Washington Navy Yard Transportation Management Program (TMP)
Naval District Washington
NAVAL FACILITIES ENGINEERING COMMAND THIS PAGE INTENTIONALLY LEFT BLANK Washington Navy Yard Transportation Management Program
Final
August 2014
Prepared for:
Prepared by: THIS PAGE INTENTIONALLY LEFT BLANK Table of Contents
1.0 INTRODUCTION AND CONTEXT 6 4.5 Shuttle Bus Service 35
1.1 Goals and Objectives 6 4.6 Ridesharing (Carpools and Vanpools) 36
1.2 Transportation Management Programs 6 4.7 Bicycle Facilities 36
1.3 The Regional Transportation Vision 7 4.8 Variable Work Schedules 36
1.4 The Washington Navy Yard 9 4.9 Guaranteed Ride Home and Ride-Matching 36
4.10 Other Vehicle Travel 37 2.0 EXISTING TRANSPORTATION CONDITIONS NEAR THE WASHINGTON NAVY YARD 12 5.0 MASTER PLAN LAND USE PROPOSALS: TRANSPORTATION 2.1 Metrorail and Bus Service 12 IMPLICATIONS 38
2.2 Commuter Rail Service 15 5.1 Anticipated Land Use Changes 38
2.3 Commuter Bus Service 15 5.2 Employee Density Implications 38
2.4 Shuttle Service 16 5.3 Trip Generation / Modal Split Impacts 38
2.5 Bicycle and Pedestrians 17 5.4 Master Plan Parking Supply Impacts 40
2.6 Roadways 18 5.5 Multi-modal Provisions 40
2.7 Gate Counts and Vehicle Classification 18 5.6 Roadway Circulation and Parking Strategies 40
2.8 Parking 20 6.0 PROPOSED TRANSPORTATION MANAGEMENT PROGRAM 42
2.9 Ridesharing 20 6.1 Employee Transportation Coordinator 42
2.10 Ferry Service 20 6.2 Parking Supply and Management 46
2.11 Naval District Washington Regional Transportation 6.3 Transit Subsidies 47 Survey Results 21 6.4 Telecommuting 48 2.12 Area Intersection Level of Service 27 6.5 Shuttle Bus Service 48 3.0 AREA PLANNING CONTEXT 28 6.6 Ridesharing (Carpools and Vanpools) 49 3.1 The 11th Street Bridge Project 28 6.7 Bicycle Facilities and Walkers 50 3.2 D.C. Department of Transportation Streetcar Project 28 6.8 Variable Work Schedules 50 3.3 Metro Express 29 6.9 Guaranteed-Ride-Home and Ride-Matching 50 3.4 HOPE VI: Arthur Capper / Carrollsburg Dwellings 29 6.10 Ferry Service 51 3.5 Southeast Federal Center/The Yards 30 6.11 Other Measures 51 3.7 Commuter Ferry Service 30 7.0 PLANNING CRITERIA AND COMPLIANCE 52 3.8 Poplar Point 31 7.1 Compliance Considerations 52 3.9 Boathouse Row Planning Project 31 7.2 TMP Monitoring and Evaluation 54 4.0 EXISTING TRANSPORTATION MANAGEMENT PLAN 8.0 SUMMARY AND CONCLUSION 55 MEASURES 32
4.1 Employee Transportation Coordinator 32 APPENDIX A: GATE COUNT AND VEHICLE CLASSIFICATION DATA FOR THE WASHINGTON NAVY YARD A1 4.2 Parking Supply and Management 32 APPENDIX B: TRANSPORTATION SURVEY FOR THE 33 4.3 Transit Subsidies WASHINGTON NAVY YARD B1 4.4 Telecommuting 34
1 Washington Navy Yard I Transportation Management Plan List of Figures Figure 1 - WNY Existing Facilities 8
Figure 2 - The WNY Location 9
Figure 3 - Regional Location of the WNY 10
Figure 4 - Bus Routes and Metro Stations (Source: WMATA) 13
Figure 5 - MARC Service 14
Figure 6 - VRE Service 14
Figure 7 - MTA 903 and 915 Service 15
Figure 8 - PRTC Service from Woodbridge / Dale City to the WNY 16
Figure 9 - Bicycle Routes near the WNY 17
Figure 10 - Area Roadways 18
Figure 11 - Good Weather Travel Modes 21
Figure 12 - Poor/Cold Weather Travel Modes 21
Figure 13 - Travel Modes at Various Distances 22
Figure 14 - Home Zip Code Distribution with Roads 23
Figure 15 - Home Zip Code Distribution with Mass Transit 24
Figure 16 - Arrival Times 25
Figure 17 - Departure Times 25
Figure 18 - Washington, D.C. Riverwalk Trail 31
Figure 19 - Garage 28 on Isaac Hull Avenue 32
Figure 20 - DoD Shuttle Bus Routes 35
Figure 21 - Near-Term Programmed Projects 39
Figure 22 - Future Roadway Circulation and Parking Strategies 40
Figure 23 - Future Multi-modal Circulation Strategies 41
Figure 24 - Map of the WNY Transit Shuttle Bus Route 49
Washington Navy Yard I Transportation Management Plan 2 List of Tables Table 1 - Transit Walking Distances 12
Table 2 - Gate Counts AM Survey 19
Table 3 - Arrival Times: Total Vehicle Volume, AM Survey 19
Table 4 - Travel Mode Percentages 19
Table 5 - Intersection Level of Service and Delay 27
Table 6 - Summary of Existing Parking at the WNY 33
Table 7 - Breakdown of Spaces in Parking Garages 33
Table 8 - Bicycle Facilities / Amenities 36
Table 9 - Summary of TMP Mode Split Goals and Strategies 44
Table 10 - Employee Parking Ratios at the WNY 46
Table 11 - Existing and Future Parking Compliance 52
Table 12 - Transit Walking Distances 53
3 Washington Navy Yard I Transportation Management Plan Acronyms and Abbreviations
ART ...... American River Taxi
AVO ...... average vehicle occupancy
AWI ...... Anacostia Waterfront Initiative
AWS ...... alternative work schedule
BID ...... Business Improvement District
BRAC ...... Base Realignment and Closure
CEA ...... Central Employment Area
CNIC ...... Commander, Navy Installations Command
CPLO ...... Community Planning and Liaison Officer
DCHA ...... District of Columbia Housing Authority
DDOT ...... District Department of Transportation
DoD ...... Department of Defense
DOT ...... Department of Transportation
EO ...... Executive Order
ETC ...... Employee Transportation Coordinator
FAQ ...... frequently asked questions
FSA ...... Field Support Activity
FY ...... fiscal year
GHG ...... greenhouse gas
GRH ...... Guaranteed Ride Home
GSA ...... General Services Administration
GWRC ...... George Washington Regional Commission
HOV ...... high occupancy vehicle
HUD ...... Housing and Urban Development
IG ...... Inspector General
ITS ...... Intelligent Transportation System
JBAB ...... Joint Base Anacostia-Bolling
LOS ...... level of service
MARC ...... Maryland Area Rail Commuter
MSC ...... Military Sealift Command
MTA ...... Maryland Transit Administration
MTBP ...... Mass Transportation Benefit Program
MWCOG ...... Metropolitan Washington Council of Governments
NAVFAC ...... Naval Facilities Engineering Command
Washington Navy Yard I Transportation Management Plan 4 NAVSEA ...... Naval Sea Systems Command
NAVCOMTELSTA...... Naval Computer and Telecommunications Command
NCPC ...... National Capital Planning Commission
NCR ...... National Capital Region
NDW ...... Naval District Washington
NEX ...... Navy Exchange
NHHC ...... Naval History and Heritage Command
NIPO ...... Navy International Programs Office
NRHP ...... National Register for Historic Places
NRL ...... Naval Research Laboratory
NSA ...... Naval Support Activity
NSAW ...... Naval Support Activity Washington
NSF ...... Naval Support Facility
OJAG ...... Office of the Judge Advocate General
PRTC ...... Potomac and Rappahannock Transportation Commission
PWD ...... Public Works Department
RETC ...... Regional Employee Transportation Coordinator
RIMP ...... Regionally Integrated Master Program
RMIG ...... Regional Mission Integration Group
RTV ...... Regional Transportation Vision
SEFC ...... Southeast Federal Center
SOV ...... single occupant vehicle
SPAWAR ...... Space and Naval Warfare Systems Command
SSP ...... Strategic Systems Programs
TDM ...... Travel Demand Management
TMP ...... Transportation Management Program
VDOT ...... Virginia Department of Transportation
VRE ...... Virginia Railway Express
WHS ...... Washington Headquarters Service
WNY ...... Washington Navy Yard
WMATA ...... Washington Metropolitan Area Transit Authority
5 Washington Navy Yard I Transportation Management Plan 1.0 Introduction and Context and implementation strategies that address planning constraints and issues and provide solutions that assist the Navy in its facilities 1.1 Goals and Objectives mission. NDW has also prepared a Regional Transportation Vi- sion (RTV). The RTV addresses overall strategies and policies that The goals of this Transportation Management Program (TMP) are influence travel behavior within NDW, and serves as a guide for to enhance mobility, reduce traffic, conserve energy, and improve completing the TMP portion of the Master Plans. NDW leadership air quality by seeking to reduce and/or shorten the number of reviewed and approved both the RIMP and the RTV. Additionally, employee single occupant vehicle trips in the workday commute NDW funded the TMPs for Naval Support Activity (NSA) Wash- to and from the Washington Navy Yard (WNY). These goals will be ington and will sign-off on Master Plans and TMPs when they are achieved by encouraging and supporting a variety of commuting final. options, reducing the number and frequency of employee trips, and altering the times in which employees commute to and from There are factors that strongly influence travel mode choice that the WNY. Naval District Washington (NDW) is committed to reduc- are beyond the limits of what can be achieved using the strategies ing single occupant vehicle (SOV) trips to the WNY, but has not com- found in the RTV. Factors such as availability of convenient mass mitted to any of the transportation management options discussed transit and the cost of gasoline are factors that influence mode of in this report nor funded particular items. choice but cannot be controlled by RTV strategies.
The objective of this TMP is to document, and track over time, One of NCPC’s main responsibilities is to coordinate federal project measures that will achieve quantifiable trip reduction rates, development within the region and, as such, NCPC completed the reduction in vehicle miles traveled, modal split changes, and aver- Comprehensive Plan for the National Capital: Federal Elements in age vehicle occupancy rate increases to help in establishing and 2004. While the Comprehensive Plan is currently undergoing a full maintaining acceptable regional air quality, offer no degradation update, the current Transportation Element section of the plan re- in vehicular levels of service, and provide a reduction in energy quires preparation of a TMP for all projects that will increase work consumed. site employment to 500 or more existing and proposed employees, and encourages a TMP for projects that will increase work site 1.2 Transportation Management employment to 100 or more employees. To comport with federal Programs air quality regulations, local trip reduction ordinances, and NCPC planning requirements, a TMP develops a program that minimizes The National Capital Planning Commission (NCPC) was created “single occupant vehicle” (SOV) trips to federal agency worksites to by Congress to serve as the central planning agency for federal encourage more efficient employee commuting patterns. activities and interests in the National Capital Region (NCR). Sec- tion 5(a) of the National Capital Planning Act of 1952, as amended, In 2008 the United State General Services Administration (GSA), provides that each federal and District of Columbia agency, prior to the Metropolitan Washington Council of Governments (MWCOG), the preparation of construction plans by that agency for proposed and NCPC developed a handbook for preparing TMPs at federal fa- projects, or for commitments on the acquisition of land, paid cilities within the NCR. The handbook, which was used to prepare fully or partly with federal or District funds, will consult with the this report, provides federal agencies within the NCR with methods NCPC while preparing their plans and programs in preliminary and and guidance for preparing a TMP. According to the handbook, successive stages since such plans may affect the Comprehensive while Travel Demand Management (TDM) measures are utilized Plan for the National Capital. NCPC requires a master plan for to addresses overall strategies and policies that influence travel installations on which more than one principal building, structure, behavior, a TMP documents how these strategies and policies or activity is located or is proposed to be located. NDW is prepar- are applied at a given site. Both TMPs and TDM seek to optimize ing current or updated master plans for most naval installations1 the use of existing and future transportation facilities in reducing within the NCR to comply with this NCPC requirement as well as single occupant automobile travel. specific Naval Facilities Engineering Command (NAVFAC) require- The guidance found in the 2008 handbook was used to develop ments and NDW procedures. this TMP in support of the Master Plan being developed for the WNY. Please note that this TMP will focus on a 5-year time horizon As a precursor to the master planning effort, NDW recently devel- while the Master Plan will cover a 20-year timeframe. Within the oped the Regionally Integrated Master Program (RIMP). The RIMP five year timeline, reasonably anticipated land use and employee conducted an exhaustive Land Use Analysis and completed existing changes will occur based upon planned projects. However, since land use narratives and maps of existing conditions, constraints, it is possible that there will be future growth extending beyond and proposed land uses for the NDW region. the five-year period discussed here, this report also will offer To ensure the goals of the RIMP are achieved and carried out suggestions for transportation management measures that can be at the installation level, NDW is developing installation-specific implemented to help control traffic growth and parking demand Master Plans. The Master Plans will provide a framework to that may occur beyond the 5-year time horizon. Since project achieve efficiencies and economies in the land and facility planning planning and funding change over time, it is suggested that this processes by developing installation-specific recommendations TMP be revised as funding allows if significant employee popula- tion changes or mission changes occur beyond the 5-year time horizon of this plan. 1 Naval Support Facility (NSF) Suitland excluded.
6 Washington Navy Yard I Transportation Management Plan 1.3 The Regional Transportation Vision The RTV 2035 is a holistic and forward-thinking vision by NDW to proactively address transportation, demonstrate compliance, and The Regional Transportation Vision that was recently developed by become a leader in sustainability. This is accomplished through the NDW is an integrated policy that supports sustainable principles, following overarching Guiding Principles: optimizes existing and future transportation facilities, and reduces use of single occupant vehicles consistent with a leadership role Principle 1: in Environmental Stewardship. Due to Base Realignment and We are leaders in sustainable transportation and active part- Closure (BRAC) efforts and other factors, NDW is experiencing ners in determining the region’s future. unprecedented employment growth, and is proactively address- ing transportation at a regional and installation level. The RTV Principle 2: demonstrates both compliance and leadership in sustainability. We support a culture of flexibility and choices for employees’ work schedules and commuting. The RTV informs decision-making and identifies actions/strategies for implementing measures to reduce traffic congestion, fuel con- Principle 3: sumption and costs; prevent losses in productivity; and improve air We are committed to managing parking by supporting policy quality overall. changes that discourage unnecessary parking and encourage alternative transportation choices. One of the key driving factors behind reducing the number and/ or distance of vehicle trips in the region is the need to reduce the Principle 4: amount of greenhouse gas (GHG) emissions from vehicles. Green- We foster a transportation system that maximizes accessibil- ity, connectivity, and renewable fuel alternatives. house gas emissions from motor vehicles include carbon dioxide
(CO2), methane (CH4), nitrous oxide (N2O), and hydrofluorocarbon
(HFC) emissions, with CO2 being released in the largest volumes. For the region’s installations, the Navy sets the precedent to fulfill There are a number of cross-cutting recommendations, regulations its mission while: and Executive Orders (EOs) relating to reducing GHG from motor • Helping employees make good mobility decisions; vehicles. These initiatives include: EO 13514 which mandates a • Not placing an unfair burden on the regional transportation 2 percent per year reduction in GHG; Energy and Independence system; Security Act of 2007 requiring a 20 percent petroleum reduction by • Conveying a sense of partnership and support between the 2020 and 10 percent alternative fuel increase by 2020; the NDW Navy and its employees; and Energy Vision; Maryland GHG Reduction Act of 2009 which targets • Improving the environment. a 25 percent reduction in GHG by 2020 (10 percent by 2012; 15 percent by 2015); and the MWCOG Region Forward calling for a More specifically, the RTV focuses on mobility options for people 20 percent GHG reduction (below 2005 levels) by 2020 and an 80 who travel to and from all installations, and guides installation- percent emission reduction below 2005 levels by 2050. level Transportation Management Programs. The RTV informs the The Navy is committed to demonstrating leadership in implement- TMPs at the installation-level to manage and reduce vehicle trips ing measures toward achieving greater sustainability in the NDW through installation-specific plans for efficient access and circula- region. As part of the Navy’s program to implement Executive tion, effective leadership, and multi-modal choices for employees. Order 13514, the “Sustainability Order” and in support of Vision The TMPs implement the RTV locally by applying RTV strategies NDW 2035, NAVFAC took on this important effort to improve travel for partnerships, information-sharing, employee incentives, land options within NDW. The RTV for NDW and its tenant commands use, parking, mobility options, and alternative fuel vehicles. The support active mobility management and decision-making through Regional Mission Integration Group (RMIG) supports the RTV as an integrated policy that reduces traffic congestion, fuel consump- an evolving and enduring course of action to influence and engage tion, and costs; increases worker retention, productivity, and leadership over time in the implementation of recommendations morale; and improves air quality and attains sustainability targets. – near term through information-sharing actions; in the mid term through management initiatives; and in long term trip reduction actions.
7 Washington Navy Yard I Transportation Management Plan FigureFIGURE 1 -3 WNYͳ21 VEHICLE Existing TRANSPORTATIONFacilities MAP 7th Street 8th Street 5th Street 9th Street
M Street 209 Parsons Ave. (9th St.) Gate 7 H 2 S Y A 61 6600 222 183 V GF E D C T W Isaac Hull Ave. Gate 213 R Latrobe Gate 169 L L-1 M 235 220 Warrington Avenue SE 236 59 Isaac Hull Avenue 112 N 122 290 203 O 219 105 291 Poor Street 11th Street Rickover St. SE 21 B 157 Warrington Ave. SE 104 210
Tingey St. Gate e 22 200 58 Tingey Street Tingey St. SE 172 U 73 36 Kidder Breeze St.
225 226 Dahlgren Avenue 118 WĂƩĞƌƐŽŶǀĞŶƵĞ 57 334 Harwood St N Street SE N St. Gate Isaac Hull Avenue Hull Isaac 208 39 Street Paulding 44
Boyer St. SE Parsons Avenue 175 28 37 109 67 39510th Street SE 197 197A 212 386 116 33 46 108 387 386A 196 76 ¨¦§295 176 Kennon St. SE 227 228 184 101 190 126 111 215 1 442 441 O St. Gate 201 O Street SE 123 106 1166A66A Sicard Street 166 292 154 405 394 70 71
68 218
A n a c o s t i a R i v e r Norton Pl. SE 241
211
Installation Boundary 0 200 400 800
Surface Parking Lots Feet
Parking Garages Washington Metropolitian Area Transit Authority, 2007 Sources: Vehicle Gates (Access Control Points) Washington, D.C. OCTO/GIS, 2010 Naval District Washington, 2010 Roads
67 WashingtonFor Offi cial Navy Use Yard Only I Transportation Management Plan 8 NSA Washington I WNY Master Plan Pennsyvania Avenue SE Figure 2 - The WNY Location
395 Southeast Freeway
11th Street NE 11th South Capitol Street South
M Street SW M Street SE
Washington
Washington The Yards Navy Yard Nationals Park Stadium & Park
Anacostia River 295
NTS
1.4 The Washington Navy Yard WNY tenant commands include: Commander, Navy Installations Command (CNIC); Field Support Activity (FSA); Office of the Naval Opening at its present location in 1799, the Washington Navy Yard Inspector General (Navy IG); Office of the Judge Advocate General (WNY) is the oldest naval installation in the United States. The (OJAG); Military Sealift Command (MSC); Naval Computer and WNY occupies land along the Anacostia River, and was set aside Telecommunications Command (NAVCOMTELSTA); Naval Facilities by George Washington for federal government use. The WNY is a Engineering Command (NAVFAC); Naval Sea Systems Command densely-built, 74.95-acre complex (not including piers) with over (NAVSEA); Space and Naval Warfare Systems Command (SPAWAR); four million square feet of built space (see Figure 1). and Naval History and Heritage Command (NHHC).
WNY is bounded by M Street SE to the north, 11th Street SE to The WNY operates on a 24/7 basis with most workers reporting the east, the Anacostia River to the south, and Southeast Federal on the day shift. The day shift starts earlier at the WNY than at Center/The Yards, a planned new mixed-use development, to the most federal government facilities with many people reporting west. The WNY is located in the Near Southeast neighborhood to work at 6 or 7 AM. Based on the results of the Transportation (within Ward 6) which is also home to the Washington National’s Survey conducted for the RTV, the peak evening work departure Major League Baseball Stadium and the headquarters of the U.S. time is more disbursed reflecting the fact that many people do not Department of Transportation (DOT). Figure 2 illustrates the loca- work traditional eight hour days. In addition to workers reporting tion of the WNY. to the WNY there are numerous ceremonial events at the WNY throughout the year, and there is a museum at this installation The WNY is accessible via several public transit modes, including that allows public access via a security check at the visitor's center. Metrorail, the D.C. Circulator, and Metro Bus. It is located near There is some movement on and off the base during the workday several highways and arterial roads: I-395, Southeast Freeway (I- due in part to employee travel between bases for meetings, etc.; 695), I-295/D.C. 295, South Capitol Street SE, and M Street SE. The the somewhat limited nature of the base town center; and the location of the WNY within the Washington, D.C. region is shown associated need to go off base to obtain goods and services during in Figure 3. lunch hours.
9 Washington Navy Yard I Transportation Management Plan FigureFIGURE 3 -1 Regionalͳ1 REGIONAL Location MAP of the WNY
Z[1
Prince George's County
Bethesda
NSF Carderock ]^495 _`295 Washington, Z[50 ]^495 D.C. Dalecarlia Naval Observatory VIRGINIA _`110 Navy Annex Arlington ]^66 County Washington Navy Yard Pentagon Z[29 ]^395 Z[50 Arlington P MARYLAND
Suitland ]^295 Joint Base ]^395 Anacostia-Bolling City of Alexandria
Naval Research Laboratory
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2 WashingtonNSA Washington Navy Yard I IWNY Transportation Master Plan Management Plan 10 For Offi cial Use Only The last updated Master Plan for the WNY was in 1998. The 1998 Master Plan projected a working population of 12,000 people by 2010. However, the workforce population at the WNY in 2014 is estimated to be approximately 18,000 people. In five years, the employee population at the WNY is expected to grow by 530 per- sonnel, for a total installation population of approximately 18,530 personnel in five years. While additional growth may be expected in the long-term future, the scale and nature of that growth cannot be reasonably predicted at this time since there are no designed or funded projects beyond the 5-year time horizon discussed in this TMP. It should be noted that the worker population at the WNY changes by the day, and that this level of accuracy was an estimate in time that offers a reasonable estimate to work with in develop- ing this TMP.
