brac in md - by jean friedberg - md brac
DESCRIPTION
Vanpool Boot Camp: Marching Orders - November 7, 2011 - Part 11TRANSCRIPT
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
410-992-5050
Contact:
Jean Friedberg
Regional Transportation Coordinator
Fort Meade Regional Growth Management Committee
410-992-5050
Transportation Situation / EnvironmentFort 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 SituationFort 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 RegionRegional job base growing from 2.4 million to 2.8 million over the 2005-2020
time frame
FGGM Workforce FootprintMeeting the demands of mission growth will require a regional effort
Source: NSA; RGMC Staff Analysis
Job Growth Due to Fort MeadeBRAC, 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 CapacityMeade 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 – 2020About 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
Bel Air 1,000
Baltimore 1,400
Owings Mills 1,900
Sykesville4,800
Ellicott City 1,000
Glen Burnie3,600
Pasadena3,600
Crofton2,000
Woodbridge2,100
Tysons1,200
Sources: FGGM Agencies; RGMC Staff Analysis
102030
Top 10 Transportation CorridorsTDM program focuses on major transportation corridors, accounting for more
than 50% of Fort Meade workforce
FGGM Workforce / VMT by Distance BandPersonnel 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 GrowthFort 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 StrategyFunding 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%
Rely on Agency / Employer leadership to reduce peak load
by 27%
Focus limited funding – $50M of $1.1B – on a few key projects
Focus limited funding – $50M of $1.1B – on a few key projects
Roadway CapacityRoadway Capacity
Demand Management
(TDM)
Demand Management
(TDM)
Proposed TDM GoalsGoal 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 PentagonMeade TDM goal less than 50% of current Pentagon level
Source: Pentagon Website; Ft. Belvoir EIS; RGMC Staff Analysis
Subscription Bus ConceptMake 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 GridOnly TDM can address the near-term impact of growth.
BRT-A: Existing RoadwayBRT-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/VanAs 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
END