BRAC in MD - by Jean Friedberg - MD BRAC

Fort Meade Regional Growth Management Committee BRAC TDM Vanpool Boot Camp November 7, 2011

Contact
Contact:
Jean Friedberg
Regional Transportation Coordinator
Fort Meade Regional Growth Management Committee
[email_address]
410-992-5050

Transportation Situation / Environment Fort Meade's mission success requires a vibrant regional transportation system Regional Environment
Workforce 2.5M and growing
18 major regional employment centers
6,125 miles of highway; SOV dependent
Average commute 20x2 miles; 100M PMT per day
Nation's worst congestion
Cost to fix = $60B; TTF on empty
Limited right of way for new capacity
Mission
NSA / DISA / 85 Tenant Agencies
Ensure regional economic vitality
Job creation / growth
Supplier / customer access
Address family access needs (services, education,)

Regional Transportation Situation Fort Meade's mission success requires a vibrant regional transportation system Solution
Two-part strategy
Focused highway improvements
Transportation Demand Management (27% SOV Reduction)
Agency leadership
Guaranteed Ride Home
Enrollment program / MeadeRide
Challenge
Gates and intersections near design limits
Dramatic workforce growth (40,000 base)
Up to 27,000 more onsite; 14,000 offsite
$1.1B close-in transportation improvements
$3.0B regional capacity impact
Virtually no public transit
Limited funding (5%) and lead times for highways

The Fort Meade Region Regional job base growing from 2.4 million to 2.8 million over the 2005-2020 time frame

FGGM Workforce Footprint Meeting the demands of mission growth will require a regional effort Source: NSA; RGMC Staff Analysis

Job Growth Due to Fort Meade BRAC, Cyber and other sources of growth at Fort Meade add more than 40,000 new jobs between 2007 and 2015/2020 Source: FGGM Agency; RGMC Staff Analysis

Shortfall in Meade Area Road Capacity Meade area highways currently at or near capacity in peak periods; planned increases in highway capacity will not close gap Source: RGMC Staff Analysis

Top Regional Employment Centers – 2020 About 40% of 2.5 million job base concentrated in 18 employment centers, of which Fort Meade is one of the largest Sources: BMC Round 7; CBRE Sub-Markets; RGMC Staff Analysis

Top 10 Transportation Corridors TDM program focuses on major transportation corridors, accounting for more than 50% of Fort Meade workforce Bel Air 1,000 Baltimore 1,400 Owings Mills 1,900 Sykesville 4,800 Ellicott City 1,000 Glen Burnie 3,600 Pasadena 3,600 Crofton 2,000 Woodbridge 2,100 Tysons 1,200 Sources: FGGM Agencies; RGMC Staff Analysis 10 20 30

FGGM Workforce / VMT by Distance Band Personnel commuting more than 20 miles – 32% – generate disproportionate share of regional vehicle-miles-traveled(VMT) – 57%; Source: FGGM Agency; Google Maps; RGMC Staff Analysis

Impact of Fort Meade Growth Fort Meade growth imposes a requirement for 233 new lane-miles of capacity at $4.1B, or its modal equivalent Source: FGGM Agency; Google Maps; RGMC Staff Analysis PRELIMINARY

Two-Part Regional Transportation Strategy Funding levels for new road capacity inadequate; program to limit growth through demand management received regional and state endorsement Rely on Agency / Employer leadership to reduce peak load by 27% Focus limited funding – $50M of $1.1B – on a few key projects Roadway Capacity Demand Management (TDM)

Proposed TDM Goals Goal of 27% varies by Agency based on workforce distribution; success requires leadership commitment and small communications investment Source: RGMC Staff Analysis

Fort Meade Compared to Pentagon Meade TDM goal less than 50% of current Pentagon level Source: Pentagon Website; Ft. Belvoir EIS; RGMC Staff Analysis

Subscription Bus Concept Make equipment, service, features and incentives competitive with SOV
Point to point service based on user needs
Build relationships with colleagues
Make travel time productive time
Arrive at destination fresh and alert
Experience improvement in quality of life
Reduce commuting costs / fuel consumption / carbon footprint
Avoid investment in peak roadway capacity

TDM Results to Date (9/30/2011) We've achieved about 40% of overall goal of 27% Source: RCC Advisory Board; RGMC Staff Analysis

Transportation Strategy Grid Only TDM can address the near-term impact of growth. BRT-A: Existing Roadway BRT-B: Dedicated Guideway ILLUSTRATIVE Carpool | Shuttle | Telework >>>>>>>>>>>>>> Light Rail >>> Carpool | Vanpool | Shuttle | Telework >>>>>> BRT-A >>>>>>>>BRT-B>>>>>>>>>>>> Mixed Rail >>> Carpool | Vanpool | S-Bus | Telework >>>>>>> BRT- A >>>>>>>>>>>>>>>>>>>>>>>> Heavy Rail >>> =< 10 Miles 10 - 20 Miles > 20 Miles 1 – 5 Years 6 – 15 Years > 15 Years Implementation Time Frame Managed Lanes >>>>> Managed Lanes>>>>> Managed Lanes>>>>> BRT-A >>>>>>>>>>>>>>>>>>>>>>>>>

System Impact of Regional Bus/Van As few as 600 miles of managed lanes – or equivalent – required to avoid 50% increase in regional roadway capacity; saves $45B Sources: FGGM Agencies; RGMC Staff Analysis SENSITIVITY TEST

In Conclusion
Encouraging results to date for TDM
Vanpool offers critical advantages
Flexible
Cost effective
But workforce growth continues / funding limited
Apply multi-faceted strategy:
Rely on TDM to meet near term needs
Set regional strategy / lay groundwork for long-term growth

BRAC in MD - by Jean Friedberg - MD BRAC

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BRAC in MD - by Jean Friedberg - MD BRAC Presentation Transcript