A large portion of the Navy Yard is an historic district listed on the National Register for Historic Places (NRHP); additionally, buildings including the Latrobe Gate, Quarters A and B, and the Comman- dant’s Office are separately designated in the NRHP. Washington, D.C.’s Historic Preservation Office has designated the Navy Yard as a Historic District. The average age of buildings at the WNY is 93 years, with a few buildings dating back to the early 19th century.
11 Washington Navy Yard I Transportation Management Plan 2.0 Existing Transportation Conditions services the WNY. The walk time from the New Jersey Avenue SE 2 exit to the 6th Street (Isaac Hull) Gate is approximately 11 to 13 Near the Washington Navy Yard minutes. Note that internal walking times from the gates to many of The area surrounding the WNY contains a mixture of land uses the buildings on the campus is an additional five or more minutes. including governmental, residential, institutional, commercial, and Figure 4 illustrates the bus routes and Metro stations proximate to community facility. The area has been changing over the past 10 the WNY. years or so with a large amount of development built or planned, While not within the scope of this study it is noted that many subur- and is evolving into a vibrant, vital neighborhood. ban Metro stations, such as those at the southern end of the Green The WNY is accessible via highways, arterial streets, collector roads Line, have inadequate parking available and are expensive to park and several public transit modes. Access from the region to the area ($65 per month to reserve a space plus $4.25 per day parking fee). can be gained either directly or with one transfer via the D.C. Circula- The parking lots fill up quickly in the morning and additional com- tor, Metrorail, commuter bus, commuter rail, Amtrak, and Metrobus. muters wishing to take the Metro to the Navy Yard station would It is located near several arterial roads: I-395, Southeast Freeway (I- be inhibited from doing so unless they had reserved a space. It is 695), I-295, South Capitol Street SE, and M Street SE. Road access is possible that if more parking were provided at suburban stations, fairly good and does not act as an inhibitor to commuting, especially the number of Metro riders would increase, however WMATA has 3 outside of the background peak periods. In preparing this report, it no plans to increase commuter parking at most stations. has been determined that more people drive alone to work than any The D.C. Circulator’s Navy Yard – Union Station route, and Metro- other travel mode (44.9 percent based on the Transportation Survey bus’s V7/V9 and P6 buses go past the WNY gate at 6th and M Streets that was undertaken on behalf of the RTV effort, and up to 60 SE. (Note that the V7/V9 bus stop located outside the 9th Street percent based on the 2010 Shuttle Bus and Capital Bikeshare study). Gate can be utilized only when riding the eastbound route, and the Certain commands may drive more than others. The 2010 Shuttle P6 bus only offers afternoon service at the Metro Navy Yard station.) Bus and Capital Bikeshare study indicated, for example, that NAVSEA Metrobus’s V7/V9, P6, and 90/92 buses and the A9 limited stop and CNIC employees were significantly more likely to drive alone on Metrobus line pass the gate at 9th and M Streets SE. However, none their commutes than the general WNY population. of these bus routes travel inside the WNY installation and stops are 2.1 Metrorail and Bus Service located just outside at one or more of the 6th and 9th Street Gates, and at 8th Street at I Street SE. These three bus stops are a five to The Washington, D.C. Metrorail (or Metro) and Metrobus are ten minute walk to most buildings utilized within the WNY. operated by the Washington Metropolitan Area Transit Authority The O Street Gate is the designated visitor entry gate, but is diffi- (WMATA). The Metro has five lines with 86 stations in Washington, cult for pedestrians to reach since it is nearly a one mile walk from D.C.; Virginia; and Maryland, while Metrobus has 319 routes and the Eastern Market and Navy Yard Metro stations. Metrobus lines over 12,000 stops in the metropolitan Washington area. The Eastern 90/92 and P6 now stop outside the O Street Gate, but the D.C. Market Metro station is approximately a 3,000 foot walking distance from the nearest WNY gate (9th Street Gate) and the Navy Yard Metro station is approximately a 2,000 foot walking distance from TABLE 1 - TRANSIT WALKING DISTANCES the nearest WNY gate (Isaac Hull Gate near 6th Street SE), with the DISTANCES TO METRORAIL Potomac Avenue station less than one mile away to the northeast STATIONS (MILES) (Table 1). Green Orange & Blue Lines Line The Eastern Market station on the Orange and Blue Lines is located Washington Navy Yard Eastern Potomac at Pennsylvania Avenue SE near 8th Street SE and offers connections Navy Yard Gates and Buildings Market Avenue to the 90/92 Metrobus line and D.C. Circulator Navy Yard – Union Station and Potomac Avenue Metro - Skyland routes, all of which 6th Street Gate 0.4 0.7 0.9 provide service to the WNY. The walk from this station to the near- 9th Street Gate 0.6 0.6 0.7 est gate at 9th Street is approximately 12 to 14 minutes. The Navy O Street Gate (Visitor Gate) 0.9 0.9 0.8 Yard Metro station is on the Green Line and is a bit closer to a WNY gate than the Eastern Market station. The Navy Yard Metro station NAVSEA HQ (Bldg 197) 0.5 0.8 1.0 is located on M Street SE near New Jersey Avenue SE and connects Building 33 0.6 0.9 1.0 to the V7/V9 and P6 Metrobus lines, the A9 limited stop Metrobus Navy Museum (Bldg 76) 0.8 0.8 0.9 line, and the D.C. Circulator Navy Yard – Union Station route that NAVFAC Washington (Bldg 212) 0.8 0.7 0.8 Building 200 0.8 0.8 0.7 1 The following resources were used to inform this section of this TMP: http://www.vre.org/, http://www.wmata.com/index.cfm, http://mta.maryland.gov/ Building 166 0.9 0.9 0.8 services/marc/; DDOT street Functional Classification Map, August 22, 2006; http:// www.loudoun.gov/Default.aspx?tabid=785; http://prtctransit.org/; NAVFAC docu- ments Transportation Management Program Washington Navy Yard – Building 200 Addition / Garage 405 Expansion, 2010; www.capitalbikeshare.com; Washington 3 Personal Communication April 22, 2011, Robin McElhenny-Smith, WMATA and Carol Navy Yard Shuttle Bus and Bikeshare Study, 2011; and http://www.mwcog.org/com- Truppi and George Rupp, PBS&J/Louis Berger JV team. Personal Communication, muter2/resources/rideshare_programs.htm. Patrick Smith.
12 Washington Navy Yard I Transportation Management Plan Figure 4 - Bus Routes and Metro Stations (Source: WMATA)
Circulator A9 90/92 Capitol South Federal M M Center SW M P6 M Eastern Market L’Enfant Plaza 395 Potomac Avenue V7/V9 M Southeast Freeway
Navy Yard M M G G Waterfront Isaac Hull Gate 9th Street (6th & M Street) Gate Washington Navy Yard G O Street Gate
695 Anacostia River
N NTS 295
Limited-Stop Bus Line Bus Stops WNY Pedestrian Entry Gate Metro Station G near WNY M Bus Lines
13 Washington Navy Yard I Transportation Management Plan Figure 5 - MARC Service
Source: MTA
Figure 6 - VRE Service
Washington Navy Yard I Transportation Management Plan 14 Circulator and Metrobus A9 do not stop outside this gate. Pedestri- Figure 7 - MTA 903 and 915 Service ans can walk from either of the Metro stations to the closest gate at the Navy Yard in approximately 11 to 15 minutes (depending on LEGEND the person, the gate, and the Metro stop involved) which is about 40 P Park & Ride LONE PLAZA the same as the average scheduled time between buses, making bus M Metro Station service use less attractive to the more mobile pedestrian. MTA 915 29 MTA 903 100 2.2 Commuter Rail Service COLUMBIA 175 The Washington, D.C. metropolitan area is served by three commuter 32 P rail providers: Virginia Railway Express (VRE), Maryland Area Rail Com- muter (MARC), and Amtrak. SCAGGSVILLE P The VRE consists of two lines. The Fredericksburg Line provides train 215 BURTONSVILLE service between Union Station and Fredericksburg, Virginia. This P line has stops between these terminals at Quantico, Franconia/ 198 Springfield, Alexandria, Crystal City, and L’Enfant Plaza in Washington, MTA 915 D.C. The Manassas Line offers commuter rail service between Union 95 Station and Prince William County, Virginia. Along the route between these two endpoints it has stops at Alexandria, Crystal City, and 29 295
L’Enfant Plaza. 295 495 Commuters on VRE accessing Washington, D.C. can utilize either M SILVER SPRING L’Enfant Plaza or Union Station. The most convenient transfer to access the WNY is from L’Enfant Plaza where the Metro Green Line provides service to the Navy Yard station and where the V7/V9 bus is available to M Street SE outside the WNY. However, neither of these Washington, D.C. 50 options provides very good service to the WNY since the Navy Yard 95 Metro stop requires an additional transfer to a bus or an approximate 495 11 to 13 minute walk, and the bus is often slowed by traffic. Figure 5 illustrates MARC service lines; VRE service is illustrated in Figure 6. 395 M Three lines comprise the MARC commuter rail system that serves the SULTLAND
Baltimore-Washington area. The Brunswick line is situated between 295 Union Station; Frederick, Maryland; and Martinsburg, West Virginia. 4 The Penn line is situated between Union Station and Perryville, Mary- MTA 903 495 land passing through Baltimore. The Camden line traverses Union Station in Washington, D.C. to Baltimore. Riders wishing to access the 210 WNY from Union Station would need to take the Red Line and transfer 5 at Gallery Place-Chinatown to the Green Line to the Navy Yard stop, where a bus transfer or an 11 to 13 minute walk is required to reach the WNY. The D.C. Circulator Navy Yard – Union Station line also offers service from Union Station to the WNY but this service can be delayed due to traffic, considerably lengthening the trip. 301 WALDORF Amtrak provides regional train service between other cities from Mas- 228 sachusetts to Virginia into Union Station in Washington, D.C. From there persons wishing to travel to the WNY would need to make the P MATTAWOMAN same connections from Union Station as described above. BEANTOWN 301 2.3 Commuter Bus Service
There are seven commuter bus routes that provide service from 5 surrounding suburban areas to the area of the WNY. This service is provided by the Maryland Transit Administration (MTA), Loudoun CHARLOTTE HALL County (Virginia), and the Potomac and Rappahannock Transportation NTS P Commission (PRTC). Three routes, operated by the MTA and PRTC, offer service to stops just outside the 6th Street and 9th Street Gates, but the Loudoun County routes provide transportation only to the Navy Yard Metrorail station.
15 Washington Navy Yard I Transportation Management Plan The MTA offers two routes that service the WNY area. The 903 route Figure 8 - PRTC Service from Woodbridge / Dale City to the WNY has stops in Maryland in St. Mary’s, Charles, and Prince George’s counties on its way to WNY stops at the 6th Street and 9th Street Gates. The 915 route originates in Columbia, Maryland, with stops in Silver Spring and Washington, D.C., before terminating at the WNY at WASHINGTON D.C. WASHINGTON stops located at the 6th Street and 9th Street Gates (Figure 7). NAVY YARD The four commuter bus routes that are provided by Loudoun County, Virginia, to the WNY area offer service only to the Navy Yard Metro station. These four routes have origins in Leesburg, Purcellville, and Montgomery Co. 295 the Dulles North and South Transit Centers. Fairfax Co. PENTAGON
PRTC provides direct service to WNY from Woodbridge/Dale City from one of the largest commuter lots in Northern Virginia. The ARLINGTON M A 66 R Horner Road lot has approximately 2,400 spaces that are filled by Y V LA IR N G D early morning. This commuter bus also serves the Pentagon. PRTC IN IA offers one commuter bus route with service to the WNY that termi- nates at stops outside the 6th Street and 9th Street Gates. Overall PRTC ridership is at an all-time high with 198 express trips a day from Woodbridge to various locations. However, PRTC has no plans to 395 expand service at this time as they have no storage space and would 4 need to build a second maintenance facility. The PRTC service line 495 from Woodbridge/Dale City to the WNY is illustrated in Figure 8. 2.4 Shuttle Service Up until March 2013, WNY employees had access to shuttle service to the Pentagon and to Joint Base Anacostia-Bolling (JBAB) via the Department of Defense (DoD) Shuttle Program. Service was sus- pended for both DoD Route #8 (to the Pentagon) and DoD Route #11 (to JBAB) due to budget cuts. However, service resumed in October 2013 for Route #8 while Route #11 is still suspended due to fund- ing limitations. Continued service for both of these routes will be dependent on available funding. (Shuttle routes are shown in Figure 19 in Section 4.5.) Both of these shuttle routes were available only once per hour. DoD shuttle buses are for official business only and are not intended for commuting. Riders must present acceptable DoD identification in order to use the shuttle service.
While some of the 11 (formerly 14) DoD routes run every 15 or 30 95 minutes, the route from the Pentagon to the WNY (Route #8) ran only once per hour and also stopped at Crystal City in both directions making the trip longer and less convenient. WNY employees wishing
to take the shuttle to or from the Pentagon had to plan around this x Co. Fairfa m Co. Willia schedule. On the other hand, it typically takes 15 minutes or less Prince to drive to the Pentagon from the WNY. Additionally, the Pentagon Metrorail station is one stop away from L'Enfant Plaza. To take public WOODBRIDGE transit from the WNY to the Pentagon it would require walking to the Navy Yard Metro station and taking the Green Line to L'Enfant Plaza LAKE RIDGE and transferring to the Yellow Line to the Pentagon, or taking the V7/ POTOMAC MILLS V9 Metrobus to L'Enfant Plaza to board the Yellow Line. DALE CITY NSF Carderock has hired the services of a private operator to provide dedicated shuttle services between the WNY and Carderock. Since Carderock finds it is often necessary for personnel to conduct busi- NTS ness between the two locations, the Carderock/WNY Shuttle (also
4 Personal Communication with Charles Steigerwald and Holly Morello of PRTC with Carol Truppi, PBS&J, February 24, 2011.
16 Washington Navy Yard I Transportation Management Plan " M "M "M Metro Station " "Capitol South M M "M Eastern Market Metro Station 1/2 Mile Buffer
Installation Boundary "M Potomac Ave " " M M "M "M "M Metro Station "M Metro Station "M "M "M"Capitol South "Capitol South M "M EasMtern Market "M Eastern Market Navy YardMetro Station 1/2 Mile BufferMetro Station 1/2 Mile Buffer " Installation Boundary M Installation Boundary "M "M Metro Station "M "M " "Capitol South M M "M Eastern Market Potomac Ave Potomac Ave Metro Statio¨¦§n2 19/52 Mile Buffer Installation Boundary known as the "West Bethesda Shuttle Bus") is a mid-sized, private rented at and returned to any station near the rider's ultimate des-" "M bus (operated by FedSolutions, Inc.) that offers round-trip services tination. The Capital Bikeshare program can be joined for 24 hours, M "M Potomac Ave directly between NSF Carderock and the WNY. This shuttle departs 30 days, or one year, and provides access to their fleet of bikes 24 Navy Yard Navy Yard and arrives every two hours with services beginning at 7:15 AM and hours a day, 365 days a year. Bikeshare locations" near the WNY are ending at 4:45 PM. Travel time between the two sites is approxi- located at M Street SE at New Jersey AvenueM SE near the Navy Yard " "M Metro Station M
mately 45 to 60 minutes. Metro stop, 1st Street and N Street SE near the Washington Nation- " "M "M Navy Yard M "M als Stadium, and near Barracks Row at 8th Street and I Street SE. A "M Bus Stops There is currently no shuttle bus service to or from the interior of §295 295 "M Metro Station Capital Bikeshare station has also been installed at 8th Street and ¨¦ ¨¦§ the WNY to transit hubs or transit facilities. NAVFAC study complet- "M "M2C9a5pitol South Bus Routes Potomac Avenue SE across the street from¨¦§ the Latrobe Gate. Plan"M- Eastern Market ed in 2011 entitled Washington Navy YardM Shuttleetro St aBustio nand 1/2 Bikeshare Mile Buff er ners from NAVFAC Washington have engaged with Capitol Bikeshare Study was used to help inform this TMP. "M Installation Boundary Installation Boundary to install another station near the Visitor's Center. The bicycle facili- ¨¦§295 2.5 Bicycle and Pedestrians ties around the WNY are shown in Figure 9. "M Potomac Ave There are sidewalks and crosswalks throughout the area surround- In the vicinity of the WNY, 11th Street and across the 11th Street "M ing the WNY. The traffic signals have pedestrian phases (which are "M Bridge is a signed bike route. Additionally, 11th Street"M has aM dedietro- Station "M pedestrian"M activated)Metro S ttoat allowion crossing M Street SE, however the cated bike lane from M Street SE to the terminus near the WNY O "M "M"M "M "M "M Street Gate. There is also a dedicated bike lane on 4th StreetBu froms Sto ps signal timing Bisu weighteds Stops in favor of traffic"M moving along M Street SE "M points north to M Street SE and along 1st Street south from I Street "M Mandetro pedestrians Station must wait for the pedestrianNav signaly Yar dphase; a situa- 295 "M "M ¨¦§ ¨¦§295 Bus Routes tion that sometimesBus Ro uencouragestes jaywalking in lieu of waiting for the "M past the Washington Nationals Stadium and across the Frederick Bus Stops Douglass Bridge. Additionally, there are off-street trails along the pedestrian phase. Note that cars at cross streets are able to make "M " Installation Boundary Installation Boundary ¨¦§295 M Anacostia River east and north of the WNY. Buleft-hands Routes turns at the same time that pedestrians receive the walk signal causing29 possible5 pedestrian/vehicle conflicts at those loca- ¨¦§ ¨¦§295 "M Washington, D.C. has organized bike rentals in multiple locations via Intions.stalla t iPedestrianon Bounda rflowy is affected by very narrow sidewalks on the the Capital Bikeshare program. The Capital Bikeshare program has south side of M Street SE from 5th Street SE to 11th Street SE where approximately 1,100 bicycles available from 110 stations located most employees walk for their commute. ¡© ¡© "M "M throughout Washington, D.C. and Arlington, Virginia. Bikes can be "M ¡© Figure 9 - Bicycle Routes near the WNY¡© "M "M ¡© "M Metro Station Capital Bikeshare Locations "M "M "M "M ¡© "M Bus Stops "M Signed Bicycle Route ¡© ¡© ¨¦§295 295 295 ¨¦§ Bus Routes ¨¦§ ¨¦§295 Bicycle Lane Installation Boundary "M ¡© "M ¡© "M Metro Station ¡© ¡© ¡© ¡© ¡© ¡© Installation Boundary ¡© ¡© ¡© ¡© ¡© ¡© " ¡© "M ¡© M"M "M ¡© Capital Bikesha¡©re Loca¡©tions " ¡© Ca1 pital BikeshaCrae pLiotcaal tBioiknesshare Locations M ¡© 6 "M "M ¡© ¡© ¡© 9 "M "M "M "M "M "M "M ¡© Signed Bicycle RoSuigtneed Bicycle SRiogunteed Bicycle Route ¡© ¡© ¡© ¡©¡© ¡© 0 500 1,000 2,000 ¡© Bicycle Lane Bicycle Lane Bicycle Lane Feet ¨¦§295¡© "M "M Me2 tro Station ¡© ¡© "M "M "M Metro Station 1 "M Metro Station ¡© 1 ¡© ¡© Installation B¨¦§2ou9n5dary ¡© Installation Boundary Installation Boundary ¡© ¡© ¡© Washington, D.C. Department of Transportation, 2010 ¡© ¡© Washington, D.C. OCTO/GIS, 2006 ¡© ¡© Source: ESRI - Streetmap USA, 2007 ¡© " 1 M ¡© ¡© 6 ¡©
mass transit 9 Naval District Washington, 2010 1 " ¡© 1 ¡© M ¡© "6 ¡© M ¡© 6 9 ¡© "M 9 ¡© 0 500 1,000 2,000 ¡© ¡© Capital Bikeshare Locations ¡© ¡© ¡© "M0 500 1,000 2,000 "M 0¡©500 1,000 2¡©,000 ¡© Feet "M Signed Bicycle Route ¡© ¡© 2 Feet Feet 1 1 2 Bicycle Lane 295 2 1
¨¦§ 1 1 Washington, D.C. Department of Transportation, 2010 " 1 " Metro Station Washington, D.C. OCTO/GIS, 2006 ¡© M ¨¦§295 295 M Source: ¨¦§ Washington, D.C. DepEaSrRtIm - Setnret eotfm Tarpa nUWsSpaAos, hr2ti0an0tgi7toonn, ,2 D0.1C0. Department of Transportation, 2010 ¡© mass transit Washington, D.C. OCTNOa/vGalI DS,i s2tr0ic0t6 WasWhiansghtoinng, t2o0n1,0 D.C. OCTO/GIS, 2006 InstallaStioounr cBeo: undary Source: ¡© ¡© ESRI - Streetmap USA, 2007 ESRI - Streetmap USA, 2007 ¡© ¡© mass transit mass transit Naval District Washington, 2010 Naval District Washington, 2010 ¡© ¡© ¡© ¡© " 1 ¡© ¡© M ¡© 6 17 Washington Navy Yard I Transportation Management Plan 9 ¡© ¡© ¡© 0 500 1,000 2,000 ¡©
Feet 2 1 1 ¨¦§295 Washington, D.C. Department of Transportation, 2010 Washington, D.C. OCTO/GIS, 2006 Source: ESRI - Streetmap USA, 2007 mass transit Naval District Washington, 2010 ¡© ¡© ¡© Figure 10 - Area Roadways
Pennsylvania Avenue SE
Southeast Freeway 395 4th Street SE 4th Street
395 11th Street SE 11th Street
M Street SE
Washington 695 Navy Yard S. Capital Street S. Capital Anacostia River Anacostia Freeway Washington Channel Washington
295 NTS
2.6 Roadways 2.7 Gate Counts and Vehicle The WNY is located at the intersection of 11th Street and M Street Classification SE (see Figure 10). M Street SE is situated from 11th Street west to There are five operational access control points at the WNY (see the area of Maine Street near the Washington Channel. M Street SE Figure 1 in Section 1.4): M Street and Isaac Hull Avenue/6th Street can be accessed from the north via South Capitol Street, 4th Street SE, Latrobe Gate (M and 8th Streets SE), M and 9th Streets SE and 11th Street. The Anacostia River is located south of the WNY (Parsons Avenue), O and 11th Streets SE, and N and 11th Streets so the only access to M Street SE from the south is via South Capitol SE. Although shown on Figure 1, the Tingey Street Gate is not op- Street over the Frederick Douglass Bridge and over the 11th Street erational and the two gates at N Street are counted as one access Bridge. Highway access is available from the Southeast Freeway point, with one gate used for vehicles and the other gate used for (I-695) which is oriented east/west a few blocks to the north of the trucks diverted for inspection. WNY. The Southeast Freeway connects to I-395 across the Case Bridge northwest of the WNY and it continues south into Maryland, At the time the gate counts were performed, the following informa- via the 11th Street Bridge, where it connects to I-95/I-495 via I-295. tion was accurate. The gate operations have since been updated I-295 is also D.C. 295 north of the intersection with the 11th Street and are included in the WNY Master Plan. The manually controlled Bridge and is known locally as the Anacostia Freeway. N Street Gate is intermittently open to employees during peak business hours and has a controlled pedestrian access portal. The N Street and Latrobe Gates are closed during the day, but have controlled vehicle access for the WNY residents with a separate con- trolled pedestrian portal. The other three access gates have staffed vehicle check points and controlled pedestrian access. All visitors must enter through the O Street Gate and check in at the visitor center to gain access to the installation. Isaac Hull/6th Street Gate is the only 24 hour gate on the WNY. Three additional pedestrian gates along the WNY Riverwalk separate the promenade from the rest of the WNY and control access between the WNY Riverwalk and the rest of the installation.
