August2009webpage 13 DynamicRidesharing(Slugging)Data,PreparedforVirginiaDepartmentofTransport,FinalReport,PreparedbyVanasse HangenBrustlin,Inc.,June15, Ibid. June2,2010 PublicReviewDraft 15

28 EMPLOYEERELOCATION&TRAVELCHARACTERISTICS serviceevery10minutesto15minutesbetweenmarkcenterandthepentagon.moredetailsregarding theproposeddodshuttlearediscussedinsection LocalBusTransit This mode share projection focuses only on employees who use local bus transit routes that directly servemarkcenterastheirprimarymodeoftransportation.theprojectedmodesharewasdetermined basedonacomparisonoftheexistingbusroutesthatservemarkcenteralongwiththeoriginzipcodes retrievedfromtheemployeesurveydata.currently,anumberofemployeesliveneartheexistingbus routesthatservesoutherntowers.whiletheemployeezipcodesindicatethatcommutingviabuswill requireasignificantwalktothebusstopforsomecommuters,51percentofregionalcommuterswho usealternatemodestravelupto1milefromtheirhometothealternatemodemeetingpoint 15 (see Section3.3formorediscussiononbustransitservice).Moredetailsregardingbustransitroutesserving theregionareincludedinappendixb. Walk/Bicycling Based on the existing and anticipated travel modes, it is anticipated that a number of BRAC 133 employeesareexpectedtowalkand/orbicycleastheirprimarymodeoftravel.resultsfromtheu.s. CensusBureaupresentedina2006reportshowthatalmostfourpercentofAlexandriaresidentswalkto work while slightly over half a percent bike to work 16. The same study showed that the average commuteforwalkersis1.42mileswhiletheaveragecommuteforbikersis8.17miles.currently,over 100employeeslivewithin1mile,andover500livewithintwomilesofMarkCenter.Inaddition,the BRAC 133 facility includes bicycle racks, shower facilities, and other amenities for commuters bicycling/walking to work. The 2007 State of the Commute Survey Report from the Metropolitan Washington DC Region 17 showed that 12 percent of people who work for employers in Alexandria, ArlingtonCounty,andtheDistrictofColumbiathatprovideincentives/supportserviceshaveusedthe bicycle/walk services at some point and that three percent report bicycling/walking as their primary mode.withasignificantnumberofemployeeswithinwalking/bikingdistancetomarkcenterandtheir excessiveinterestininformationregardingwalk/bicycleamenities,employerincentives(asexpressedin thewhscommutersurveycomments),aswellastheonsiteamenitiesbeingprovidedatbrac133,a highpercentofwalkingandbicyclingtripsareanticipated StateoftheCommuteSurveyReportfromtheMetropolitanWashingtonDCRegion,CommuterConnections,June2008 webpagehttp:// 16 BicycleandPedestrianPlanfortheNationalCapitalRegion.July2006,webpage(lastaccessedMay5,2010) StateoftheCommuteSurveyReportfromtheMetropolitanWashingtonDCRegion.CommuterConnections.June June2,2010 PublicReviewDraft 16

29 RailTransit(WMATA,VRE,MARC) TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER AhigherpercentofMarkCenteremployeesthanthatobservedfromthe2009commutersurveyare expectedtotakerailtransitastheirprimarymodeoftravel.thisassumptionisjustifiedbasedonthe extensivedodexpressshuttleserviceplanneddirectlytoservemarkcenterfromnearbymetrostations (Blue/Yellow/OrangeLinesandVRE)atfrequentheadways.Employeeswerenotfullyinformedofthe proposed DoD shuttle plan when the survey was conducted and were unable to make informed decisionsaboutrailtransituse.however,manyemployees,asnotedfromthewhscommutersurvey, hadrequestedforanextensiveshuttleprogramtomaketransitanattractivemodechoice,sinceparking issoseverelylimitedatthebrac133site.additionally,with10percentto30percentofemployees ridingmetrorailtoday,itisimplicitthatemployeesareaccustomedtotransit TripProjectionsandProposedModeSplit Based on a comparative analysis of the 2009 commuter survey results and the above regional travel patterns,thefollowingmodechoicesplitsarebeingproposedandusedintheanalysispresentedinthis TMP: SOV 57% Carpool 5% Vanpool 3% Slug 3% LocalBusTransit 5% RailTransit 23% Walk 2% Bike 2% Theabovegeneratedmodesplitswereappliedtowardvaryingemployeeoccupancypercentagerates onatypicaldayshifttodeterminethetotalnumberofemployeesaccessingthesitebyvariousmodes, overallsitegeneratedvehiculartrips,andparkingadequacy.theproposedplanforthebrac133site providesfreegovernmentparkingintwoparkingstructures.theproposednorthgarageisaneight level structure and will allow both employee and visitor parking. The south garage is a nine level structureandwillbeexclusivelyusedforemployeeparkingonly.thenorthgarageprovidesatotalof 2,032 parking spaces, of which 67 spaces would be allotted for visitor parking, and the south garage provides1,715spaces.togetherthisprovidesforatotalof3,747parkingspaces.as150spaceswillbe reservedforgovernmentvehicleparking,thisallowsatotalof3,530employeeparkingspaces.thiswas considered as the threshold value for determining the potential number of SOV trips that could be accommodatedbythesitewithoutanyparkingspillover. Toaccuratelydeterminethetotalnumberofemployeesservedbyridesharemodes,anaveragecarpool vehicleoccupancyrateof2.3personspervehiclewasassumed.similarly,avanpoolvehicleoccupancy rateof7.0personspervehicleandaslugvehiclerateof3.0personspervehiclewereassumed.the carpooloccupancyrateisanaveragerateaccountingforridesharecarpoolvehicles,hybridvehiclesand bikes.table24showsthetripprojectionsandmodalsplitsofbrac133employees.fortrafficanalysis purposes,thetmpwillassumethat90percentofbrac133employeeswillbepresentonatypicalwork dayshiftandwillbecommutingtothesite.basedontheprojectedmodesplitemployeetripsfora typicalday(90percentoccupancy),itisestimatedthatabufferof34additionalparkingspaceswouldbe available to satisfy unexpected parking demand. Detailed discussion of trip distribution along the existingroadwaynetworkandopeningday(2011)trafficvolumesareincludedinsection4. June2,2010 PublicReviewDraft 17

