After the current round of expansion, Fort Meade will have a workforce of about 62,000. At that point, Fort Meade will rank number 5 among the region's top employment centers. Assuming we are able to develop and implement a success transportation management plan for Fort Meade, it would make sense later in 2009 to consider the feasibility of applying appropriate aspects of the Fort Meade transportation template to other major employment centers in the region.
The central Maryland region is served by a well-developed road and rail network. MD-32 and the BW Parkway/MD-295 are the primary east-west and north-south components serving Fort Meade, while MD-175 serves as an important distributor of traffic entering and leaving Fort Meade and its immediate environs. Access to Fort Meade and the National Security Agency is made possible by 8 access control points located on its perimeter.
Fort Meade Regional Growth Management Committee Regional Transportation Briefing West Anne Arundel County Chamber of Commerce March 22, 2011
Top Regional Employment Centers Nearly 50% of job base concentrated in fewer than 20 employment centers Sources: BMC Round 7; CBRE Sub-Markets; RGMC Staff Analysis
Regional Growth Centers We need a unifying set of themes and templates to address our regional transportation challenges Sources: FGGM Agencies; RGMC Staff Analysis
Fort Meade Job Growth Fort Meade and related growth could eventually require a highway investment of up to $4.7 billion Source: FGGM Garrison Command; RGMC Staff Analysis
NSA Growth Plan Could add as much as 5.8 million square feet by 2030 Source: NSA EIS; RGMC Staff Analysis
FGGM Workforce Distribution Map Distribution of Fort Meade workforce typical for top employment centers Source: NSA; RGMC Staff Analysis
FGGM Workforce Distribution Two-thirds reside within 20 miles (81% in 5 jurisdictions); FGGM commuting generates nearly 300 million Vehicle Miles Traveled (VMT) per year Source: FGGM Agency; Google Maps; RGMC Staff Analysis
Meade Coordination Zone All inbound traffic affects last 5 miles Source: FGGM Agencies; Google Maps; RGMC Staff Analysis 7.5% 35% 20% 30%
Shortfall in Road Capacity Meade Coordination Zone highways currently at capacity in peak periods; planned increases in highway capacity will not close gap Source: RGMC Staff Analysis
Two-Part Transportation Strategy Limit growth in traffic volume while expanding capacity at a few key highway segments and intersections; received regional endorsement Reduce peak load by 27%; to date 1200 of 4300 have signed up, but the jury is still out Focus limited funding – $50M of $1.1B – on a few key projects Roadway Capacity Demand Management
Key Fort Meade Transportation Resources Served by a combination of roadways and rail stations MD-175 / Rockenbach / Disney MD-175 / Reece MD-175 / Mapes MD-295 / MD-32 MD-175 / Llewellyn MD-295 / MD-198 MD-32 / MD-198 / Mapes MD-295 MD-32 I-95 MARC - Camden MARC - Penn MD-100 Controlled Intersection Interchange MD-175 / MD-32 BWI MD-175 MD-295 / MD-175 MARC Station NSA DISA DMA EUL ADJ Access Control Point Site M
FGGM Gate Delay Scenarios Only Rockenbach Gate can be expanded in near term (2011); requires improvements at Rockenbach / Cooper Source: Gannett Fleming; RGMC Staff Analysis
Timing / Impact of Gate Overload By 2Q-2011, peak delays at gates could reach 20 minutes Source: Gannett Fleming; RGMC Staff Analysis
Impact of Growth on Local Intersections System is at capacity and will cause delays until planned upgrades are in place; timely completion of Rockenbach / Cooper essential Source: Gannett Fleming; MDOT / SHA; RGMC Staff Analysis
Transportation Demand Management (TDM) Proposed Objective and Principles for Fort Meade program Using a combination of structures and methods, restrain future FGGM SOV volume to sustainable level OBJECTIVE PRINCIPLES
Employer-Sponsored . Fort Meade agencies develop, implement and monitor own TDM programs – individually or collaboratively – consistent with overall FGGM goal.
Demand Driven . Design program to provide end user value equivalent to SOV, including guaranteed ride home.
Communications Program . Use leadership, internal marketing programs, and end user input to generate participation.
Public-Private Partnership . Maximize use of TIP to fund program. Leverage private sector resources to reduce risk and access additional capital.
Savings . Structure program to pay for itself through reductions in new highway construction; use a portion of savings to ensure program success.
Environmental Component . Appeal to public’s desire to reduce environmental impact as a program benefit.
Regional Template . Document approach and lessons learned; develop and apply template to support economic development across the region.
Proposed Initial TDM Goals Near term goal of 27% varies by Agency based on variations in geographic distribution of workforce Source: RGMC Staff Analysis
Fort Meade Compared to Pentagon Restraining the growth of vehicle volume at Fort Meade addresses both short-term and long-term capacity issues Source: Pentagon Website; Ft. Belvoir EIS; RGMC Staff Analysis
Subscription Bus Concept Make equipment, service, features and incentives competitive with SOV
Requires no taxpayer subsidy
Point to point service; demand driven schedule and features