Washington Navy Yard I Transportation Management Plan 18 TABLE 2 - GATE COUNTS AM SURVEY Travel Mode Isaac Hull Gate Latrobe Gate 9th Street Gate N Street Gate O Street Gate Totals Pedestrian 2,202 5 720 0 188 3,115 Passenger Car 1,563 - 1,025 1,181 758 4,527 Single Occupant 1,380 - 956 1,087 726 4,149 Small Truck 2 - 11 4 15 32 Large Truck 0 - 4 1 0 5 Transit Vehicle 45 - 2 0 0 47 Totals* 3,812 5 1,762 1,186 961 7,726 Total Vehicles Only 1,610 0 1,042 1,186 773 4,611
* Does not include Single Occupancy since that is a sub-set of the Passenger Car Category Note: 8th Street Gate is for WNY residents only and is guarded on a 24/7 basis to ensure compliance.
TABLE 3 - ARRIVAL TIMES: TOTAL VEHICLE VOLUME, AM SURVEY TABLE 4 - TRAVEL MODE PERCENTAGES Vehicle Vehicle Percent of Person Trips Time Time Travel Mode Count Count Person Trips (AM window) 5:30 to 5:45 AM 314 7:30 to 7:45 AM 269 Single-Occupant Vehicle 49.8 4,149 5:45 to 6:00 AM 453 7:45 to 8:00 AM 204 Carpool, Vanpool, Shuttles/Bus (Transit onto 11.0 914 6:00 to 6:15 AM 522 8:00 to 8:15 AM 127 Installation) 6:15 to 6:30 AM 585 8:15 to 8:30 AM 95 Pedestrians 37.4 3,115 6:30 to 6:45 AM 480 8:30 to 8:45 AM 77 Bicycles* 1.9 157 6:45 to 7:00 AM 506 8:45 to 9:00 AM 59 Total Person Trips** 8,335 7:00 to 7:15 AM 393 9:00 to 9:15 AM 53 Average Vehicle 1.11 7:15 to 7:30 AM 416 9:15 to 9:30 AM 58 Occupancy
Total: 4,611 * Bicycle trips were added to the gate counts to create a mode split chart that could be compared between installations. The 157 trips were estimated based on the approximate 1.0 percent of employees who responded on the NDW Transportation Survey that they were bicycle commuters. ** Also, small and large truck passengers were not included in total person trips for mode split calculations as they were not likely to be regular employees.
Counts of total pedestrians and total vehicles in and out of the WNY Of the total number of trips entering all gates (assuming bicycle were conducted on March 17, 2011 from 5:30 AM to 9:30 AM and trips were included per the note on Table 4), 37.4 percent are from 3:00 PM to 6:45 PM. Counts of vehicles by type (passenger pedestrians and 49.8 percent are single occupant vehicles. Based cars, small trucks, large trucks, and transit vehicles) were also com- on the gate survey data, 5,063 passengers entered the WNY facility pleted for inbound vehicles. For the purposes of this count a small between 5:30 and 9:30 am in 4,574 vehicles (non-truck) or transit truck is defined as a vehicle that is the size of a UPS-type truck or vehicles for an average vehicle occupancy (AVO) of 1.11.5 The larger, but smaller than a semi-trailer. A large truck is defined as a percentage of WNY employees entering the installation during the semi-trailer or larger. Transit vehicles are defined as any vehicle that morning window (approximately 49 percent) is consistent with the appeared to have, as its sole purpose, transporting people ranging majority of the Washington, D.C. area Naval installations which from a taxi to a bus, and including shuttles, and passenger vans with averaged between 50 and 75 percent of employees entering the multiple passengers. installations during the morning survey window (most with entry percentages below 65 percent). Table 2 provides a summary of the morning gate count information by mode of entry, with the full gate count results summarized in The origin of the pedestrian trips is unknown so many of them Appendix A. The morning survey total vehicle arrival times are illus- could likely be a linked trip at the end of a Metro or vehicle trip for trated in Table 3 and travel mode percentages are found in Table 4. example, or walk-only trips. The Isaac Hull Gate receives the great- est number of entering pedestrians and passenger vehicles. This As indicated by the data in Table 3, the peak arrival time for vehicles gate is located across the street from a paid public parking lot and at the WNY is between 5:30 AM and 7:30 AM, which is earlier than a is the closest gate to the Navy Yard Metro station. It is also nearest typical office destination in Washington, D.C. and outside the normal the NAVSEA headquarters building, the largest tenant command at background traffic peak period for the area. The majority of the the installation. vehicles entering the facility are SOVs, with 90 percent of the total vehicles during the AM survey period being SOVs. 5 Vehicles recorded by the surveyor as having greater than three people per vehicle were calculated as having four passengers; transit vehicles recorded as hav- ing greater than three people were calculated as having five passengers.
19 Washington Navy Yard I Transportation Management Plan 2.8 Parking and specific pick-up and drop-off locations for both the morning and afternoon routes. In slugging, a car needing additional pas- Parking is allowed on base by permit only and finding a space is sengers to meet the required HOV minimum will go to one of the accomplished largely on an ad hoc basis. There are currently 4,989 known slug lines to try to find additional passengers. For example, overall parking spaces in three garages, surface lots, and on-street there is an afternoon slug line located on M Street SE just west (with 4,777 available to employees). Details of parking at the WNY of the Isaac Hull Gate that is utilized by people looking to travel installation are discussed in greater detail in Section 4.2. On-street to Stafford, Virginia. There is also a Yahoo Groups page called parking is not available directly adjacent to the WNY except for the eSlug (http://groups.yahoo.com/group/eslug/) that is dedicated area near the Isaac Hull Gate to the bus stop several hundred feet to to the people who need to pick up slugs from the WNY area and the east. drop them off to points south and beyond. In addition to the slug line serving the WNY, many slug lines start or end near Metrorail There is a $10 per day pay-to-park facility across M Street SE near stations so employees have the option to transfer to Metrorail or the Isaac Hull Gate with approximately 400 parking spaces that fill Metrobus to travel to the installation. According to www.slug-lines. up early in the work day. This facility is a non-Navy temporary park- com, approximately 10,000 people currently use this form of carpool- ing lot that will be removed in the near future. ing daily from Northern Virginia (as far south as Fredericksburg) to slug 2.9 Ridesharing along the Shirley Highway to several destinations in Washington, D.C. There are several forms of ridesharing in the Washington Metro Carsharing - Carsharing could be considered a cross between car Region, including carpooling, vanpooling, slugging, and carsharing. rental and cab services. Carsharing services in the NCR region in- clude ZipCar or car2go, which offer a vehicle on demand for trips in Carpools and Vanpools – Carpooling and vanpooling refers to certain neighborhoods. Nearly any licensed driver with a credit card several commuters traveling to work together in the same car or can register for a nearby car on the internet or via their smartphone. van. Benefits include fuel cost savings, driving cost savings, and The all-inclusive hourly or daily rates (rental fee, gas, insurance) reduced travel time as well reducing traffic congestion, reduced are typically lower than for major car rental companies and can be wear and tear on roads, and reduced pollution and greenhouse gas less expensive or comparable to taxi fares. Carsharing locations are emissions. Depending on the highway, vehicles are allowed to use usually located within the communities rather than at a central car the high occupancy vehicle (HOV) lane when there are 2 or more rental location. Due to cost and availability of ZipCar and car2go, (HOV-2) or 3 or more (HOV-3) persons in the vehicle. they are not considered a feasible option for commuting. Instead, these carsharing services can be used to run errands or for other Across the region, there are several entities (federal, regional, and circumstances where a car might be needed for a short period of state) that provide official ridesharing programs to match people time. The closest ZipCar pick-up/drop-off locations are several together when interested in forming a new or to join an already- blocks away from the WNY (3rd and Tingey Street SE, 3rd and L existing carpool/vanpool. MWCOG's Commuter Connections is Street SE) and the location of car2go vehicles changes continually often considered the "official" regional rideshare matching provider. as most on-street parking spaces are eligible end or start points. In addition to ridesharing programs, MWCOG has a specific program set-up for federal employees. In addition to MWCOG's Commuter 2.10 Ferry Service Connections website, GWRideConnect is a free ridesharing service from the George Washington Regional Commission (GWRC) that There is currently no commuter ferry service available to the WNY assists persons who are seeking daily transportation from Freder- or its environs. American River Taxi provides service to/from several icksburg, Stafford, Spotsylvania, Caroline, and King George counties locations in the region. They provide service in a hub and spoke to employment locations in Washington, D.C. and other locations. system with between 30-40 passengers per vessel and 70,000 pas- Employees interested in carpooling submit an application providing senger trips per year. Water Taxi stops are located in Washington details about their commute to get a list of carpools, vanpools, and Harbor (Georgetown), Gangplank Marina (SW Washington, D.C.), buses in the Washington, D.C. region. Other ridesharing websites and Diamond Teague Terminal (Nationals Stadium / SE Washington, include eRideshare, Vanpools.net, Commuter Solution (Howard D.C.). The travel time between stops ranges from 20 to 35 minutes.6 County, Maryland), carpool world, and Patriotic Advantures. There The Prince William County Transportation Planning Division has are over 45 vanpools currently serving the WNY, the majority of completed a study of ferry service in a variety of locations and has those (over 80 percent) serve employees in Virginia. concluded that ferry service may be possible in some locations. Slugging – Slugging is a term used to describe a unique form of However, there is currently no service resulting from this study. commuting found in the Washington, D.C. area that is sometimes The Potomac Riverboat Company offers water taxi service between referred to as "Instant Carpooling" or "Casual Carpooling." It is Alexandria City Marina and National Harbor in Prince George's unique because people commuting into the city stop to pick-up County, Maryland, ferrying an estimated 100,000 visitors per year. other passengers even though they are total strangers. Slugging The service is a 20-minute one-way trip that runs daily in the spring, is a grass roots system with its own set of rules, proper etiquette, summer, and early fall. The Potomac Riverboat Company also offers
6 http://www.americanrivertaxi.com/routes.
20 Washington Navy Yard I Transportation Management Plan boat service from Alexandria to the Nationals Stadium during base- Figure 11 - Good Weather Travel Modes ball season and to Georgetown. The Potomac Riverboat Company has a total fleet of eight vessels, a current license to dock vessels at the City Marina, and anticipates expanding its services. Currently the Potomac Riverboat Company primarily serves visitors, as the hours of operation are not very conducive to commuting. 2.11 Naval District Washington Regional Transportation Survey Results A web-based employee transportation survey entitled NDW Re- gional Transportation Survey was completed by employees within NDW as part of the RTV (“the transportation survey”). Questions were developed to solicit information on multiple transportation factors such as trip origin, travel mode, vehicle occupancy, ability to telecommute, use of bicycle, etc. A copy of the survey for the Figure 12 - Poor/Cold Weather Travel Modes WNY is available in Appendix B. Each respondent identified her/ his primary work location and the zip code of their primary place of residence. The results of the survey for WNY employees are sum- marized below. The transportation survey was posted on a website for over one month and advertised to employees to enhance the re- sponse level. Over 10,000 responses were received from employees at facilities NDW-wide with over 3,300 respondents from the WNY, or approximately 21 percent of the working population on the WNY at the time of the survey.
2.11.1 Travel Mode
The travel modes considered in the transportation survey were: drive alone, Metrorail, commuter bus, public transit or Circula- tor Bus, carpool/vanpool, bicycle, walk, telecommute, and other. Respondents reported on the number of days that they used each A total of 3,166 people responded about their willingness to shift option per week in both good, and poor/cold weather. Based on their travel mode if shuttle service was provided to and from transit the results of the transportation survey responses for the WNY dur- service (e.g., Metro station). Of the 2,429 people reporting that they ing good weather, 44.9 percent of commuters drive alone to work. did not already take transit, walk, or bike, 17.8 percent said that All other modes combined accounted for 55.1 percent of travel. The they would use transit; 9.3 percent said that they would be very second highest travel mode utilized at least one day per week was likely; and 23.1 percent said they possibly would use transit if shut- Metrorail at 16.0 percent, walk 9.8 percent, and transit or circulator tle service was provided. Thus a total of 50.2 percent of non-transit bus at 7.1 percent. The lowest categories were telecommute at 1.1 users/walkers/bikers would switch or consider switching to transit. percent and bicycle at 1.4 percent. During poor/cold weather the Additionally, 20.3 percent said they were not likely to use transit and travel patterns was very much the same with a small increase in use 29.5 percent said that they would not use transit if shuttle service of public transportation modes and a small drop in drive-alone (44.7 were provided. Thus, 49.8 percent of non-transit users/walkers/ percent) and bicycle (0.5 percent). Figures 11 and 12 illustrate the bikers would not, or would not be likely to, switch to various mass full survey results for both good and poor/cold weather. The dif- transit travel modes. ference in mode split between the RTV Survey results and the gate In a totally separate study7 completed by NAVFAC at the WNY it was counts (gate count SOV mode split of 49.8 percent and survey SOV identified that a fairly high number of people driving alone to work mode split of 44.9 percent) can most likely be attributed to both the would switch to mass transit if a shuttle service was provided to different sizes of the groups surveyed and the higher proportion of mass transit locations (e.g., Metro station). Of those that answered carpoolers/vanpoolers/transit users taking the survey relative to the the on-line survey developed for that study, 40 percent do not drive full survey group. alone, and 34 percent said they would switch to mass transit if shuttle bus service was available from nearby Metrorail stations. An additional 15 percent said they were not sure if they would switch to mass transit, and 11 percent said they would not switch.
7 Washington Navy Yard Shuttle Bus and Bikeshare Study, 2011.
21 Washington Navy Yard I Transportation Management Plan Figure 13 - Travel Modes at Various Distances
2.11.2 Travel Commuting Range The survey also provided information on average travel distances and average travel times. The average distance traveled by people Respondents to the RTV transportation survey reported that they responding to the survey was 18.6 miles. The average travel time live in a wide range of zip codes radiating out in all directions and a with light traffic was reported at 18.3 minutes and the average travel varying distances from the WNY. The distance from the center of time with traffic was 24.7 minutes. each zip code to the WNY was determined and commute distances were summarized by travel mode choice. Some commuters live very 2.11.3 Parking Breakdown near the WNY and some commute from over 50 miles away. There is a very strong link between travel distance and the choice of travel There are currently 4,989 parking spaces in three garages, surface mode. As identified in Figure 13, biking and walking are the primary lots, and on-street within the WNY, of which 4,777 spaces are travel mode for employees residing less than 3.0 miles from the available for employees. There are currently approximately 18,000 WNY, while transit is the predominant travel mode for those living employees at the WNY for a parking-to-employee ratio of 1:3.77. between 3.0 and 9.9 miles from the WNY. From 10 to 29.9 miles, There is currently additional paid parking available near the base driving is the largest mode share and from 30.0 to 50 or more miles, and limited on-street parking opportunities. Based on the results of carpools and vanpools are the primary travel mode. Figure 12 illus- the transportation survey, 87.8 percent of drivers park on the WNY trates travel mode choices at various distances from the WNY. installation and 10.3 percent park off of the facility. Parking on the installation is by permit only and is categorized into four basic types: Home zip codes identified in the survey are distributed widely General Use (marked with white stalls), Reserved (red stalls), Execu- throughout the region and are concentrated near the WNY and along tive Space (green stalls), and Handicapped (blue stalls). The General major roadway corridors leading into Washington, D.C. Few em- Use and Handicapped categories allow parking on a first come first ployees live in downtown D.C., likely due to the cost of housing. Few served basis. People receiving federal transit subsidies are not al- workable commuting travel modes beyond driving and car and van lowed to also receive parking stickers. Executive and reserved spaces pools are available in the areas most distant from the WNY. Figure 14 are assigned to specific individuals or specific commands. Addition- illustrates the zip code distribution with the location of major road- ally, transit subsidy participants can get single day parking passes ways and Figure 15 shows the zip code distribution with the location for days when they may not be able to use transit. These single day of Metrorail and commuter rail lines. parking pass users typically park in employee general use spaces; if spaces are not available on base, employees will park off-base.
Washington Navy Yard I Transportation Management Plan 22 Figure 14 - Home Zip Code Distribution with Roads
23 Washington Navy Yard I Transportation Management Plan Figure 15 - Home Zip Code Distribution with Mass Transit
Metro Rail lines
Washington Navy Yard I Transportation Management Plan 24 Currently, 63.5 percent of drivers parking on the base use any avail- Figure 16 - Arrival Times able space, 26.3 percent park in reserved Executive Spaces, and 1.3 percent park in carpool/vanpool spaces (which are all in the Reserved category of spaces). Temporary parking permits are also issued in each category and for “kiss and ride” drop-offs at the base where WNY workers are dropped off on base by another driver with that vehicle exiting immediately after the drop-off.
In terms of parking costs, there are no costs for parking on the WNY base. Of the dedicated drivers in the survey, 21.8 percent reported that they do not pay for parking. Drivers utilizing paid parking in- clude 2.6 percent paying less than $5 per day, 2.6 percent paying be- tween $5 and $7.49 per day, 2.6 percent paying between $7.50 and $10 per day, and 19.2 percent paying greater than $10 per day. The remaining dedicated drivers did not respond to this question when completing the transportation survey or selected, "Not applicable, I Figure 17 - Departure Times walk, bicycle, use transit, etc." 8
According to the transportation survey results, most drivers have less than a five minute walk from their usual parking space to their work location and nearly all have less than a 10 minute walk. The time to travel from parking space to work location is broken down as: 37.2 percent take less than three minutes, 27.3 take between three and five minutes, 19.2 percent take between five and ten minutes, and 8.3 percent take greater than 10 minutes.
The police on the base have the ability to enforce parking, and repeat parking offenders can lose their parking pass for a week or up to a year or more if offenses continue. Police resources are limited and their first priority is gate control and traffic safety but enforce- ment occurs at the installation.9 The police do not have authority to write tickets that carry a fine, instead tickets function as a "point" the Latrobe Gate. The breakdown of all persons exiting the gates is: system that lead to loosing parking privileges (get three in a year and 43.4 percent at the Isaac Hull/6th Street Gate; 24.6 percent at the lose parking privilege for a period of time). 9th Street Gate; 14.7 percent at the N Street Gate; 13.0 percent at the O Street Gate and 0.0 percent at the Latrobe Gate. The differ- 2.11.4 Entry and Exit Gates ence between entry and exit volumes at the O Street and N Street Gates is likely due to access to and from I-295. Figures 16 and 17 There are five access gates to the WNY: the O Street and N Street illustrate peak arrival and departure times. Gates along 11th Street; the Isaac Hull/6th Street Gate, the 9th Street Gate, and the Latrobe Gate along M Street SE (at 8th Street). 2.11.5 Peak Commuting Times The N Street Gate is the truck receiving gate which is closed much of the day and manually controlled with a separate pedestrian access Most employees coming to and leaving the WNY travel outside portal. As identified in Section 2.7 above, the N Street Gate receives of the background peak travel times (entering and leaving slightly a fairly large number of peak hour commuter trips. The Latrobe earlier than the regional peak rush hour). Work at the WNY facility Gate is also closed and has controlled vehicle access with a separate starts and ends earlier than most other facilities in the area. Based controlled pedestrian portal. The other three gates have manned on the transportation survey, the hour with the most employees vehicle check points and controlled pedestrian access. All visitors to reporting to work was 0600 to 0659 (6:00 AM to 6:59 AM) with 41.9 the facility must enter through the O Street Gate and clear security percent of the workforce arriving and 0700-0759 (7:00 AM to 7:59 at the visitor center to gain access. The breakdown of all persons AM), with 37.8 percent of the workforce arriving. The next highest entering the five gates is: 42.8 percent at the Isaac Hull/6th Street arrival times were 0800-0859 (8:00 AM to 8:59 AM) where 11.2 Gate; 24.1 percent at the 9th Street Gate; 17.6 percent at the N percent of the workforce arrives and 0500-0559 (5:00 AM to 5:59 Street Gate; 15.3 percent at the O Street Gate and 0.2 percent at AM) with 6.7 percent of the workforce arriving.