30 EMPLOYEERELOCATION&TRAVELCHARACTERISTICS Table24:TripProjectionsofBRAC133EmployeeswithProposedModeSplit PercentageofTotalEmployeesPresentonaTypicalWeekday 100% 95% 93% 90% 85% 80% 75% NumberofEmployeespresentonaTypical DayShift %SingleOccupantVehicleTrips Slug Vanpool Carpool NumberofEmployees (5%) VehicleTrips (2.3ppv) NumberofEmployees (3%) VehicleTrips (7ppv) NumberofWalking&BikingEmployees (2%each) NumberofEmployees (3%) VehicleTrips (3ppv) EmployeesRidingLocalBusTransitserving MarkCenter(WMATA/DASH) (5%) NumberofEmployeesUtilizingRailTransit (23%) NumberofEmployeesUsingShuttleBus (27personshuttleswith75%occupancy) TotalIncomingEmployeeTripsonatypical Weekday ParkingSpacesAvailable TotalNumberofBRAC133Employees=6,409 TotalNumberofGovernmentVehicleParkingSpaces=150 TotalNumberofParkingSpaces=3,747 TotalNumberofBRAC133EmployeeParkingSpaces=3,530 TotalNumberofVisitorParkingSpaces=67 NOTE:ppv personspervehicle(vehicleoccupancyrate) June2,2010 PublicReviewDraft 18

31 TRANSPORTATIONMANAGEMENTPLANFORBRAC133ATMARKCENTER 3.0 SiteConditions 3.1 BRAC133SiteDescriptionandLandUse MarkCenterisamixedusebusinessparklocatedinAlexandria,Virginiaatthesouthwestquadrantof thei395andseminaryroadinterchange.theareacurrentlyincludes1.6millionsquarefeetofoffice space, a Hilton hotel and conference center, numerous restaurants, two day care centers, and a shoppingcenter.thesiteislocatedimmediatelyadjacenttothe43acrewinklerbotanicalpreserve. TheBRAC133facilityisa16acresitewhichwasmasterplannedandapprovedin2004bytheCityof Alexandriaforadevelopmentofthissizeandcharacter 18.ThesiteplanshowninFigure31displaysthe 1.8 million square feet of office spaces in two towers located on the southwest corner of the site. ParkingstructuresarelocatedtothesouthoftheofficebuildingsalongI395(SouthParking)andonthe north side of the site (the North Parking Garage). The North Parking garage will include a publicly accessiblecommunitytransportationcenterthatwillprovidemultipletransportationoptionsfordod employeesaswellasmarkcentercommutersandvisitors 19. The office complex is being designed and constructed to achieve a LEED Gold rating 20, a national standardsetbytheu.s.greenbuildingcounciltofostersustainablebuildingdesignandconstruction. Cuttingedge strategies in environmentally sustainable construction and site development are being employed to ensure water savings, energy efficiency, and indoor environmental quality. When completed,thetwotowerswilluse30percentlessenergyand45percentlesswaterthancomparable officebuildings.figure32showsthescorecardforthebuilding,demonstratingeachoftheelements thattogetherachievealeedgoldrating. Thebuildingwillalsocontainanumberofretailfacilitiesandamenitiesforemployeesincludingafitness center,acafeteria,anofficesupplystore,asnack/coffeeshop,ahealthclinic,andacreditunion.these onsiteamenitieswillhelptoreducemiddaytrips. 18 SpecialUsePermitCertificateissuedtotheMarkWinklerCompany,February17, BelvoirNewVisionDoDBRAC133ProjectatMarkCenterwebpage, ). 20 U.SGreenBuildingCouncil WhatLEEDis webpage, June2,2010 PublicReviewDraft 19