8 Employees who selected "Not applicable, I walk, bicycle, use transit, etc" still drove three or more days per week. Many indicated they also took transit (e.g., they drove and parked at Metro or a commuter train), but many also indicated they took no other mode besides driving and probably selected this option because parking costs were "not applicable" to them. 9 Personal communication, April 28, 2011, Mike Beyrle, Naval District Washing- ton. 25 Washington Navy Yard I Transportation Management Plan As often happens in employee travel, the morning arrival times at benefits programs. Eight percent of overall respondents replied the WNY are more concentrated over fewer hours than the evening that they were not federal employees (7.4 percent for people that departure times. The hours with the greatest number of employ- drive alone between four and seven days per week). Overall people ees departing the WNY were defined in the transportation survey participating in the transit benefits program include 10.6 percent as 1600 to 1659 (4:00 PM to 4:59 PM) with 37.2 percent of the of respondents who receive some of the commuting cost, and 18.6 workforce departing, 1500-1559 (3:00 PM to 3:59 PM), with 25.7 percent who have all of their commuting costs off-set. percent of the workforce departing and 1700-1759 (5:00 PM to 5:59 PM) with 22.3 percent. The next highest times of departure were 2.11.9 Carpooling/ Vanpooling or Reasons for not 1800-1859 (6:00 PM to 6:59 PM) and 1400-1459 (2:00 PM to 2:59 Carpooling/ Vanpooling PM) where 16.9 percent and 4.5 percent of the workforce departed The survey asked employees at the WNY if they currently participate respectively. While more employees will be in the traffic network in a carpool or vanpool to commute to and from work. The survey during the evening peak travel periods than in the morning peak identifies that 17.3 percent of respondents currently participate in hours, the numbers are scattered over a greater number of hours. a carpool or vanpool for commuting. For all respondents that did not carpool or vanpool, the reasons people did not carpool/vanpool 2.11.6 Employee Breakdown included the following: 28.6 percent work inconsistent hours; 20.7 There are currently approximately 18,000 employees working at the percent prefer walking, biking, or taking transit; 19.0 percent prefer WNY. Based on the transportation survey the breakdown is 82.2 commuting alone; and 15.1 percent reported that outside obligations percent civilian workers, 8.8 military personnel, 6.2 permanent con- interfere with their ability to carpool/vanpool. Additional reasons re- tractors, and 2.8 percent regular contractors. According to NAVFAC, ported for not carpooling/vanpooling include 5.5 percent concerned the base also receives approximately 125,000 visitors annually due about getting home in an emergency, 3.8 percent do not know where to the many ceremonies on base and the existence of the Naval or how to apply, 3.8 percent tried to sign-up but were unsuccessful, Historical Center and Museum. and 3.8 percent use their vehicle for work during the day.
2.11.7 Travel between Installations Those people that drive alone between four and seven days per week expressed higher percentages of the following reasons for not In addition to travel to and from work 34.2 percent of the employees carpooling/ vanpooling: work inconsistent hours, 33.3 percent; prefer at the WNY reported that they travel to other bases in the region to commute alone, 27.7 percent; and outside obligations interfere, one day per week or more. The facilities to which WNY employ- 20.7 percent. The remaining reasons, not including "prefer walking, ees travel most often are JBAB (8.7 percent), NSF Carderock (4.6 biking, or taking transit," were similar in response percentages. percent), NSF Dahlgren (4.1 percent), Patuxent River (3.2 percent), NSA Bethesda (2.6 percent), Naval Research Laboratory (NRL) (2.5 2.11.10 Alternative Work Schedule, Telecommut- percent), and NSF Indian Head (2.5 percent). Other facilities such as ing, and Flex Hours NSA Annapolis and NSF Naval Observatory are all visited by less than Of the overall respondents to the transportation survey, 50.7 cur- 2.0 percent of the WNY workforce. While not asked in the transpor- rently work an alternative work schedule (AWS) and 16.9 can work tation survey, some of these trips can be accomplished via public an alternate schedule but choose not to. The remaining respondents transportation or DoD shuttle bus, but many will be via driving have the following AWS conditions at work: AWS is available but due to their location and lack of reliable alternative transportation were not available to work it, 15.1 percent of the total; do not have service. an AWS available but would like to use that option, 12.2 percent; and 2.11.8 Use and Awareness of Guaranteed Ride do not have the option but do not want it, 5.1 percent. Home and Transit Benefits Program In terms of the overall population, responses on telecommuting Employees were asked if they are aware of or utilize the Guaranteed indicated that 16.9 percent currently telecommute a portion of their Ride Home (GRH) program administered by Metropolitan Wash- work week. Another 53.0 percent of overall respondents have tele- ington Council of Governments (MWCOG), and if they utilize or are commuting available and would like to start using the option while aware of the transit benefits available to federal and DoD personnel. 18.3 percent do not have it available but would like to telecommute a Based upon the results of the transportation survey 46.9 percent of portion of their work week. Of the remaining overall population, 4.5 respondents are unaware of the GRH program and 45.9 percent are percent have the option available but do not wish to utilize it and 7.3 aware of it. Additionally, 6.3 percent of respondents have signed up percent do not have a telecommute option but do not want to utilize for the program and 1.4 percent has utilized the service. that option.
The NCR Mass Transportation Benefit Program (MTBP) is the transit When asked about whether or not flex hours would be a benefit, subsidy program that can be applied to offset employee commuting 14.7 percent stated that they already work flex hours and 20.4 per- costs. In terms of transit benefits, 60.2 percent of survey respon- cent stated that it would be a benefit. Another 21.0 percent of re- dents were unaware of the transit benefit programs and 2.5 percent spondents reported that they would not benefit while 19.2 percent of respondents have chosen not to participate. When respondents stated that they possibly would benefit, and 16.6 percent reported that drive alone to work between four and seven days per week that they would not likely benefit and 8.2 percent responded that are considered separately, 91.5 percent are unaware of the transit they likely would benefit from flex hours.
26 Washington Navy Yard I Transportation Management Plan 2.12 Area Intersection Level of Service Traffic generally moves well along the M Street SE corridor during peak travel periods. As you will notice from reviewing Table 5, all In an effort to understand the capacity of the existing roadways intersections that were studied along M Street SE had an overall adjacent to the WNY visual observations were made and previ- LOS below C in the 2010 existing condition and below LOS D in the ous reports were reviewed. One recent report contained very projected future 2013 condition with new area projects identified useful, recent and relevant information of intersections level of in that report (including The Yards) factored in. As noted in the service (LOS) and delay in both 2010 and projected for 2013. Table left sidebar, LOS E and LOS F are generally considered to have very 5 below was developed based on the information found in that poor operations. Of those intersections most in need of improve- document. ment, there is one intersection movement (or approach to an intersection) at LOS F in the existing condition during one peak Level of Service (LOS): A qualitative measure using a sequence period (northbound M Street SE at 1st Street SE in the AM peak of letters from A through F to describe the quality of opera- period) and two intersection movements in the future 2013 condi- tional conditions within an intersection or on a roadway link, tion (southbound M Street SE at 8th Street SE in the AM peak and with A being the best and F being the worst. The District and southbound M Street SE at 5th Street SE in the PM peak period). other urban areas use LOS D as the lower threshold of accept- Please review the source document (noted below Table 5), for ability for planning purposed. more detail on the poorly operating intersections. 1 2 TABLETable 54 -– INTERSECTION Intersection LevelLEVEL ofOF Service SERVICE and AND Delay DELAY Existing 2010 Condition Future 2013 Condition AM Peak Hour PM Peak Hour AM Peak Hour PM Peak Hour Intersection Approach Delay LOS Delay LOS Delay LOS Delay LOS M Street SE @ 1st Street SE Overall 20.6 C 18.2 B 24.3 C 15.8 B Eastbound 20.1 C 28.9 C 30.3 C 22.2 C Westbound 3.6 A 3.3 A 4.1 A 4.7 A Northbound 81.6 F 16.0 B 65.4 E 16.7 B Southbound 32.3 C 28.9 C 32.8 C 30.7 C M Street SE @ New Jersey Avenue SE Overall 5.7 A 8.3 A 6.7 A 9.0 A Eastbound 5.6 A 2.9 A 6.6 A 3.8 A Westbound 2.3 A 5.5 A 3.3 A 6.9 A Northbound 26.8 C 28.3 C 27.7 C 29.3 C Southbound 26.7 C 28.4 C 27.0 C 30.8 C M Street SE @ 3rd Street SE Overall 2.2 A 18.1 B 4.3 A 23.8 C Eastbound 1.8 A 29.4 C 5.1 A 34.1 C Westbound 0.5 A 6.3 A 0.8 A 12.8 B Southbound 47.1 D 16.1 B 45.2 D 16.9 B M Street SE @ 4th Street SE Overall 12.3 B 8.7 A 13.3 B 11.4 B Eastbound 21.4 C 7.2 A 19.6 B 9.2 A Westbound 3.8 A 1.0 A 4.3 A 1.8 A Northbound 28.8 C 27.2 C 30.8 C 31.0 C Southbound 29.3 C 27.0 C 29.9 C 28.2 C M Street SE @ 5th Street SE Eastbound 4.3 A 3.2 A 9.0 A 11.8 B Southbound 17.1 C 26.9 D 29.0 D 50.3 F M Street @ Isaac Hull Avenue Overall 3.3 A 16.2 B 3.0 A 13.8 B Eastbound 1.4 A 2.6 A 1.3 A 2.5 A Westbound 0.8 A 8.9 A 1.2 A 10.0 B Northbound 45.2 D 43.3 D 45.2 D 43.3 D M Street SE @ 8th Street SE Overall 31.0 C 27.6 C 59.4 E 35.9 D Eastbound 12.4 B 30.6 C 13.5 B 40.1 D Westbound 20.9 C 19.2 B 22.4 C 20.3 C Northbound 0.0 A 0.0 A 0.0 A 0.0 A Southbound 74.7 E 37.2 D 193.4 F 53.8 D
Source: Traffic Impact Study, The Yards - Parcel D, Washington DC. Table 10, Existing Conditions (2010) Capacity Analysis Results, and Table 12, Future Conditions (2013) with Development Capacity Analysis Results. November 12, 2010. 3 4 3.0 AREA PLANNING CONTEXT 5 27 Washington Navy Yard I Transportation Management Plan 6 According to the 2008 TMP Handbook, single occupancy vehicle travel, particularly during the morning 7 and evening rush hour periods, will continue to be discouraged in the future because of its significant 8 contribution to regional and local traffic congestion and poor regional air quality. By 2030, the 9 population of the region is expected to increase by 40 percent while the workforce is expected to increase 30 | Page
3.0 Area Planning Context • Improve mobility by providing separate freeway and local traf- fic connections to both directions of Interstate/D.C. 295, the According to the 2008 TMP Handbook, single occupant vehicle Southeast Freeway (I-695), and local streets on both sides of travel, particularly during the morning and evening rush hour the Anacostia River; periods, will continue to be discouraged in the future because of its • Provide a shared path for pedestrians and bicycles, as well as significant contribution to regional and local traffic congestion and rails to allow future streetcar connections (offering better op- poor regional air quality. By 2030, the population of the region is portunity to access the WNY via bicycle from the south); expected to increase by 40 percent while the workforce is expected • Replace the existing functionally deficient and structurally to increase by 45 percent. It is anticipated that the majority of this obsolete bridges; growth will occur outside the Beltway, in areas with limited road • Provide an additional alternate evacuation route from our capacities and public transportation services. It is projected that 92 Nation’s Capital; and percent of population growth is expected to be in suburban areas.10 • Include new trail connections, improved drainage, and other environmental investments. As stated in the 2008 TMP Handbook, the number of trips made daily by Washington residents is expected to grow by more than 48 Projected to serve almost 180,000 vehicles per day by 2030, the percent, between 2000 and 2030, and the number of miles driven existing bridges lack connections to allow travel directly from south- will increase by more than 45 percent. At the same time, current bound D.C. 295/Anacostia Freeway to the Southeast Freeway (I-695) regional long-range transportation plan projects would only nomi- or from the Southeast Freeway (I-695) to northbound D.C. 295. The nally increase the region’s highway system capacity with very little two new freeway bridges will provide these connections. The third planned expansion of the transit system during the same period of bridge will carry local traffic between city streets on both sides of time. There is an expectation that 77.4 percent of daily trips would the river and provide additional connections to both directions of be suburb-to-suburb travel in 2030, while future planned highway the Anacostia Freeway (Interstate/D.C. 295). infrastructure is largely intended to improve mobility between sub- urban areas and downtown Washington, D.C. These trips are often The project is the largest ever constructed by DDOT and is the first SOV trips, since there are fewer non-personal vehicle travel options river bridge replacement in the District in more than 40 years. The available in suburban areas. improvements to the 11th Street Bridge will create a more pedestri- an and transit friendly corridor adjacent to the east side of the base There are a number of transportation projects, large mixed-use and improve vehicular access from the south for employees. development projects, and planning initiatives located within the general vicinity of the WNY. Each of these projects will have an 3.2 D.C. Department of Transportation impact on area traffic and roadway networks, mass transit, and Streetcar Project pedestrian conditions, and have the potential to affect the commut- The Streetcar plan recommended by the D.C. Department of Trans- ing patterns of WNY employees. Below is a description of the most portation (DDOT) includes the addition of streetcar service to the relevant projects and their current status. multi-modal transportation network serving the District of Colum- Additionally, according to the Capital Riverfront Business Improve- bia. When operational, the streetcar system would consist of small ment District (BID)11 2010 annual report, the area surrounding the rail cars that operate along grade level tracks in the streetbed that WNY currently has six million square feet of offices including the would mix with vehicular traffic or in some instances would utilize WNY, daytime employment of 35,000 people, 2,427 residential exclusive right-of-way where it is available. The planned streetcar units, and 3,300 residents. The area has approximately 25.2 million vehicles would accommodate up to 168 seated and standing passen- square feet of planned space or space under construction. Of that gers. Streetcar stops would be located about every ¼ mile to ½ mile space nearly 9.4 million square feet is for office use and almost 1.0 along the routes. Stops will include a passenger sheltered waiting million square feet for retail space. There are also 6,000 residential area and system information regarding fares, routes, and schedules. units planned or under construction as of the 2010 BID report and Streetcar stops may be located on a curb bulb-out that extends the 921 new hotel rooms. Some of the more high profile and largest sidewalk out to meet the streetcar vehicle operating in the roadway projects in the area of the WNY are also identified separately below. travel lane or may be located in a center median of the roadway in areas where center-running tracks are used. The streetcar system 3.1 The 11th Street Bridge Project is planned to operate seven days per week with service frequen- The District Department of Transportation (DDOT) began construc- cies of approximately 10 minutes throughout the day and evening, tion of 11th Street Bridge Project in December 2009 to replace the and including late night service on weekends. For segments of the two existing bridges with three new bridges and improve the related system that accommodate multiple lines, service is expected to 12 interchanges. When completed, the $300-million the project will: be more frequent along these trunk lines. At this juncture the Streetcar Project is not fully funded and its implementation schedule is uncertain.
10 Implementing a Successful TMP, May 2008, General Services Administration, Metro- 12 D.C.’s Transit System Future Plan, Chapter 4.0 – Recommended System Plan. politan Washington Council of Governments, National Capital Planning Commission. 11 beoutfront 2010, Capital Riverfront Business Improvement District Annual Report.
28 Washington Navy Yard I Transportation Management Plan Congress Heights to Buzzard Point Line – This segment of the streetcar service, with stops that are further spaced apart. Three Streetcar plan would be developed in the first phase of the proposed corridors will service the area near the WNY 13 (and may increase the 3-phase system build-out and would connect the WNY area with percentage of WNY workers that would use Metro Express service as the Navy Yard Metro station (construction of a portion of the tracks a means of commuting): for Phase I was started a few years ago but was halted for a period • Pennsylvania Avenue SE Corridor – Metro Express (Route 39) of time). When built, the streetcar project would offer an improved service was implemented in 2008 along this corridor. It oper- commute for people going to the WNY from the Navy Yard Metro ates along Pennsylvania Avenue SE and connects downtown station, and likely would increase use of the Metro as a means of Washington to Capitol Hill, Barracks Row, and neighborhoods commuting to or from the WNY. east of the Anacostia River. • Florida Avenue/U Street NW/8th Street SE Corridor – This cor- This line would serve the Anacostia Waterfront area including the ridor will connect the Anacostia Waterfront, Barracks Row, H Nationals Park baseball stadium and Buzzard Point, as well as the Street NE, NoMa, U Street NW, Adams Morgan, and Woodley commercial, office, and residential development along the route. Park commercial districts. The line would extend across the Anacostia River via the 11th Street • South Capitol Street/Martin Luther King, Jr. Avenue/Minneso- Bridge and connect to residential neighborhoods east of the river. ta Avenue Corridor – This service will operate along portions The line will link with the Metrorail Green Line at the Anacostia and of South Capitol Street, Martin Luther King, Jr. Avenue SE, Navy Yard Stations. According to DDOT the key attributes of this and Minnesota Avenue SE. The route will serve the planned phase of the plan include: Department of Homeland Security headquarters campus, • Serves an emerging Anacostia Waterfront and provides river Historic Anacostia business district, and planned redevelop- crossing, ment near the intersection of Minnesota Avenue and Benning • Provides transit travel time savings of over 40 percent and Road. mode share increase of over 2.8 percent, • Cost-effective, with annualized capital cost per annual new 3.4 HOPE VI: Arthur Capper / boarding of about $4, Carrollsburg Dwellings • Opportunity to coordinate Streetcar construction with 11th Street Bridge reconstruction, Arthur Capper and Carrollsburg Dwellings, now under construction • Serves the stadium and adjacent redevelopment, on 23 acres near the WNY, is the City’s and the nation’s most ambi- • Provides access to Buzzard Point for redevelopment and/or tious HOPE VI project to date. These buildings were once two public vehicle storage, housing complexes with a total of 707 units; the properties were • Serves the Historic Anacostia business district and connects to old and obsolete with a high concentration of low-income units in Historic Anacostia Streetcar, and barracks-style architecture. The portion of the site directly across M • Serves the Buzzard Point and Capital Riverfront redevelop- Street SE from the Washington Navy Yard (600 M Street SE) is slated ment area. to be developed as a multi-story office building of approximately 500,000 square feet. This portion of the site is now used for pay as 3.3 Metro Express you go parking by persons mostly related to Navy activity with ap- proximately 200 spaces to be lost to the initial part of the develop- The Metro Express bus service currently offers limited-stop bus ment. There are no known plans to replace the lost parking. service along several corridors with plans to add additional cor- ridors. Metro Express service consists of limited-stop bus service The District of Columbia Housing Authority (DCHA) received a $34.9 in designated high-ridership stops that are ¼ to ½ mile or more million HOPE VI grant award from the U.S. Department of Housing apart. The service is frequent and offers better travel times than and Urban Development (HUD) for the revitalization of the Arthur the regular Metrobus local service, because it makes significantly Capper/Carrollsburg site. With the addition of private and public fewer stops. The routes will also incorporate other features to investors, this initial grant grew to more than $750 million to allow help reduce travel times for passengers, including signal priority a sizable mixed-use development. The project includes approxi- for transit at intersections and special lanes to bypass congested mately 50,000 square feet of retail space, and nearly 700,000 square roadway segments where possible. The Metro Express limited-stop feet of office space. The project includes the construction of an bus element of the plan envisions the implementation of Metro Ex- 18,000 square-foot community center, and a new public park to be press limited-stop service in 13 corridors. Some of the initial Metro constructed adjacent to the site. In conjunction with the D.C. Public Express limited-stop bus corridors have been designated as future Schools, DCHA is also building a new school in the Arthur Capper/ streetcar corridors. In these corridors the Metro Express limited-stop Carrollsburg neighborhood. The development plan anticipates more bus service would likely precede streetcar service in the short-term. than 1,600 new rental and home ownership units to create a thriv- As streetcar service is introduced in these particular corridors, the ing mixed-income community of apartments, town homes, and a Metro Express limited-stop bus service will be optimized so that the seniors building (completed in 2007). The development related to bus and streetcar lines provide complementary services. Under this this project will impact the local transportation systems around the arrangement Metro Express will serve longer corridor trips than the WNY.
13 Ibid.
29 Washington Navy Yard I Transportation Management Plan 3.5 Southeast Federal Center/The Yards 3.6 Riverwalk Trail The Southeast Federal Center (SEFC) Zoning Overlay District en- A continuous 16-mile trail on both sides of the Anacostia River, compasses the development known as The Yards. This district of the Riverwalk Trail System is a new recreational amenity and increased density is located on the riverfront between First Street transportation alternative. The 10-12 foot wide trail is designed for SE and the Navy Yard on M Street SE, in Washington, D.C. in the walkers, cyclists, and runners. It provides seating, bike racks, and rapidly developing Capitol Riverfront district within walking distance interactive maps. The Riverwalk Trail has been constructed and is of Capitol Hill. The SEFC Overlay District encourages high-density, open from Benning Road to the 11th Street bridges on the north mixed-use, and pedestrian oriented development. The allowed uses side of the Anacostia River. The gates at both ends of the section include apartment buildings, condominium buildings, retail, cultural of the Riverwalk adjacent to the WNY will remain open for public venues, office buildings, and hotels. The maximum height of build- access at all times of the day and night except in the instance of a ings in the SEFC Overlay District ranges from 90 to 130 feet and the special event or emergency, providing a thoroughfare to facilitate maximum allowable floor-area-ratio ranges from 3.0 to 6.5, depend- access to the WNY and neighboring areas. There will be no loitering ing on the underlying zoning district code. 14 allowed between the hours of sunset and sunrise and the Riverwalk may close, without notice, to support WNY operations. Figure The Yards, located in this SEFC District and within the emerging Capi- 18 illustrates the Riverwalk trail. This section of walkway is an tol Riverfront district, is a 5.5 million-square-foot project that will extension of the planned Anacostia Riverwalk Trail project along include approximately 1.8 million square feet of office, 2,800 resi- the Anacostia River and provides increased access to the WNY for dential units, 400,000 square feet of retail, and a world-class river- bicyclists and pedestrians. front park. A portion of the site was formerly part of the WNY. The project is envisioned by its sponsors as D.C.’s newest high-energy, 3.7 Commuter Ferry Service high-style riverfront neighborhood, blending adaptive reuse of his- toric buildings with new construction. The Yards will offer residents, At least one service provider, American River Taxi (ART), has plans office workers, shoppers, and visitors an urban riverfront neighbor- to provide service to/from multiple locations including one near hood emphasizing sustainable design. The phases described below the WNY. It is expected that this service will be several years into suggest the growing impact the development will have on the local the future. While no definite plans are on the table, ART would transportation systems over the near-term future. consider ferry service connecting to a future pier at the Yards, which is convenient to WNY, and have been in discussions with Forest City Phase One - includes the adaptive reuse of several of the site’s his- Washington regarding the completion of the piers and docks.15 toric former industrial buildings as revitalized residential and retail projects, as well as the start of development on the riverfront park. The Prince William County Transportation Planning Division is in the In addition, completion of an all-new construction office building is process of studying the feasibility of a commuter ferry to service part of Phase One development plans. Development of additional points along the Potomac River from Prince William County, Virginia residential buildings located south of Tingey Street between 2nd and to Washington, D.C. and other locations. The ferry would include 4th Streets SE with opening dates expected between 2012 and 2014. stops as far north as the Navy Yard/Nationals Pier. The study is an extension of a 1999/2000 Virginia Department of Transportation Phase Two - includes development of several additional residential (VDOT) study of passenger ferries. Test runs were conducted in May buildings, some containing additional retail space, located mainly on 2009 and according to the Final Report, a commuter ferry service the eastern portion of The Yards site, both north and south of Tingey is a viable option but will undergo closer study in terms of market Street. Also, the development of additional residential buildings viability for certain stops. There may be an opportunity for JBAB and located south of Tingey Street between 2nd and 4th Streets SE with the WNY to benefit from the establishment of the service should the opening dates expected between 2014 and 2016. commuter ferry project find these locations as viable.
Phase Three - development includes several additional office and The Potomac Riverboat Company also offers commuter ferry service residential buildings, some containing additional retail space located in Maryland and Virginia and has plans to expand service. mainly on the western portion of the site, near First Street SE.
The local street network, as well as transit systems, will be impacted with development of The Yards as illustrated in Table 5 in Section 2.12. The WNY is also concerned about access to/from the NAVSEA loading dock via Tingey Street which is owned by Forest City. If there were to be development on what is now Tingey Street, it would restrict access to the loading dock.
14 Information in this section was taken largely from the following website, 15 Personal Communication (via email), Shaun Guevarra, President, American http://www.dcyards.com/index.php. River Taxi, February 4, 2011.
30 Washington Navy Yard I Transportation Management Plan 3.8 Poplar Point 3.9 Boathouse Row Planning Project Poplar Point is envisioned to be the home of a variety of different Boathouse Row is a part of the city’s Anacostia Waterfront Initiative uses including residential, retail, office entertainment, cultural, and (AWI). This site is located between Water Street SE, M Street SE, the park/open space uses. The 110-acre site located across the Anacostia railroad tracks, and the Anacostia River. The site has a long history River from the WNY is being transferred to the District of Columbia of boat use (motorized boat clubs and community boathouses had from the federal government. The site is bounded by South Capitol long been part of the shoreline in this area) and the City is planning Street, I-295, and the 11th Street Bridges. While the site is largely to restore that use. A number of notable existing developments as unused, it contains some National Park Service and the US Park Police well as planned large-scale revitalization and redevelopment proj- facilities. The project is undergoing a federal environmental impact ects are located in proximity to the study area including the Yards, analysis and Small Area Planning process. Poplar Point is envisioned Hill East, and Poplar Point. Boathouse Row provides an important to be the home of a variety of different uses including residential, link along the Anacostia Waterfront, especially from the Yards to retail, office entertainment, cultural, and park/open space uses. Cur- the Navy Yard promenade, and to the future Hill East redevelop- rently, there are no specific figures for the actual allotment of space ment. Future improvements to Boathouse Row will advance the for the different uses. These figures will be determined during the implementation of the AWI, further establishing the District as an Small Area Planning process. Significant development at this location attractive waterfront destination and increasing local activity within could increase area roadway congestion and stimulate additional lo- the areas adjacent to the WNY. cal area transit service improvements.
Figure 18 - Washington, D.C. Riverwalk Trail
Massachusetts Avenue SE
Pennsyvania Avenue SE
11th Street SE11th Street
395
Southeast Freeway
M Street SW M Street SE
Washington Navy Yard
S. CapitolSE Street 295695 Anacostia Freeway Anacostia River
295 Washington Channel Washington
Figure 18: DC Riverwalk Trail System
31 Washington Navy Yard I Transportation Management Plan 4.0 Existing Transportation Management parking spaces. However the current population is approximately 18,000 and there are 4,777 employee parking spaces (4,989 total Plan Measures parking spaces including visitor and government vehicle reserved 4.1 Employee Transportation spaces). Thus, the ratio of parking spaces to employees at the Coordinator WNY is 1 space for every 3.77 employees. Parking at the WNY is free for all types of spaces and is currently NDW has appointed a Regional Employee Transportation Coordina- available by permit only, with decals issued for parking. Figure 19 tor (RETC). The RETC will coordinate with installation Employee illustrates one of the three garages at the WNY. Approximately 31 Transportation Coordinators (ETC). An installation-specific ETC will percent of the overall parking spaces are classified as reserved or be determined soon (NAVSEA has an ETC that manages parking assigned parking spaces at the WNY installation. This reserved/ and transit benefits for their employees, but there was no formal assigned parking include spaces dedicated for use by specific base-wide ETC function at the WNY). However, a commuter trans- people or tenant commands (including police), the Executive portation working group has been set-up by NSA Washington and Pool, carpool/vanpool, handicapped spaces, and dedicated visitor all commands have been invited with many now participating. The spaces. General use parking is essentially utilized on a first come working group is comprised primarily of staff level personnel who first served basis with the available spaces largely filling up by eight coordinate with representatives from tenants on base. Meetings o’clock on weekday mornings. Parking regulations are enforced occur bimonthly to quarterly. It appears that most transportation by the base Police with repeat offenders having the potential to activities such as carpooling/vanpooling are done on an ad hoc basis lose parking their parking pass for one week to over one year for via employee blogs or websites (with reserved carpool/vanpool multiple offenses. parking provided mostly on a tenant-by-tenant basis), and participa- tion in programs that reduce the use of SOVs is less than it could be There are a limited number of parking spaces off-base that charge due in part to lack of information available at the employee level. for parking (i.e., the 400-space surface parking lot located north of For example, the results of the transportation survey indicates that M Street SE and Isaac Hull Avenue), however, the off-base parking 60.2 percent of survey respondents were unaware of the transit supply is expected to diminish as development on the surface benefit programs available to them to help off-set commuting cost parking lots begins. These spaces are not within the control of the for mass transit, and for the segment of the respondents that drive DoD but are used by employees, contractors, and visitors at the alone to work four to seven days per week, 91.5 percent were un- WNY. aware of the transit benefits programs. There was a parking inventory completed in January 2011 as a The facility ETC will plan, implement, and refine the TMP over time result of a parking space re-striping/repainting effort at the WNY. and be responsible for “marketing” the plan at the installation to Based on the results of that survey, parking at the WNY breaks be sure people are aware of travel options and benefits and to down as presented in Table 6. The 1,237 spaces of staff surface ensure its success.16 This function is generally provided by man- parking are allowed in designated locations throughout the instal- agement and/or planning personnel and will be most effective if it lation including lots and on-street spaces. The surface parking lots has the backing of installation leadership. It is imperative that this south of Building 166, Building 218, and Building 76 provide the function be centralized with one person installation-wide serving largest number of surface spaces on the campus. Covered parking as the ETC in implementing an effective comprehensive Trans- (3,608 spaces in total) is provided in Building 405, Building 386, portation Management Program. While the ETC can have some influence on transportation conditions beyond the confines of the Figure 19 - Garage 28 on Isaac Hull Avenue base, factors such as availability of convenient mass transit and the cost of gasoline are factors that strongly influence mode choice that cannot be controlled by the ETC.
Facilities such as NSA Bethesda and the National Institute of Health in Montgomery County, Maryland have strong and active ETCs at the installation that have made significant differences in the way the facility operates from a transportation standpoint, and have influenced the travel mode choice of workers at the facility. 4.2 Parking Supply and Management The population of the WNY campus has increased significantly during the past 15 years and may continue to grow into the future. The 1998 Master Plan projected that by 2017 the WNY would have a working population of 10,600 people with 5,200 available
16 Implementing a Successful TMP, May 2008, General Services Administration, the Metropolitan Washington Council of Governments, National Capital Planning Com- mission.
32 Washington Navy Yard I Transportation Management Plan TABLE 6 - SUMMARY OF EXISTING PARKING AT THE WNY Employee Parking Non-Employee Parking General Use Reserved Spaces Executive Pool Handicapped Motorcycle Type Spaces Type Spaces Type Spaces Type Spaces Type Spaces Type Spaces Covered 2,548 Covered 494 Covered 483 Covered 83 -- 62 Dedicated Visitor 30 Surface 798 Surface 298 Surface 57 Surface 84 Museum 4 - Government vehicles* -130* Naval Exchange 2 Health Clinic 8 Catering Conference Center** 38 Subtotals 3,346 662* 540 167 62 82 TOTAL EMPLOYEE PARKING: 4,777 (+130 Government Vehicle Spaces) TOTAL NON-EMPLOYEE PARKING: 82 TOTAL PARKING SPACES: 4,989 * Government vehicles are allocated in reserved spaces, both covered and surface, and are not designated to a particular garage location when parked. Government vehicles are not included towards the employee parking ratio. **Average daily parking based on annual parking of 9,984 vehicles. Source: NAVFAC, 2012.
TABLE 7 - BREAKDOWN OF SPACES IN PARKING GARAGES General Re- Execu- Handi- Motor- Garage Totals Use served tive Pool capped cycle* Garage 386 781 87 74 16 0 958 Garage 405 1,043 39 0 39 0 1,121 Garage 28 724 333 409 63 48 1,529
TOTALS 2,548 459 483 118 48 3,608
* Motorcycles are not included in parking totals and Building 28 (Figure 1 earlier in this report illustrates building which comprises a sizable percentage of the WNY workforce are locations on the WNY installation). The breakdown in the location entitled to participate in the Federal Government Smart Benefits of covered parking is presented in Table 7. Program, including MetroCheck and SmartBenefit subsidies avail- able to employees within the NCR. The subsidy can be utilized to While not specifically identified in the parking survey or re-striping pay for travel costs on Metrobus, Metrorail, the D.C. Circulator bus, effort, there are dedicated carpool parking spaces in garage 386 and commuter buses, commuter rail, and vanpools. The subsidy cannot 28 that are marked as reserved space, and vanpool vans park in the be used for parking fees at mass transit locations, and people receiv- parking lot near the Navy Museum. ing mass transit subsidies are not allowed to receive a parking pass Based on the results of the transportation survey during good at the WNY.18 Incentives for transit usage are emphasized both by weather, 44.9 percent of commuters to the WNY commute by the 2008 Transportation Management Program Handbook and the driving alone at least one day per week. Responses to Transporta- Transportation Element of the Comprehensive Plan for the National tion Survey also indicated that 87.8 percent of drivers park on the Capital. WNY installation and 10.3 percent park off of the installation. It was Based on the results of the transportation survey 10.6 percent of re- reported that presently, 63.5 percent of drivers parking on the base spondents currently receive some of the commuting cost from mass use any available space, 26.3 percent park in reserved or Executive transit subsidies, and 18.6 percent have all of their commuting costs Spaces and 1.3 percent park in carpool/vanpool spaces. off-set. Of the overall population, 60.2 percent were not aware of 4.3 Transit Subsidies the federal transit subsidies available to them. Of the segment of the population that drives alone to work between four and seven Department of Defense employees are eligible to receive up to $130 days, 91.5 percent of people responding to the survey indicated per month in transit subsidies from the NCR Mass Transportation that they were not aware of the transit subsidy program. Records Benefit Program (MTBP) that can be applied to offset their commut- supplied by NAVFAC indicate that approximately 2,380 people at the ing costs.17 This program is administered by the Department of De- WNY participate in the MTBP. fense Washington Headquarters Service (WHS) and is not controlled by the Navy or the specific facility. The civilian federal workforce 17 As of January 1, 2014, the MTBP transit subsidy is $130; in 2013, the MTBP transit subsidy was $245. Please see note is Section 6.3 for more information on the recent changes in MTBP transit subsidy allowances. 18 Personal Communication, April 28, 2011, Alice Evans.
33 Washington Navy Yard I Transportation Management Plan There are mass transit options available to access the WNY. The NAVFAC WNY campus Isaac Hull Gate is approximately 2,000 feet from the Has written policy with a relatively high level of participation entrance to the Navy Yard Metrorail station and it is approximately utilizing one day of telecommuting every two weeks. A rea- 3,150 feet from the Eastern Market Metrorail station exit to the 9th sonably high percentage of the staff currently telecommutes Street Gate. As discussed above, the WNY is also served by a num- but the exact numbers are not available. ber of Metrobus routes, the D.C. Circulator, and two MTA route with CNIC stops directly in front of the WNY, but distant (up to a 10-minute Has written policy with a fairly low level of participation (less walk) from some buildings on the campus. that 10 percent due to the fact that many CNIC personnel (fire, security, etc.) need to be on the facility), and a reluc- 4.4 Telecommuting tance to increase participation. Ad hoc telecommuting during bad weather, etc., is allowed for persons previously accepted. Federal policies allow employees the option of “Working-From- Home,” at “Satellite Work Centers,” and at “Neighborhood Work SSP Centers.” The Telework Enhancement Act of 2010 calls for at least Has a written policy and eligible employees are allowed to 20 percent of the hours worked in every two administrative weeks telecommute one to two days per pay period and can tele- commute on an ad hoc basis for poor weather, etc., if they are by federal employees to be on a telework basis. Discussions with previously accepted. Due to the mission and type of work of planning staff at the WNY indicates that the large number of tenants Strategic Systems Programs (SSP) employees, many people and the information security policies that are in place has precluded are not eligible to work on a telecommuting basis. While utilizing this strategy to a large degree so far. However, certain ten- actual data was not available, perhaps 10 percent of the ants such as NAVFAC are utilizing telecommuting a portion of their workforce now telecommutes. work time. A typical allowance for teleworking (such as that allowed NAVSEA by NAVFAC) is one day during every two work weeks. Has a draft policy but the details were unavailable at the time As reported in the Transportation Survey, of the overall population, of this writing. Similar to other units at the WNY telecom- responses on telecommuting indicated that 16.9 percent currently muting levels are limited due to their mission and the nature of their work. telecommute a portion of their work hours while 53.0 percent of overall respondents have telecommuting available and would like to NIPO start using the option. Another 18.3 percent do not have it available There is a draft policy that would allow one to two days of but would like to telecommute a portion of their work week. The telecommuting every two weeks. Less than 50 percent of segment of respondents that drive alone to work between four the Navy International Programs Office (NIPO) employees and seven days per week had similar percentages of telecommut- at the WNY would be eligible for telecommuting with some ers. Survey results indicated that 16.4 percent of the drive alone percentage of these eligible workers not wanting to partici- pate. While no data on telecommuting levels was available commuters currently telecommute a portion of their work week. it is estimated that greater than 10 percent of the workforce Another 53.3 percent of drive alone respondents have telecommut- telecommutes. Ad hoc telecommuting is allowed. ing available and would like to start using that option while 18.7 percent do not have it available but would like to telecommute for a MSC portion of their week. Has a written policy allowing one day of telecommuting every two weeks for eligible employees. Ad hoc telecommuting is Most of the commands at the WNY have established telecommuting available for those pre-registered. No data was available on policies that allow telecommuting one day every two weeks. An ef- the level of telecommuting within this command. fort was made to reach all of the large commands on the base to dis- While it is difficult to estimate accurately due to the multiple factors cuss existing telecommuting policies and to determine opportunities controlling telecommuting, from the above discussion it is estimated or encumbrances to having additional people telecommute. Every that approximately 25 percent of the work force at the WNY would command contacted allows telecommuting in line with DoD policy be eligible and able to utilize telecommuting once every 10 work of one day telecommuting per pay period. Only eligible people can days or an average 2.5 percent reduction in overall workers driving telecommute and they must be approved by their management via SOVs. Based upon the transportation survey results, approximately a formal application process. Other obstacles are the need to have 45 percent drive alone to work on a daily basis, so 2.5 percent of the appropriate laptops with software and server access, and the mis- 45 percent driving SOVs daily would be saved. Thus, with 4,152 SOVs sion and nature of the work of given individuals. The work environ- entering in the AM peak period approximately 47 would be diverted ment and other equipment also need to be approved as meeting on a daily basis due to additional telecommuting. federal requirements. The following commands were contacted regarding their telework policies and relative participation levels:
34 Washington Navy Yard I Transportation Management Plan 4.5 Shuttle Bus Service The Shuttle Bus Study utilized an employee survey similar to the Transportation Survey. There were approximately 2,000 respon- There is currently no commuter shuttle service that comes onto the dents to the survey. Of the people that said they drive alone to the WNY installation to or from Metrorail stations or other transit cen- WNY, 647 people (34 percent) said they would switch to mass transit ters, but there is a demand for such a service. Up until March 2013, if shuttle bus service was available from nearby Metrorail stations. the WNY had service routes to the Pentagon and JBAB. Service was Another 299 people (15 percent) said they were not sure if they suspended for both DoD Route #8 (to the Pentagon) and DoD Route would switch to mass transit, and 209 people (11 percent) said they #11 (to JBAB) due to budget cuts. However, service resumed in would not switch. Thus, a demand for shuttle service is present. October 2013 for Route #8 while Route #11 is still suspended due to funding limitations. Continued service for both of these routes will Transportation survey respondents indicated that for people who be dependent on available funding. These shuttles, when running, drive alone to work from four to seven days per week, 12.2 percent were for official business travel and were not intended for commut- said that they would use mass transit if a shuttle were provided, 7.7 ing. Shuttle #8 to the Pentagon ran on an hourly basis and Shuttle percent said it was very likely that they would switch, and 32.7 said #11 to JBAB (also referred to as Route 12N) ran every two hours. The that they would possibly switch. Due to current regulations and DoD shuttle routes are illustrated in Figure 20. laws as well as funding limitations, there is no shuttle bus service to mass transit stations. However, if demand is justified and legal NAVFAC completed a study on the feasibility of providing a commut- regulations are changed or interpreted differently, lawmakers could er shuttle from the WNY to the closest Metrorail stations in 201119 make the feasibility of shuttle service possible. and the Transportation Survey also solicited responses on this issue. Pennsylvania Avenue SE Figure 20 - DoD Shuttle Bus Routes
395 4th Street SE 4th Street
Southeast Freeway 11th Street SE 11th Street
M Street SE
Washington 695 Navy Yard S. Capital Street S. Capital Anacostia River
Anacostia Freeway
295
NTS
LEGEND DoD Route #8 DoD Route #11 (12N)
19 Washington Navy Yard Shuttle Bus and Bikeshare Study, 2011.
35 Washington Navy Yard I Transportation Management Plan 4.6 Ridesharing (Carpools and Vanpools) TABLE 8 - BICYCLE FACILITIES / AMENITIES There is no formal centralized ridesharing resource established Bicycle Facility Evaluated Good Inadequate by the WNY, but there are parking spaces reserved for rideshare participants. There are ad hoc websites and outside corporate web- Overall Quality of Service 90% 10% Adequacy of Bike Routes Adjacent to sites that employees can seek out and utilize. Ridesharing services 84% 16% enable commuters to find other individuals who share similar com- WNY Campus mute routes and work hours. MWCOG's Commuter Connections is Adequacy of Bike Racks In or Near 51% 48% the "official" regional rideshare matching provider.20 User Locations Availability of Showers (i.e., in buildings) 38% 62% There are a number of carpool or vanpool websites that currently connect people from the WNY that would like to join a rideshare Availability of Lockers in User Building 38% 62% program. MWCOG offers ridesharing programs and has a specific Source: Transportation Management Program Washington Navy Yard, Building 200 program set-up for federal employees. According to statistics pro- Addition Garage 405 Expansion, 2010 vided by GWRideConnect21 overall there are currently 40 vanpools operating at the WNY. GWRideConnect connects people looking to 4.8 Variable Work Schedules rideshare from suburban Virginia to Washington, D.C. Other web- Many employees at the WNY work alternative work schedules. This sites include eRideshare, Vanpools.net, Commuter Solution (Howard TMP measure falls under the federal government’s alternative work County, Maryland), carpool world, and Patriotic Advantures. arrangements, which allow the scheduling of work hours outside The WNY currently has approximately 110 reserved spaces that are the traditional 9:00 AM to 5:00 PM, 5-day work week. WNY oper- set aside by the various tenants at the installation for workers that ates on a 24-hour day and requires alternative hours from some rideshare. employees and allows it for others. Rules governing work schedules are established by the various tenant commands that occupy the 4.7 Bicycle Facilities WNY. Of the overall respondents to the Transportation Survey, 50.7 percent currently work an alternative work schedule and 16.9 The WNY provides bicycle storage facilities in Garage 28 and Ga- percent can work an alternate schedule but choose not to. rage 386 and a number of other locations within the WNY. There are no storage lockers or shower facilities dedicated to cyclists The largest percent of employees in a single hour (41.9 percent) but shower facilities are currently available at the gymnasium and reporting to work is between 0600 and 0659 (6:00 AM to 6:59 AM). in buildings such as 33, 212, and 200. The results of the Trans- The largest percentage of employees departing from work in a single portation Survey indicated that 1.4 percent of respondents (301 hour is 25.7 percent at 1600 – 1659 (4:00 PM – 4:59 PM). Despite people) travel to work by bicycle to work in good weather. A TMP the high percentage of people starting work early, 16.9 percent prepared for the Building 200 Addition and Garage 405 Expansion depart work between 1800 – 1859 (6:00 PM to 6:59 PM) and 22.3 identified a user survey that targeted opportunities for enhance- percent from 1700 – 1759 (5:00 PM to 5:59 PM). ment. According to that TMP (and as presented in Table 8), the survey contained the following results identifying a desire on the 4.9 Guaranteed Ride Home and Ride- part of bicycle commuters for showers and lockers directly avail- Matching able in specific buildings. Guaranteed Ride Home (GRH) services are implemented by There are no reserved parking spaces for people riding bicycles and MWCOG and others in support of ridesharing programs in the no registration is required. Bike parking, similar to vehicles, is on a Washington, D.C. region. The region covered by MWCOG is first come served basis. Currently there is no Bikeshare station on very large and includes Washington, D.C. and the eight counties the WNY installation, however, Naval Support Activity Washington in Maryland and Virginia that surround the District (as well as (NSAW) has engaged with Capital Bikeshare to install bikeshare municipalities located within the counties). It is important to have stations adjacent to the WNY. In October 2013, Capital Bikeshare a guaranteed ride home available for employees that work late installed a Bikeshare station a block away from the 9th Street Gate or need to leave the base so that they are comfortable with not at 8th and Potomac Avenue SE. NSAW is coordinating with Capital having their own car available at work. Without the comfort of a Bikeshare to install a second Bikeshare station near the Visitor's GRH, employees who may desire to ride share, use transit, bike or Center/O Street Gate. walk may not do so. MWCOG makes these services available to public and private employees within the National Capitol Region. GRH provides commuters who regularly (at least twice per week) carpool, vanpool, bike, walk or take transit to work with a free and ride home for unexpected emergencies. Commuters can take advantage of GRH up to four times per year. GRH can also be used
20 http://www.mwcog.org/commuter2/commuter/ridesharing/index.html. 21 Personal Communication with Diana Utz, GWRideShare Connect and Carol Truppi PBS&J, 2/16/11.
36 Washington Navy Yard I Transportation Management Plan for unscheduled overtime when your employer mandates that you must stay late. GRH is designed to “rescue” commuters who are worried about how they’ll get home when an emergency arises. Knowing there is a guaranteed ride home allows people to use commuting options like transit and carpools with peace of mind and confidence.22
There is currently no formal centralized service or information repos- itory regarding GRH at the WNY. The results of the Transportation Survey indicate that many people are unaware of the GRH program and far fewer are actually registered with MWCOG, or have utilized this service. As indicated in the Transportation Survey, 46.9 percent of respondents are unaware of the GRH program and 45.9 percent are aware of it. Additionally, 6.3 percent of respondents have signed up for the program and 1.4 percent has utilized the service. 4.10 Other Vehicle Travel There are various other activities associated with the base that re- quire use of a vehicle. For example employees often travel between bases to do their jobs. The survey identified that 34.2 percent of workers travel to another installation in the region at least once per week. While there were government shuttles available, many of these trips are accomplished in a private or government car with one or two passengers. Still other trips are accommodated by reserving one of a fleet of vehicles available to employees on the in- stallation for work related trips. The survey reports that 3.2 percent of respondents stated that they do not carpool since they need a vehicle for travel during the work day, indicating that if vehicles are readily available there could be a reduction in the number of people driving to work on a daily basis. It is not clear whether these respon- dents are aware of the vehicles available to employees for work related trips or if they need a vehicle for non-work trips for which the installation vehicles are not authorized.
The WNY is a large facility with various needs for goods and services. A count performed at the gates of the WNY on March 17, 2011 in- dicated that there were 100 trucks entering the facility from 0530 – 0915 (5:30 AM to 9:15 AM) via all gates combined. Additionally, on the day the gate counts were conducted 87 transit vehicles (vehicles whose sole purpose appeared to be transporting people – taxi, bus van, etc.) entered the combined gates at the WNY. Other vehicles such as police cars, maintenance vehicles, and the like also travel within the installation on a daily basis.
Alternate fuel vehicles such as GEM electric cars that recharge with 120 volt normal extension cords are available at some locations on the WNY. A Chevy Volt was acquired for use at the installation in the fall of 2011. There are flex fuel vehicles that use unleaded regular or E-85 fuel which contains 85 percent ethanol. There are a few Dura Max pickup trucks that have the ability to use B20 fuel which is 80 percent Ultra Low Sulfur Diesel and 20 percent biodiesel.
22 http://www.mwcog.org/commuter2/commuter/grh/index.html.
37 Washington Navy Yard I Transportation Management Plan 5.0 Master Plan Land Use Proposals: 3. Increase open space along the waterfront to incorporate landscaped berming to control river flooding and low impact Transportation Implications stormwater features to capture runoff. Development projected to be completed in the near-term time- 4. Relocate Admiral Willard Park farther to the east and relocate frame of this TMP (within five years) will be very limited. A recent the parking south of Sicard Street SE farther west to accom- Department of the Navy memorandum issued September 19th, modate proposed open space, landscaped berming, and flood/ 2010, directs all Navy Shore growth beginning no later than 2013 to stormwater mitigation features. This move would switch loca- be minimized. The Navy is further instructed to recapitalize on exist- tions of parking and open space along the waterfront, reducing ing facilities in lieu of new facility military construction (NF MILCON). the existing parking area and increasing the open space area. 5. Reduce parking areas in the southeast corner of the installation 5.1 Anticipated Land Use Changes to allow for flood/stormwater mitigation features. Road circula- tion will be realigned through the parking lot. The Master Plan's future framework plan for the WNY recommends broad planning initiatives that represent types and locations for 5.2 Employee Density Implications development without being tied to specific projects. These planning initiatives guide the land use plan for the installation. The Master Based on the program identified in the Master Plan and on other Plan's near-term land use plan outlines very minimal changes to the information, the population at the WNY will grow over time includ- installation over the next five years. These changes include: ing a total increase of 530 employees within the five year timeframe of this TMP. Therefore, within five years it is anticipated that the • Absorbing anticipated population increase into existing facili- working population at the WNY will be 18,530. All of the additional ties through strategic moves and efficient reuse of space; this employees will be absorbed into existing buildings through a series will not change any land use category or area. of strategic moves that will have compressed tenant agencies • Completing demolition on Piers 3 and 4 (identified as #1 and into more compact configurations. The majority of the additional #2 on Figure 21, the western most piers). This will reduce employees will likely be located in the west and center of the instal- the area for this land use, and the overall total acreage of the lation in Buildings 197 and 197A, and Buildings 44, 46, 57, 67, and installation. 108. See Section 5.3 and 5.4 of the Master Plan for more informa- These land use changes are reflected in the eight programmed proj- tion on the specific projects planned over the next five years. ects projected within the near-term future (see Figure 21). Two of 5.3 Trip Generation / Modal Split Impacts these projects are demolitions (demolition of Pier 3 and Pier 4), and the remainder are renovations or improvements to existing facilities. Assuming that the commuting behavior of new staff would be The facilities scheduled for renovations or improvements include similar to that of existing staff, it is expected that the new employees Piers 1 and 2 (#3 and #4 on Figure 21); Buildings 197 and 197A (#5 will use a variety of transportation modes to commute to the WNY. and #6); Building 218 (#7); and Buildings 44, 46, 57, 67, and 108 (#8). In an effort to improve the parking ratio in compliance with NCPC recommendations, no increase in the number of parking spaces is Long-term Land Use Changes planned. With limited capacity for parking that is often fully utilized Long-term (20 year) land use planning strategies have also been by as early as 8 AM, it is expected that the additional employees will developed in the WNY Master Plan but they are only conceptual in be forced to take transit or carpool to commute to the WNY. There- nature. Further study and evaluation is needed to determine the fore, even with the addition of 530 employees, SOV commuting trips feasibility of the strategies that may occur over the next twenty are expected to remain largely consistent with existing numbers with years and are included here for reference. Additionally these actions the exception that additional commuters may choose to commute are dependent upon mission requirements and funding appropria- via car and park off base. Any increase in off base parking, however, tions which are not known at this time. These long-term planning will also be tempered as nearby surface parking lots are developed strategies are summarized below, along with the land use changes as planned and as additional density and development in the area that could be expected to accompany them. attracts additional competition for existing parking spaces. 1. Study the potential feasibility of converting cultural and stor- age facilities into administrative and base support functions The WNY will seek to also improve existing mode splits in walk- (possibly including buildings 46, 67, 70, and 76). Multiple ing, bicycling, transit, ridesharing, and teleworking by promoting strategies would expand administrative and community func- alternate commute modes to driving, encouraging carpooling and tions and may include elimination of cultural and storage land vanpooling with the conversion of existing employee parking to uses as the Navy Museum and the Naval History and Heritage carpool/vanpool only parking, and implementation of the TMP Command functions vacate their current facilities. measures outlined in this report. 2. Study the siting of a new visitor center at the Isaac Hull Avenue entrance. This action would allow for processing of all visitors onto the Installation in a location that is the most prominent and accessible to public transportation. This action would expand the base support land use and displace parking.
38 Washington Navy Yard I Transportation Management Plan FigureFIGURE 21 5 -ͳ 1Near-Term PROGRAMMED Programmed PROJECTS Projects ϳƚŚ^ƚƌĞĞƚ ϱƚŚ^ƚƌĞĞƚ ϵƚŚ^ƚƌĞĞƚ
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99 For Offi cial Use Only 39 Washington NavyNSA Yard Washington I Transportation I WNY Management Master Plan Plan 5.4 Master Plan Parking Supply Impacts 5.6 Roadway Circulation and Parking No net change in the number of parking spaces is anticipated at the Strategies WNY in the near-term (five year) time horizon. It is possible that The WNY Master Plan also includes strategies to improve the way spaces are assigned or the location of spaces could change roadway circulation, access to the Installation, and parking as as often happens over time, but the overall number of parking a complement to the multi-modal strategies and to guide fu- spaces is expected to remain at 4,989 (with 4,777 spaces available ture improvements on this critical Installation feature (Figure for employee parking). With the increase in employees to 18,530 in 22). The following strategies will guide Installation circula- the near-term timeframe of this TMP, the parking-to-employee ratio tion, parking, and access over the long-term timeframe of will improve from 1:3.77 to 1:3.88. See Section 7.1 for more on the the Master Plan: WNY's parking compliance with NCPC requirements. • Maintain the primary circulation loops of Isaac Hull Av- enue/Patterson Avenue, and N Street/O Street/Parsons 5.5 Multi-modal Provisions Avenue. The multi-modal circulation strategies included in the Master Plan • Ensure major parking areas are maintained or shifted overlap with the TMP recommendations and indicate how various toward the perimeter of the installation, to provide the types of shuttle, bicycle, and other public-oriented transit services most direct access from gates. can be incorporated throughout the installation. These strate- • Improve the O Street Gate to facilitate good traffic flow gies build upon the existing transportation networks that link and and better truck inspection capabilities. overlap, with the goal of providing redundancies and greater fre- • Continue to manage gates with variable operating hours quencies for efficient and reliable alternatives to SOV use. There to best manage peak rush hour traffic flows. are policy issues that need to change that will allow seamless inter- • Continue to limit traffic on Warrington Avenue to main- facing between DoD and public transit systems. One such example tain the residential quality of the housing areas. is the inability of DoD shuttles to stop at Metro stations. While • Maintain existing employee parking supply in the short- DoD transit services within and between installations can improve, term (5 years) and take direct strategic steps in the long- the long-term should also focus on better connectivity with the term to consolidate and reduce parking supply to reach regional transit system. conformance with the established NCPC Comprehensive Plan parking ratio; address requirements regarding secu- The Master Plan includes the following multi-modal recom- rity, sustainability, and stormwater management; and mendations that are also included in the proposed TMP (Section free up land for other functional uses and development. 6.0). These recommendations are illustrated in Figure 23 and are • Study the potential to use Tingey Street Gate as an ad- contingent on funding and changes to legal interpretations and ditional access and/or egress point. FIGURE 4�1 FUTURE ROADWAY CIRCULATION AND PARKING regulations:Roadway Circulati on and Parking CONCEPT DIAGRAM �OVERLAID ON EXISTING CONDITIONS� • EstablishThe roadway a dedicated circula shuttleti on and service parking through strategies the installation build upon the Figure 22 - Future Roadway Circulation and Parking Strategies alongexis ati designatedng network route. of streets It could and possibly parking beareas. expanded The orthogonal in the longer-termgrid of roads to offer will remainoff-Base the service same to as local it will Metro conti nuestations to serve as lawsthe and Installa regulationsti on effi are ciently. adjusted Addi toti onally, allow thesuch dense connections urban withenvironment transit. limits the ability to drasti cally alter the road • Reinstatecon gura andti ons.expand The upon major shuttle changes services for the to long-term provide more involve frequentparking runs reduc betweenti ons and other reloca DoDti oninstallations. along the riverfront, • Expandimprovements bicycle infrastructure to gates to bewith:tt er further accommodate cooperation traffi withc and DDOTpedestrians, and Capital and Bikeshare, realignment appropriate of circula pavementti on routes markings, along the P P signage,riverfront sheltered as parking bicycle is storageshift ed. withinThe strategies parking plangarages, (Figure and 4-2) showers/lockeris based on the rooms planning within strategies work facilities. shown in the table below: • Create a wayfinding system that identifies and encourages use P of transit. • Further study needed for potential ferry route to Joint Base P Ŷ Ă Đ Anacostia-Bolling and Alexandria, Virginia. Ž Ɛ ƚ ŝ Ă • Provide pedestrian access from Tingey Street Gate to permit Z ŝ ǀ Ğ a direct connection between the installation and the Yards ƌ development. P parking gate roads 2 min. walk Two primary circulatory loops carry the majority of commuter traffi c on the Installati on: an east loop and a west loop. Major commuter parking areas are located toward the Installati on perimeter with direct access from the gates. Two minute walking radii show proximity from parking areas to most buildings.
TABLE 4�2 ROADWAY CIRCULATION AND PARKING STRATEGIES40 MATRIX Washington Navy Yard I Transportation Management Plan Strategies
Maintain the primary circulati on loops of Isaac Hull Avenue/ Patt erson Avenue, and N Street/O Street/Parsons Avenue. Ensure major parking areas are maintained or shift ed toward the perimeter of the Installati on, to provide the most direct access from gates. Improve the O Street Gate to facilitate good traffi c ow and bett er truck inspecti on capabiliti es. Conti nue to manage gates with variable operati ng hours to best manage peak rush hour traffi c ows. Conti nue to limit traffi c on Warrington Avenue to maintain the residenti al quality of the housing areas. Maintain existi ng employee parking supply in the short-term (5 years) and take direct strategic steps in the long-term to consolidate and reduce parking supply to reach conformance with the established NCPC Comprehensive Plan parking rati o; address requirements regarding security, sustainability and stormwater management; and free up land for other functi onal uses and development. Further the recommendati ons suggested in the Transportati on Management Plan. Study the potenti al to use Tingey Street Gate as an additi onal access and/or egress point.
72 NSA Washington I WNY Master Plan For Offi cial Use Only FIGURE 4ͳ8 FUTURE MULTIMODAL CIRCULATION STRATEGIES PLAN Figure 23 - Future Multi-modal Circulation Strategies ϳƚŚ^ƚƌĞĞƚ ϱƚŚ^ƚƌĞĞƚ ϵƚŚ^ƚƌĞĞƚ
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79 For Offi cial Use Only NSA Washington I WNY Master Plan 41 Washington Navy Yard I Transportation Management Plan 6.0 Proposed Transportation The recommendations contained herein also do not consider the cost of implementation and maintenance, potential available fund- Management Program ing sources, and acceptability to tenants and management. Clearly The measures detailed below can be implemented to have a strong those considerations would affect the ability to implement many positive effect in reducing the dependence on SOVs as the primary of the measures presented below and will need to be evaluated for travel mode of WNY commuters. Table 9 on the following pages their cost-benefit implications. provides a summary of the mode split goals and primary strategies 6.1 Employee Transportation the NDW will seek to implement to achieve the goals and objec- tives of this TMP. The strategies in the table are expanded upon Coordinator in the text of this chapter with additional measures that are tailored NDW has appointed an Employee Transportation Coordinator to support the WNY in achieving a large reduction in SOV trips and (ETC) for the region. The Regional ETC (RETC) coordinates a team of other TMP objectives. Some of these measures offer significant Installation ETCs (mostly collateral duty) who interface directly with potential to change employee travel behavior and some offer more their installation leadership. The RETC can serve as the initial point modest improvements, but applied together they offer an oppor- of contact with regard to regional commuting and transportation tunity to cause a considerable shift in travel mode and a concomi- issues, and can direct local issues to the appropriate Installation ETC. tant reduction in the need for parking. The mode split goals are The first recommendation is the establishment of an installation- discussed more in Section 7.0. Since fewer drivers may access the wide ETC at the WNY. To implement an effective transportation facility overall due to the transportation management measures management program it is imperative that this function be central- discussed below, the relative impact on intersection level of service ized with one person installation-wide serving as the ETC. It is also and air emissions would be reduced. The implementation of all recommended that the facility ETC have the backing of installation measures and strategies are contingent upon funding and approval. leadership and be located appropriately in order to have influence over individual commands located on the installation; such a posi- As seen throughout this section, a variety of strategies targeting tion will enable the ETC to be effective at implementing the TMP. multiple types of users and transportation modes is vital to achiev- It is suggested that the ETC be empowered to develop and imple- ing the largest level of change. Thus, incentivizing one travel mode ment an integrated program based in part on the information found such as ridesharing will have the best chance of creating a travel in this TMP. mode shift away from use of SOV in areas that have no convenient mass transit service and are distant from the site. People who live The ETC will also serve as an advocate for transportation manage- near convenient mass transit but still drive would likely be more ment programs at the WNY, a liaison with outside transportation incentivized by mass transit subsidies and providing convenient interests, the key on-site resource for transportation management shuttle service to/from nearby Metro stations. People living even information and strategies, and the chief marketer or promoter of closer would benefit from better bicycle facilities at the installation. the WNY transportation management program and use of trans- portation alternatives by the WNY workforce. It is recommended The Master Plan considers growth from reasonably anticipated that the ETC build on the transportation management measures projects and intrinsic population growth at the WNY over the near- already in place at the WNY, and that she/he work closely with the term timeframe. Trying to estimate travel and commuting patterns Community Planning and Liaison Officer (CPLO) in reaching out to beyond that timeframe is not reliable since the nature and scale of public entities. The ETC will also need to refine this TMP over time as future projects beyond that time horizon are unknown. However, circumstances change at the WNY, and the ETC should also complete recognizing that things change over time and that additional growth an annual transportation survey to help evaluate changing condi- is possible, it is suggested that this TMP be updated and revised tions. as funding allows if significant employee population changes or mission changes occur beyond the 5-year time horizon of this plan. As discussed in earlier sections, there is a desire by employees to uti- The review of the TMP should be coordinated and align with the lize TMP strategies like telecommuting and carpooling/ vanpooling, review of the Master Plan. but there is a lack of knowledge on the best approach for doing so. With this in mind it is recommended that the ETC develop a specific The conclusions reached on potential reduction of SOV use that implementation work plan for transportation management at the the measures discussed in this TMP could provide were selected WNY. The following key elements should be considered for inclusion from those found in the RTV “Tool Box” and were developed in the work plan: based on transportation survey responses, gate counts and vehicle classification counts, previous studies and surveys at the WNY Identify the Range of Transportation Management Needs – and elsewhere, and published literature. There are gaps in avail- Develop a list of the most important transportation manage- able data (i.e., employee residence zip code data are not available ment needs and required actions utilizing this TMP document installation-wide due to multiple tenants/stakeholders), thus certain and other sources to inform the list. These needs may require assumptions, projections, or inferences needed to be made to reach action by various entities within the Navy or from outside conclusions and offer recommendations. The success of the TMP sources such as WMATA or DDOT. This list of needs would depends on numerous factors; to ensure the continued success of serve as early action items that will evolve over time as issues the program will require the TMP to be reviewed and adjusted over are resolved, or as circumstances change. The list would iden- time as more information becomes available or things change. tify strategies that can be implemented immediately (0 to 12
42 Washington Navy Yard I Transportation Management Plan months), in the near-term (12 to 24 months), and in the short- other shuttle bus services, reinstate (or continue opera- term (2 years and beyond). The recommendations identified tion of) Shuttle routes #8 and #12N (DoD Route #11). in this TMP, and presented below, can be broken down into –– Engage with lawmakers to re-evaluate legal regulations the following general timeframes: restricting shuttle service from the WNY to mass transit stations. If legally feasible, investigate funding opportu- • Immediate (0 to 12 months) Recommendations nities for future shuttle bus service to the Navy Yard and –– Prepare a memorandum to introduce the command L'Enfant Plaza, Eastern Market, and Union Station Metro leadership to the ETC and define her/his roles and re- stations. sponsibilities, and the goals and objectives that she/he is –– Begin implementing the internal Marketing Plan at the trying to achieve. Also, the ETC could hold meetings with installation. command leadership to introduce her/himself and the –– Work with commands to determine the best way to work that they will be trying to accomplish as well as to maximize telecommuting. answer questions and gain initial program buy-in. –– Promote and/or highlight on the installation general –– Develop an installation-specific Marketing Plan to pro- website the use of mass transit as a travel option for visi- mote and advertise more efficient transportation and tors to the base. There are reported to be over 100,000 commuting, including information on the availability visitors annually accessing the installation. to reserve installation vehicles for work related trips –– Identify if parking areas at the installation that are used thereby allowing employees to commute without their by people other than employees (e.g., at the museum, vehicle. medical clinic, conference center, etc.) could begin to be –– Take over coordination and implementation of the trans- reserved exclusively for those users. portation working group meetings currently in progress –– Determine the viability and acceptability of combin- at the WNY. Contact commands that do not participate ing parking permits and transit subsidies into a central and request and encourage participation. function/database for more efficient management and –– Find a centrally-located place to install a transportation enforcement. information kiosk or brochure racks to hold information –– Determine how enforcement can be improved to ensure on commuting options, and seek permission to install that people are parking correctly and to support the the racks. overall parking management program. –– Develop information regarding WNY parking regulations, mass transit options, the Guaranteed Ride Home pro- • Short-Term (24 months and beyond) Recommendations gram, telecommuting, carpool/ vanpool matching, third –– As funding allows, install improved bicycle facilities party vanpool service providers, the federal Mass Transit including indoor racks, lockers, and showers. Benefit Program, etc., to be available in the brochure –– Determine possible mechanisms for implementing the racks and online. elements of an enhanced parking management system –– Develop a quarterly commuter newsletter to present explored in the Near-Term Recommendations (database commuting information, proactively answer frequently of parking and transit information and parking enforce- asked commuting questions, discuss upcoming construc- ment). Work with NDW leadership to identify an imple- tion or disruptions that could affect commuting, and mentation timeline for these components and oversee identify the schedule of upcoming commuter meetings. their implementation. –– Make contact with outside government entities such as –– Determine availability of funding and feasibility of adding NCPC, MWCOG, WMATA, and DDOT to introduce her/ an Intelligent Transportation System (ITS) to manage traf- himself and determine how those entities can assist with fic flow to parking areas and aid in finding an available commuting issues inherent at the WNY. parking space. –– Develop an installation-wide list of employees by zip –– As possible, institute other measures such as a bike shar- code to aid in transportation planning. ing or car-sharing program for midday travel, conversion –– Work with the Public Works Department (PWD) and to alternative fuel vehicles, and maintenance equipment. parking management personnel to add more priority –– Identify or develop smartphone applications or other parking spaces reserved for carpool/ vanpool parking. intelligent systems that announce arrivals of shuttle ser- vice, identify road or transit service problems, etc. • Near-Term (12 to 24 months) Recommendations –– Determine feasibility in the long-term and funding –– Prepare and distribute first Annual Report to installation availability of adding a transit hub/drop-off area outside management. of the WNY fence line in the southeast portion of the –– Develop a full-function commuter website to provide facility for buses and/or vanpools and kiss and ride as a information and resources, and to assist employees with long-term initiative. their transportation needs. –– As funding allows, revise and update the TMP if signifi- –– If funding is made available and it is decided that it is cant employee population changes or mission changes more beneficial to reinstate the recently suspended shut- occur beyond the 5-year time horizon of this plan. tle bus service to the Pentagon and JBAB over providing
43 Washington Navy Yard I Transportation Management Plan TABLE 9 - SUMMARY OF TMP MODE SPLIT GOALS AND STRATEGIES Washington Navy Yard Travel (Commute) Mode Splits Commuter Near- Long- Imple- Imple- Travel Term Term mentation mentation Current Near-Term Actions (0-5 years) Long-Term Actions (20 years) Mode Goal Goal Time- Time- (5-year) (20-year) frame frame Note: The strategies below for reducing SOV trips focus primarily on parking. Strategies for increasing the share of other commute modes may be found in their respective sections of the table. Develop and Implement Parking Rules Instruction to enforce employees, visitors, contractors, etc., to park in designated spaces 1 year through ticketing and towing. An installation Traffic Court will be established to penalize offenders. Investigate ways to ensure that no parking passes are given to those who receive a mass 1-2 years Single- transit subsidy. Occupant Vehicle Implement policy that no new employee spaces (SOV) 50% 46% 25% will be added to an installation if it exceeds the NCPC parking ratio. If employee parking spaces 4-5 years are added, they must reflect the NCPC parking ratio.
As demand dictates for carpool/ vanpool and potential shuttle bus Implement policy to re-designate SOV spaces in usage, SOV spaces no longer being 10-20 preferred locations to carpool/vanpool spaces as 2-3 years used will be converted into either years demand dictates. carpool/vanpool spaces, visitor/ contractor spaces, or space for future development.
Note: Mode splits should be calculated based on the number of person trips, not vehicle trips. Calculating mode splits by person trips allows the future mode split percentages to be ac- curately compared to the existing mode split percentages found in Section 2.7.
Washington Navy Yard I Transportation Management Plan 44 Washington Navy Yard Travel (Commute) Mode Splits Commuter Near- Long- Imple- Imple- Travel Term Term mentation mentation Current Near-Term Actions (0-5 years) Long-Term Actions (20 years) Mode Goal Goal Time- Time- (5-year) (20-year) frame frame Prepare a memorandum to introduce the command leadership to the Employee Transportation Coordinator (ETC) and define her/ his roles and responsibilities, and the goals and objectives that she/he is trying to achieve. Also, 1-5 years the ETC could hold meetings with command leadership to introduce her/himself and the work that they will be trying to accomplish as well as to answer questions and gain initial program buy-in. Have ETC produce an Annual Report along with an annual commuter survey to share with base 1-5 years operations and management to show progress of TMP objectives. E-mail employees commuter information, answer frequently asked questions, upcoming construction or disruptions that could affect 1 year commuting, and identify the schedule of upcoming commuter meetings. All Non- Install a transportation kiosk or brochure racks SOV 50% 54% 75% to hold information on commuting options Modes including but not limited to: parking regulations, mass transit options, Guaranteed Ride Home 1-5 years program, telecommuting, carpool/vanpool matching, third party vanpool service providers, federal Mass Transit Benefit Program. Establish transportation working group meetings 1-2 years and request participation of all commands. If funded, implement a Marketing Plan to promote and advertise more efficient multi- 1-5 years modal commuting options and transit subsidy. Utilize social media webpages (i.e., facebook, twitter) to provide information and resources, 1 year and to assist employees with their transportation needs. Coordinate with Washington Headquarters Service (WHS) to investigate smartphone applications or other intelligent systems that 1-5 years announce arrivals of shuttle service, road, or transit service problems. All Non-SOV Modes are comprised of... ETC to work with DDOT, the Carpool, Implement policy to re-designate SOV spaces in Metropolitan Planning Organization/ Vanpool, preferred locations to carpool/vanpool spaces as Transportation Planning Board, 11% 13% 18% 2-3 years 5-20 years Inter-Base demand dictates. Promote inter-base transit as and other government agencies to Transit funding allows. promote employees to carpool/ vanpool. Pedestri- Investigate legal authority, determine funding ans Using/ If funded, implement shuttle bus 37% 38% 48% sources, and level of acceptability for a shuttle 2-3 years 6-10 years Not Using service. bus service. Transit ETC to work with DDOT, the Implement policy to install bicycle racks/ Metropolitan Planning Organization/ Bicycle* 2% 3% 6% storage areas as a design feature for every 1 year Transportation Planning Board, 5-20 years modernization facility project. and other government agencies to promote employees to cycle. Ferry Investigate Potomac River commuter ferry If funded, participate in Potomac River 10-20 0% 0% 3% 2-3 years Service feasibility with JBAB. commuter ferry system with JBAB. years
* See Table 4 in Section 2.7 for an explanation of bicycle counts. 45 Washington Navy Yard I Transportation Management Plan Some of the key action items for the ETC to accomplish include: Annual Report – The ETC should prepare an Annual Report to be shared with base management, Public Works Department Roll-out the Transportation Management Program – The ETC (PWD), and other relevant people for review, comment, and would need to make both management and employees aware direct action. The Annual Report would be based on data of the TMP, the role of the ETC, the goals and objectives of collected during the year on the topics presented in this TMP the program, and the projected schedule for implementation. (e.g., parking management, shuttle service, parking enforce- ment, transit subsidies, telecommuting, etc.), and will be Develop a Relationship with Government Entities – The ETC structured to include metrics that can be tracked over time to should make an initial contact and develop an on-going work- indicate progress. The Annual Report will help management ing relationship with relevant government entities involved understand transportation issues and can serve as an impetus in transportation management. It is recommended that the for changes that need to occur as time goes on. commuter website discussed below have active links to the various websites maintained by organizations such as MW- Other specific TMP measures that are recommended are identified COG, WMATA, GSA, and DDOT. These organizations are good below. The ETC would need to work with tenant commands and fa- resources for obtaining information and keeping current on cility management to discuss these options, and to implement them transportation issues and changes. over time as agreement with the various commands is reached, and as funding is appropriated. Some improvements that would be helpful in increasing transit ridership are beyond the mandate and control of the 6.2 Parking Supply and Management Navy, such as providing additional parking and controlling the price of parking at suburban Metro stations, adding a D.C. There will be no net gain in parking spaces at the WNY as a result of Circulator stop near the 9th Street Gate, developing Phase the Master Plan. Space is limited for construction of additional lots I of the D.C. Streetcar along M Street SE, improvements to or garages, and as spelled out in this TMP, the use of modes of travel VRE service, and implementing ferry service. The ETC could other than use of a single occupant vehicle will be encouraged. The serve as an advocate for keeping these and other additional average daily population of the WNY is expected to be 18,530 in services on the agenda of the service providers and seeking the next five years. With the number of employee parking spaces their development or implementation. remaining at 4,777, by the end of the five-year time horizon the ratio of employee parking spaces to employees would be 1:3.88 if nothing Develop a Commuter Website and Newsletter – It is recom- mended that a WNY commuter website be developed to else were to change. Table 10 illustrates the existing and future serve as a repository for relevant and useful transportation parking ratios at the WNY. The long-term parking ratio changes data related to the WNY such as parking/ traffic/ pedestrian shown below are discussed at the end of Section 6.2. regulations, schedules of shuttle service, special events schedules, etc. The website would also serve as a portal with Parking spaces are now largely unassigned, and parking occurs in an links to other sites at the Navy/DoD, MWCOG, WMATA, DDOT, ad hoc manner, with available general spaces filling up early in the and others as relevant. One important website to link is MW- day (usually by 8 AM). At the WNY parking demand exceeds supply. COG’s Commuter Connections, the main commuter informa- Parking on the installation is now is free of charge. It is recom- tion resource for Maryland, Virginia, and the District. Com- mended that measures be employed to discourage parking of SOVs muter Connections promotes telework programs and other and encourage parking for multi-passenger vehicles. The measures pollution reduction strategies, offers a regional Guaranteed below should be considered for implementation to limit the number Ride Home program, and provides mapping-based software of people that can or would like to park at the facility. The following to match commuters for ridesharing. potential strategies have a proven record of limiting the numbers of employee SOVs that park at a given location and are presented for The other function that the website could serve is to help educate new employees, store forms and applications for consideration at the WNY should they prove feasible: easy retrieval, inform the workers on the importance of the program, and post changes to existing programs. The site could also have a frequently asked questions (FAQ) section and contact information for the ETC. TABLE 10 - EMPLOYEE PARKING RATIOS AT THE WNY Marketing Plan – It is recommended that the ETC develop a specific marketing plan to let the workers at the WNY know Employee Year Population Parking Ratio about key elements of the TMP such as GRH, telecommuting, Parking carpooling/ vanpooling, transit subsidies, etc. This plan could Existing 18,000 4,777 1:3.77 include town hall meetings, displaying posters, blast emails, Near-Term establishing and maintaining a commuter’s blog, placing bro- 18,530 4,777 1:3.88 chures in places where people congregate, establishment of (5 years) Long-Term the commuter website and distribution of flyers at the Navy --- 4,577 1:4.5-5.0 Exchange (NEX), entry gates, or other locations where people (20 years) congregate. Source: NAVFAC, 2014.
46 Washington Navy Yard I Transportation Management Plan 1. Offer a higher percentage of priority spaces exclusively for management. Parking spaces not required for Government vehicles, carpool/ vanpool use to be provided in priority locations (very official needs, or non-employee land uses could be assigned to near work stations). employees in the following priority: employees with disabilities, ex- 2. Consider instituting a centralized function at the installation ecutive officials, vanpools, carpools, alternative fuel vehicles, single for commuting, parking, and transportation so that it can be occupant commuting vehicles. linked to a parking management system. Establish a high- Priority Spaces for Carpool/Vanpool Vehicles - This mea- functioning electronic database as part of this effort. (Note: sure offers reserved priority parking for carpool/vanpool NAVSEA currently uses a database for this purpose for its vehicles. There are currently approximately 150 such spaces employees that may serve as a useful model for a facility-wide at the WNY. Offering reserved space conveniently located is database.) a strong incentive to carpool/ vanpool, especially in a place like the WNY where parking is at a premium. Once the ETC Centralizing the commuting and parking functions under is established it is believed that advertising this option will a single manager will lead to a more coordinated, holistic increase the number of multi-passenger commuter vehicles approach to commuting and parking, ensure that transit sub- that access the WNY. sidies are not issued to people with parking permits, and offer a mechanism to assist in parking enforcement. This function In the long-term (20-year timeline), it is recommended that the will include assigning parking spaces/ permits in the order installation ETC and appropriate WNY representatives study the discussed above and keeping a record of all WNY personnel potential of consolidating surface parking into new parking garages that receive transit subsidies. and reducing the overall number of parking spaces to achieve 3. Develop and implement a workable and effective parking other long-term installation goals such as stormwater manage- enforcement plan and Parking Rules Instruction to enforce ment and flood mitigation. This will allow expansion room for employees, visitors, contractors, etc., park in designated spaces other uses, reduce the amount of impervious paving, and reduce through ticketing and towing. An installation Traffic Court will be stormwater runoff. In concert with Master Planning efforts, it is established to penalize offenders. recommended that parking also be consolidated in locations that are in close proximity to entry gates, near employee and visitor 4. Determine feasibility and funding for installing an Intelligent clusters, and along primary vehicular routes. Transportation System (ITS) to manage parking activity and other mobility options (e.g., announce arrival or departure 6.3 Transit Subsidies of transit shuttles), minimize driving to search for a parking space, and to make shuttle service more user friendly. The Metrorail system transports more than a third of federal em- ployees to their workplaces, and almost half of its peak period com- The primary role of an Intelligent Transportation System (ITS) muters are federal workers. Thirty-five of its stations serve federal for parking is to give direction to people driving onto the in- facilities including the Eastern Market and the Navy Yard stations stallation about where parking spaces are available. Since so near the WNY. Several bus stops are located just outside the wall many of the spaces are assigned as general parking it is help- of the WNY (see Figure 4). Department of Defense employees are ful to know where parking is available so that vehicles do not eligible to receive up to $130 per month in transit subsidies to offset need to drive around looking for spaces. This saves energy their commuting costs via the DoD National Capital Region (NCR) and lessens frustration for commuters. This is accomplished Mass Transportation Benefit Program (MTBP).23 This benefit may be by putting transponders/counters at each parking entry point used to pay for travel costs on Metrorail, Metrobus and the Circula- and relaying that information to message boards displayed tor bus, commuter buses, commuter rail, and vanpools. It may not at entry points so that vehicles are routed to locations with be used to pay for parking at mass transit stations. Transportation available spaces. ITS in parking facilities can work by including survey results indicate that the enhanced use of transit subsidies digital signs that direct drivers; using smart phone applica- by WNY employees could encourage greater use of mass transit. tions to announce closed garages, available spaces, or other According to the survey, 29.2 percent of the respondents currently information; and by using radio frequency identification on receive transit subsidies, with 10.6 percent receiving subsidies that vehicles to allow or track entry and other features. ITS is used cover some of the commuting cost and 18.6 percent receiving subsi- locally at parking facilities at NSA Bethesda and Baltimore- dies that entirely offset commuting costs. Thus, it is clear that with Washington International Airport. an ETC in place, there is the potential to increase the percent of the WNY population obtaining transit subsidies and utilizing mass transit The program does not need to include all of the above components for commuting to work. to have a positive impact in reducing SOV use. However, combining one or more of these potential measures would offer the maximum level of reduction in SOV use. A parking control program should 23 Originally $125 per month, the MTBP benefit was $230 per month during the time serve the needs of the various tenant commands on the installation, period that the NDW Regional Transportation Survey was conducted. The MTBP be funded, and be acceptable to WNY management. The mecha- benefit was expanded to $230 as part of the American Reinvestment and Recovery Act in 2009; however, it was reverted back to the original $125 per month allowance nism for determining who receives parking permits would need to in January 2012. The benefit was then temporarily raised again to $245 for the dura- be worked out between the ETC, the parking control entity, and base tion of 2013 only as part of the American Taxpayer Relief Act of 2012 (H.R.8). The MTBP subsidy as of January 2014 is $130 per month.
47 Washington Navy Yard I Transportation Management Plan Since a large segment of the worker population is unaware of the 6.5 Shuttle Bus Service transit subsidies programs, one of the early goals of the ETC will be to better advertise this program and develop a program that helps Due to the current regulations and laws as well as funding workers learn how to take advantage of this benefit. A sizable 60.2 limitations, there is no shuttle bus service to mass transit stations. percent of all transportation survey respondents were not aware However, if demand is justified and legal regulations are changed of the federal transit subsidies available to them; when consider- or interpreted differently, lawmakers could make the feasibility of ing only respondents that drive alone to work four or more days shuttle service possible. If this were to occur, it is recommended a week those, the percentage jumps to 91.5. A conservative future shuttle bus service go to the Navy Yard, L'Enfant Plaza, estimate would have an additional one to three percent of the Eastern Market, and Union Station Metro stations. workforce using mass transit due to the commuting offset funding An extensive employee survey was conducted in November 2010 set at $130/month, or three to five percent of the workforce using to gauge interest in a mass transit shuttle service, and a report mass transit due to the commuting offset funding set at $230/ was prepared by NAVFAC.24 Nearly 2,000 employees or about month. 13 percent of the WNY population at the time responded to the Given the above, it is recommended that the ETC make a wide survey, which also included questions to measure interest in a distribution of the details and benefits of the transit subsidies and potential Capital Bikeshare station on the WNY that could also conduct seminars on the topic to help inform potential program help reduce on-site parking congestion. The survey determined participants. the level of interest in shuttle bus service and Bikeshare and also helped identify the most appropriate routes, stops, and headway 6.4 Telecommuting times for the shuttle service. The preferred option identified in that study includes three different shuttle bus routes, serving four The Telework Enhancement Act of 2010 requires at least 20 percent nearby Metrorail stations, and JBAB during off-peak hours. Other of the hours worked in every two administrative weeks by federal options and costs were also presented. employees be via telework. While certain commands in the Navy have the ability to meet or exceed this goal, several have difficulty When respondents were asked how many times per week they due to the nature of their work, security demands and/or software/ would use shuttle service from the given Metrorail stations, the hardware availability. It is clear from the transportation survey data Navy Yard was the most popular, closely followed by L’Enfant Plaza. that additional employees could take advantage of telecommut- Thus separate routes were proposed to serve these two stations. ing if existing barriers can be removed. Currently, 16.9 percent of Eastern Market and Union Stations were chosen less often by re- the workforce telecommute a portion of their work week but 53.0 spondents to that survey, thus one route servicing both stations was percent of overall respondents have telecommuting available and proposed in the shuttle bus study. After the initial route and stops would like to start using this option and 18.3 percent do not have were identified, test drives in a 15-passenger van were conducted it available but would like to telecommute a portion of their week. to determine if the routes and stops proposed were feasible, and Only approximately 12 percent of respondents stated that they to determine the time it would take to complete the routes during would not want to telecommute. both rush hour and normal traffic periods. The cost-based options presented in that study include these three routes, but with vari- Telework can be a viable option for general office workers and cer- ances in frequency of service. tain administrative functions. For other functions that require being on-site like fire and security personnel, or positions that require A strong demand for shuttle service was identified by the shuttle continuous collaboration among workers (e.g., researchers or design survey. Of those that drive alone to work, 34 percent (647 people in professionals), or where classified information is routinely used, the survey) indicated that they would change travel modes to mass teleworking is not feasible. While many tenants can increase the transit if shuttle bus service was available to/from nearby Metrorail percentage of their work force that telework many are more limited stations. Another 15 percent (299 people in the survey) responded due to the nature of their work and their mission. A small gain in that they were not sure if they would switch to mass transit, and just the telework population could be expected; perhaps in the range of 11 percent said they would not switch. one to two percent. Applying the same percentages as found in the Transportation In reviewing telecommuting policies and implementation levels with Survey (approximately 45 percent drive alone, 34 percent of which the commands at the WNY, it is clear that there is room for a higher would switch) to the entire WNY population indicates that around level of participation by employees not working on classified mate- 2,750 people would switch to mass transit if shuttle service were rial. There are two main issues identified as limiting telecommuting: provided. Again applying the same percentages to the current WNY a cultural reluctance/distrust by management, and funding for lap- population yields about 1,210 workers that are not sure if they tops and other equipment. The ETC will need to go to the various would switch and about 890 that would not switch from driving tenants and work through the reluctance issues by educating them alone to mass transit. about the benefits of telework such as improved morale, employee recruitment and employee retention. Cost estimates need to be completed on a command-by-command basis and funding will need 24 to be provided in order to increase the level of telecommuting. Washington Navy Yard Shuttle Bus and Bikeshare Study, 2011.
48 Washington Navy Yard I Transportation Management Plan Multi modal Circulati on FIGURE 4�7 FUTURE MULTIMODAL CIRCULATION CONCEPT A total of 3,166 people responded in the transportation survey FigureDIAGRAM 24 - Map�OVERLAID of the WNY ON EXISTINGTransit Shuttle CONDITIONS Bus Route� conductedThe as mul partti modal of the transit RTV about strategies their willingnessindicate how to variousshift their types travel modeof shu if ttshuttle le, bicycle, service and was other provided public-oriented to and from transit transit services service (e.g.,can be Metro incorporated station). throughout Of the people the reporting installati on.that Long-range they did not alreadystrategies take transit build orupon walk/bike the exis (2,429ti ng network people), systems 17.8 percent to bett er said thatlink they together, would use provide transit; overlap, 9.3 percent and o ffsaid er redundancies that they would to be very likely;ensure and an 23.1effi cient percent and reliablesaid they alterna possiblyti ve would to the use car. tran There- sit if shuttleare policyservice issues was provided. that need Thusto change a total that of 50.2will allowpercent seamless of non-transitinterfacing users/walkers/bikers between DoD would and public switch transit or consider services. switch One- ing to transit.such example However, is 49.8 the inabilitypercent of DoDnon-transit shutt les users/walkers/ to stop at Metro bikers wouldstati ons. not, While or would DoD not transit be likely services to, switch within to and mass between transit if shuttleinstalla serviceti onswas can provided. improve, Transit the long-term access to shouldthe WNY also area focus is relativelyon inexpensive, bett er connec so tiresolving vity with “last the regionalmile” issues transit for systems. getting to The the installationstrategies by planimplementing (Figure 4-8) a reliable, is based convenient on the planning shuttle strategies bus shown in the table below: Ŷ Ă service may increase ridership significantly. Đ Ž Ɛ ƚ ŝ Ă Z ŝ ǀ Given the above, it is recommended that full consideration be given Ğ ƌ to implementing mass transit shuttle service at the WNY. Based on the results presented above, as many as 4,000 workers would ŵƵůƟŵŽĚĂůƌŽƵƚĞ ŵƵůƟŵŽĚĂůƐƚŽƉ 5 min walk consider switching from driving alone to mass transit with reliable Linking Installati on transit systems with regional public systems can shuttle service in place. As detailed in Table 9 earlier in the report, create a seamless network of routes and stops that are within two- to NDW will investigate legal authority, determine funding sources, and three-minute walking distances from most buildings. determine level of acceptability for a shuttle bus service as part of its commitment to reducing SOV trips and increasing environmentally sensitiveTABLE transportation 4�5 MULTIMODAL modes. CIRCULATION STRATEGIES MATRIX 6.6 Ridesharing (Carpools and Vanpools)
Given the shuttle study survey resultsStrategies and the transportation survey To increase ridesharing, the inhibiting reasons found in the survey results it is conservatively estimated that adding a mass transit results will need to be cleared up. The primary issue that needs shuttle toEstablish the Navy a dedicatedYard and Easternshutt le service Market through Metro the stations Installa couldti on along to be resolved based upon the transportation survey results is a result in asa designatedmuch as a route.20 percent It could travel possibly mode be expandedshift from in SOV the longer-use guaranteed ride home (GRH) in times of emergencies or overtime term to off er off -Base service to local Metro stati ons as laws and to mass transit.regulati onsGate are counts adjusted at theto allow WNY such indicated connec thatti ons 4,152with transit. SOVs work. A secondary reason expressed was lack of knowledge on entered the facility during the AM survey period. Reducing this how and where to gain information on ridesharing. Expand upon shutt le services to provide more frequent runs number by 20 percent would result in a reduction of 840 SOV trips in between other DoD installati ons. The ETC will need to develop an information package on the benefits the AM peak period. Expand bicycle infrastructure with: further cooperati on with DDOT of ridesharing and on the GRH program, and market it to employees. The shuttleand study Capital recommended Bikeshare; appropriate a route withinpavement the markings; WNY with signage; three It has been demonstrated that an active rideshare coordinator can sheltered bicycle storage within parking garages; and showers/ stops on the base. The Master Plan's multi-modal circulation plan, substantially increase the percentage of carpool/ vanpool users. locker rooms within work faciliti es. as shown in Figure 24, would follow a very similar path and also One study found this increase to be greater than six percent above Create a way nding system that identi es and encourages use of 25 have threetransit. proposed stops on the base. Service could be provided current levels. The transportation survey found that 17.3 percent via a one-way loop entering through the 6th Street Gate onto Isaac of respondents currently participate in a carpool or vanpool for Further study needed for potenti al ferry route to Joint Base Hull Avenue,Anacos travelingti a-Bolling south and and Alexandria, stopping VA. by Building 201 right be- commuting to and from work. Assuming that this percent applies fore turning onto Sicard Street. After the first stop, the route would to all 18,000 workers on the installation, there would now be 3,114 Provide pedestrian access from Tingey Street Gate to permit a direct continue conneceast onti onSicard between Street the and installa stopti byon Buildingand the Yards 76 in development. the middle people commuting to the WNY via ridesharing. Thus, a successful of the base. After the second stop, the shuttle would turn north program could divert as many as 186 people (six percent increase) Further the recommendati ons suggested in the Transportati on onto 10thManagement Street where Plan. it would make its third and final stop in front out of SOVs and into ridesharing vehicles. It should be noted how- of Building 200. From there it would exit the installation via the 9th ever, that other data collected (e.g., the number of dedicated park- Street Gate and travel to the respective Metro stops that it would ing spaces for rideshare vehicles and the vehicle classification data service. This route would enable free movement of the shuttle obtained during the gate count) support a smaller number of people bus with only two stops located near high volume tenants, offering ridesharing at the WNY. It should also be noted that successful convenient locations and controlling run time. It is assumed that rideshare programs can divert trips from mass transit as well as from the proposed transit shuttle can securely enter the facility similar to SOVs, and that the number of vehicles decreased would be less than the existing DoD shuttle, since only people with valid identification the 186 (due to the increase in rideshare vehicles). Thus, perhaps would be allowed on the shuttle. the reduction in vehicles coming to the base would be in the range of 90 to 100.
25 Current Status of Ridesharing Activities Transportation Research Record No. 823, Brunso, J. M., Hartgen, D. T., 1981.
78 NSA Washington I WNY Master Plan For Offi cial Use Only 49 Washington Navy Yard I Transportation Management Plan It is suggested that a two-step approach be taken. The first step is 6.8 Variable Work Schedules to make more convenient space available exclusively for ridesharing vehicles and then advertise this information. The next step is to Many of the tenant commands on the WNY now use alternative make information available at an employee travel information area work schedules. In fact, based upon the gate count conducted in the NEX, and provide information and links to the MWCOG GRH for this study, over 79 percent of people driving to the WNY in the program, ride matching sites, the preferred parking benefit, and morning survey period arrive by 7:30 AM. While greater use of various vanpool providers on the commuter website. MWCOG's this travel demand management measure may not provide a great Commuter Connections rideshare program would be the primary reduction in SOV trips, the ETC should meet with each tenant to see source utilized to help people make ridesharing connections. if greater use of variable work schedules is possible. For example, Information should also be supplied on “slugging” and on emerging there are tenants where four 10-hour days would be a good option technology such as the smartphone application provided by Avego for some employees, thus eliminating one day of commuting each that provides real-time ridesharing information and opportunities. week. The ETC can also explore if some tenants could implement two work shifts or start work later in the day, thereby decreasing the The ETC should also make her/himself available to assist employees amount of employees commuting at any one time and helping to in completing the process of registering and in setting up a ride reduce peak rush hour congestion. matching program. An effective way to promote ridesharing is by having the ETC actively match employees with one another 6.9 Guaranteed-Ride-Home and Ride- to facilitate carpool formations in same or nearby zip codes. Matching Employees may feel more comfortable when someone has taken the first step of introducing potential rideshare partners. Vanpools As identified in the transportation survey, only 1.4 percent of re- are considered most effective at distances greater than 15 miles spondents have utilized the MWCOG GRH program, only 6.3 percent from the work site. According to the transportation survey the have signed up for it, and nearly 46 percent said that they did not average commuting distance of an employee at the WNY is 18.4 know that the program existed. Thus, there is a strong need for the miles each way. ETC to advertise and promote the GRH program and make informa- tion readily available and easy to access for WNY employees. In ad- An additional measure that could be implemented initially on dition to making information available, the ETC needs to offer help a trial basis is designating one entry/exit land at one gate to be in understanding how to sign up for the program on the commuter dedicated to carpool/vanpools only. The location of this gate website, in published brochures and at informational meetings. should be selected based upon the location of preferential parking for carpools/vanpools within the facility, and the external traffic A GRH program provides reliable, convenient and free emergency patterns in the area. ride home from work for commuters who regularly carpool, vanpool, bicycle, walk, or take transit to work. Thus, having 6.7 Bicycle Facilities and Walkers a successful GRH program available for use by employees is a fundamental component of this TMP as it would to support a Based on the transportation survey and published literature, only decrease in the need for parking space and an increase in ride a very small percentage of people would switch their primary sharing, walking or bicycle use. It is recommended that the travel mode to bicycle. While bicycling advocates suggest that up existing MWCOG GRH program be utilized by employees at the to five percent of workers will commute to work via bicycle, it is WNY. not believed that level would be reached at the WNY given the distance traveled by the average commuter and the availability MWCOG offers comprehensive GRH service under their Commuter of transit options. To maximize the number of bicycle riders and Connections program. The Commuter Connections program is used walkers it is suggested that dedicated storage lockers or sheltered by many employers in The Washington, D.C. area including federal bicycle storage and additional shower/locker room facility(ies) be agencies. Additionally, this type of program encourages employees installed at the WNY. This will require funding and space. Improved to rideshare without concern about working overtime or attending pavement markings and signage are simple low-cost improvements to personal emergencies. Employees are generally receptive to GRH that could make bicycling on the Installation safer and more programs. The existence of the program can increase interest in the appealing to employees. other elements of the TMP by encouraging commuters with an ini- tial interest in GRH program to explore various alternative commute Another possible option that could increase the use of bicycles options. Based on the results of the transportation survey there is a to cut down on midday driving is the installation of more Capital demand to do so, as reasons reported for not carpooling/ vanpool- Bikeshare stations adjacent to the WNY. NSAW should continue ing include 5.5 percent that are concerned about getting home in coordinating with Capital Bikeshare and DDOT to install a second an emergency, 3.8 percent that do not know where or how to apply Bikeshare station near the Visitor's Center/O Street Gate. for carpool/ vanpool, and 3.8 percent that tried to sign-up but were It is also recommended the Installation consider providing unsuccessful. Thus, with the support of the ETC, 13.1 percent of pedestrian access from the Tingey Street Gate to permit a direct people surveyed may switch to alternate commute options with connection between the Installation and the Yards development. reliable GRH service available. Applying the same 13.1 percent to the entire population of the WNY, this would translate into 2,358
50 Washington Navy Yard I Transportation Management Plan existing workers that potentially would utilize alternate commute High quality video conferencing and training can substitute for options for at least part of their work week. It is unlikely that many in-person meetings, thereby reducing workday travel. Technology people would switch to carpool/ vanpool or mass transit due to a currently exists and can be installed. This could be established as a GRH service, but a gain of 10 percent of that number, or 235 people centralized facility or facilities shared by multiple tenants. Doing this is possible. would require central scheduling, perhaps through a website and the ability to share space. The ETC needs to promote this program through the commuter website, at management briefings, in Town Hall discussions and via While the focus of a TMP is employee commute trips, with more brochures provided by Commuter Connections at literature racks 100,000 annual visitors, the ETC and installation representatives located at high traffic areas throughout the facility such as in an area should work with installation planners to consider an additional located adjacent to the food court in the NEX. small pedestrian's visitor entrance at the Isaac Hull Gate as a long- term recommendation. The addition of this visitor access point 6.10 Ferry Service near the Navy Yard Metro station would promote non-SOV trips In the interest of transportation management, the ETC should open of visitors. The costs of such an investment should be factored in up a dialogue with the three water taxi services in the area and fur- with an analysis of the gates used by visitors. ther study the potential for a ferry route to Joint Base Anacostia- Bolling and Alexandria, Virginia. It is recommended that the ETC meet with American River Taxi and present data on the WNY and other regional locations to determine if ferry service can be imple- mented. In addition, the ETC should meet with the Potomac Riv- erboat Company to learn about their expansion plans and to share demographic and commuting data regarding WNY commuting. 6.11 Other Measures Employees may need an automobile during the day and will drive alone to work when this is the case. This can be addressed by having available vehicle pools, carshare, bikeshare, or Guaranteed Ride Home service. Another possible option could be a car-sharing service such as ZipCar or car2go that are available throughout the NCR region. Nearly any licensed driver with a credit card can register for a nearby car on the internet. The all-inclusive hourly or daily rates (rental fee, gas, insurance) are typically lower than for major car rental companies. In addition, according to their website 10 percent of the population is expected to adopt car sharing as their primary mode of transportation, members save more than $500 per month on average versus car ownership, and car-sharing may take at least 15 individually-owned vehicles off the road.26
Other measures that the ETC can work with management to obtain funding for include using the intelligent transportation system or smartphone applications to announce shuttle bus arrival/ departure information, increase the amount of alternative fuel vehicles available in the fleet, and greater use of alternative fuel maintenance equipment.
Further development of the Town Center (or the western-most activity hub) discussed in the Master Plan could lessen midday vehicle trips by supplying a greater number of on-site services that are now available only off of the installation.
Create a wayfinding system that identifies and encourages use of transit. To complement this wayfinding system, increased information could be shared with employees regarding access to real-time transit information such as local bus service between the WNY and nearby Metro stations.
26 www.zipcar.com.
51 Washington Navy Yard I Transportation Management Plan 7.0 Planning Criteria and Compliance TABLE 11 - EXISTING AND FUTURE PARKING COMPLIANCE Employee Parking 7.1 Compliance Considerations Timeframe Population Parking Ratio Given the location of the WNY within the National Capital Region (NCR), review responsibility of this TMP falls under the purview of Existing 18,000 4,777 1:3.77 Near-Term NCPC. 18,530 4,777 1:3.88 (5 years) 7.1.1 Parking Requirements Long-Term ---- 4,577 1:4.5-5.0 (20 years) Federal TMP guidelines attach considerable importance to the
issue of parking supply and its relation to employee population General Note: NCPC's preferred parking ratio for the WNY is 1:5.00. served. This is due to the strong correlation that federal agencies have established between parking supply and trip generation. The the installation to existing transit services (particularly Metrorail) most recent revision to Federal TMP guidelines provided by NCPC and the character of the surrounding area, the conditions are not were developed to reflect the relationship between the location consistent with those described for a 1:5 parking ratio as stated in of federal workplaces relative to the Metrorail system. The parking the Transportation Element of the Comprehensive Plan. A more ratios were also developed with consideration of the overall accurate classification for this area approximately a half mile from quality of available transit services and walking distances and the Navy Yard Metrorail station would be the areas designated conditions in the region. as within the "Historic District of Columbia Boundaries,” with a The WNY is situated within the Central Employment Area (CEA) parking ratio of 1:4. However, the WNY recognizes the importance within Washington, D.C. where the parking-to-employee ratio of achieving a reasonable effort to reducing SOV commuting trips goal set by NCPC is one parking space for every five employees over the long-term and requests the alternate parking ratio range (1:5). As a result of the Master Plan there will be no net gain in of 1:4.5-5.0 for the following reasons: parking spaces at the WNY over the next five years. With additional • The installation is somewhat further from Metrorail personnel expected at the WNY due to consolidation and mission stations than in the CEA, "between a quarter and a half growth, the average daily population is expected to be 18,530 mile." The WNY gates are 0.4, 0.6, 0.7, 0.8, and 0.9 miles personnel within five years. With the number of employee parking from the nearest Metrorail stations as shown in Table 12, spaces remaining at 4,777, by the end of the five-year time horizon or approximately 2,000 feet in a normal walking route from the ratio of parking spaces to employees would be 1:3.88 if nothing the Navy Yard Metrorail station to the installation fenceline. else were to change (Table 11). Employees then have an additional walk of up to 0.5 miles to the building they work in. For some employees, it can be While no additional parking will be added over the next five years, nearly a mile walk from the metro to their work location. due to unforeseen and changing mission requirements and funding • The area adjacent to the WNY is not widely characterized restrictions, it is not possible to eliminate existing parking within the as a CEA as it has little office development and is adjacent timeframe of this installation TMP. Given this fact, non-compliance to a large amount of medium to low density residential to NCPC’s parking ratio will remain at the end of the near-term development. As the area continues to become more dense timeframe. and additional office development locates in the area, the WNY will work to gradually achieve parking ratios more in 7.1.2 Parking Compliance line with and in comparable timing as future high density Although unable to meet the NCPC recommended parking ratio development that is anticipated to be built over the next 20 goal for the near-term, the WNY is committed to reducing parking to 30 years. through the strategies documented in this report and committed • The sidewalks along M Street SE near the WNY are very to meeting the parking ratio in this plan in the long-term. As the narrow and are not designed to handle a high level of WNY strives to remain in compliance with federal objectives and pedestrian traffic. Furthermore, M Street SE is a high traffic standards by working to implement the near and long-term action volume street that makes pedestrian crossings difficult. items detailed in the TMP Mode Split Goals and Strategies Table As M Street SE becomes more multi-modal with future (Table 9 in Section 6.0) as funding allows, NDW requests that NCPC improvements, increased pedestrian activity can better be consider a revised long-term parking ratio goal of 1:4.5-5.0. This accommodated. alternate parking ratio goal would allow the WNY to adjust to high • The WNY is only 1.5 miles away from Ft. McNair and a levels of growth over the past decade, improving regional transpor- comparison of local installation parking compliance between tation systems, and a changing surrounding area that is continuing the two installations reveals stark differences. Fort McNair to become more dense, while still allowing the installation to focus is much closer to a Metrorail station (Waterfront) at only 0.3 on its mission. miles and contains 1,600 parking spaces for 1,800 employees. Fort McNair's parking ratio is nearly 1:1 and while the Current NCPC parking ratios were developed with consideration installation is not located in the CEA, it is instead within the to the overall quality of available transit services and walking Historic District area (1:4 parking ratio). distance conditions within the region. Given the relationship of
52 Washington Navy Yard I Transportation Management Plan TABLE 12 - TRANSIT WALKING DISTANCES In the future, DoD shuttle service may be implemented to supplement public transit making the last mile connection less DISTANCES TO METRORAIL STATIONS (MILES) of an inconvenience and supporting the more robust 1:5 parking ratio. Currently shuttles to transit services are not allowed to Green Line Orange & Blue Lines operate due to existing regulations and laws; however, demand Washington Navy Yard Eastern Potomac and cooperation with lawmakers can make shuttle service Navy Yard Gates and Buildings Market Avenue possible. Encouraging carpooling over the long-term will also 6th Street Gate 0.4 0.7 0.9 help achieve a lower ratio of SOV usage, thus reducing the overall number of cars on the road. Due to a lack of HOV facilities 9th Street Gate 0.6 0.6 0.7 adjacent to the installation, however, traffic between HOV facilities O Street Gate (Visitor Gate) 0.9 0.9 0.8 and the installation likely dissuades commuters from carpooling/ NAVSEA HQ (Bldg 197) 0.5 0.8 1.0 vanpooling. Improved HOV connections within D.C. would likely Building 33 0.6 0.9 1.0 draw additional employees into ridesharing. Navy Museum (Bldg 76) 0.8 0.8 0.9 7.1.3 Air Quality
NAVFAC Washington (Bldg 212) 0.8 0.7 0.8 One of the key issues behind reducing the number and/or distance Building 200 0.8 0.8 0.7 of vehicle trips in the region is the need to reduce the amount of Building 166 0.9 0.9 0.8 GHG emissions from vehicles. The recommendations, regulations, and Executive Orders (EO) relating to reducing GHG from motor As noted earlier, the walking distances from Metro stations to vehicles include: buildings on the WNY can be upwards of nearly a mile or a 15 • EO 13514 - a two percent per year reduction in GHG emis- to 20 minute walk from Metro to the building where they work. sions; With over 70 percent of RTV survey residents residing in counties • Energy and Independence Security Act of 2007 - a 20 percent that would require a transfer of Metrorail lines (counties without petroleum reduction by 2020 and 10 percent alternative fuel the Metro Green line), many employees have a long commute increase by 2020; via Metro and a “several-seat” commute (two or more modes of • Navy Energy Vision; transportation and/or transfers) (e.g., drive to metro, metro then • Telework Enhancement Act of 2010 - at least 20 percent of walk or metro then bus). the hours worked in every two administrative weeks to be via telecommuting; Additionally, the only direct non-Metro transit to the WNY is via • Maryland GHG Reduction Act of 2009 - a phased 25 percent local bus routes provided by the D.C. Circulator, Metrobuses, and reduction in GHG emissions by 2020; and three commuter buses (direct transit meaning within one quarter • MWCOG Region Forward - 20 percent GHG reduction (below mile). The D.C. Circulator and Metrobus lines only reach as far as 2005 levels) by 2020, 80 percent reduction below 2005 levels the Friendship Heights Metrorail station in Montgomery County by 2050. and the Southern Avenue Metrorail station in Prince George’s County. Therefore, "one seat" (one mode of transportation) The percentage of SOV trips commuting to the WNY on a daily transit commutes via local bus are limited to select areas of basis are expected to be reduced through the implementation of D.C. and travelers of three commuter bus lines. The remainder this TMP. As described above, it is estimated that mass transit of employees who live outside of walking distance to the local ridership is expected to increase and the telecommuting option buses in D.C. and those commuter bus riders who must drive to will be more highly utilized. Additionally, bike utilization should commuter bus lots will have at least a “two seat” commute (two increase by a small amount. These actions will help curtail mobile modes of transportation in addition to the commute to the bus). source air emissions caused by additional base user growth. The Transit usage declines dramatically when commuting time and ETC appointed at the WNY will continually and cooperatively work inconvenience increases by the number of transit modes and with local, state, and regional agencies to address air quality, transfers a commuter must take. Therefore the majority of traffic, and other environmental concerns. commuters are not granted the access to transit that would be expected within the “Central Employment Area (CEA)” as defined by the Comprehensive Plan. As such, until the area further develops with additional employment opportunities that will bring additional transit options, frequencies, and infrastructure and reduce transfers and mode switches, a slightly lower parking ratio range allows for the installation employees to adjust their commuting patterns over time.
53 Washington Navy Yard I Transportation Management Plan Intersection Level of Service (LOS) - Since the master plan does When updates or amendments to the TMP are made, it not provide additional parking spaces at the WNY and since the is important that quantifiable and reliable data are used TMP measures discussed above would reduce the number of for benchmarks for measuring the success of the TMP vehicle trips commuting to and from the WNY on a daily basis, it is moving forward. Effective benchmark data include: routine believed that the proposed master plan will not have a significant gate counts/classifications and vehicle occupancy counts, adverse impact on vehicular level of service at area intersections. employee surveys, and robust database management Also, note that the intersections along M Street SE that are systems (e.g., applications for MTBP, GRH, carpool/ vanpool, discussed in Section 2.12 above are expected to have capacity in parking permits, etc.). As funding permits, these data will be terms of overall intersection level of service in 2013 and thus could collected and included in any updates to the TMP, along with withstand a certain level of vehicular trips before reaching an LOS a discussion on progress and compliance with goals. of F where the intersection reaches its maximum capacity. 7.2 TMP Monitoring and Evaluation In order to guarantee a successful TMP, its implementation alone is not sufficient. The TMP needs to be monitored, evaluated, and restructured as necessary (based on potential command changes) and until proven effective. 7.2.1 Progress Monitoring and Annual Evaluation
Progress in achieving TMP goals and objectives will need to be continually monitored. It is recommended that the ETC work with installation and NDW management and staff to develop and implement systems where data can be collected on a continual basis. As discussed above, the ETC will prepare an Annual Report to management that would be based on the data collected during the year on the topics presented in this TMP (e.g., parking management, shuttle service, parking enforcement, transit subsidies, telecommuting, etc.) as funding permits. At a minimum, an employee survey and updates on the efforts to implement the near-term action strategies described in Table 9 should be included. Review of the number of carpools/vanpools and transit subsidy applications, shuttle riders, and parking permits will also serve as solid supporting data in determining whether any adjustments need to be made over time.
Whenever possible, the Annual Report should be structured to include metrics that can be tracked over time to indicate progress. The Annual Report will need to discuss progress and compliance with goals and could also include recommended next steps and funding or management decisions that are needed to continue improvement towards the objectives and goals of the TMP. Overall, the Annual Report would help management understand transportation issues and could facilitate or stimulate changes that need to occur over time. 7.2.2 Updating and Amending the TMP
As funding allows it is recommended that the TMP be updated and revised if significant employee population changes or mission changes occur beyond the 5-year time horizon of this plan. Updating the TMP should be coordinated with the Master Plan update, if possible, so that the update of both documents is performed simultaneously. Additionally, future editions of the TMP should consider the long-term outlook of the development capacity at the WNY to be included in the Master Plan in the recommended transportation management strategies and programs.
54 Washington Navy Yard I Transportation Management Plan 8.0 Summary and Conclusion Growth at the WNY can only be estimated with accuracy for the next five years. In that period of time the WNY population will grow minimally to 18,530 people. Not all of the measures included in this TMP will be needed to control SOV trips and parking, but appropriate measures can be implemented and adjusted over time starting with the primary measures found in Table 9. NDW is committed to reducing SOV trips, but due to unforeseen mission requirements and funding constraints, NDW will be limited in implementing recommendations in this TMP. Therefore, NDW cannot commit to implementing every recommendation in this TMP.
The first and most critical step will be to centralize parking and commuting under one function and appoint an ETC to manage and advocate the TMP. An enhanced parking management system and preferential parking spaces for carpool/vanpool vehicles will be important recommendations to implement as early as possible. Bicycle facilities can be improved and efforts can be made to increase the level of telecommuting at the tenant commands. More and better information will be made more easily available and the TMP performance will be monitored annually and a report written. As funding allows, the TMP will be updated and revised if significant employee population changes or mission changes occur beyond the 5-year time horizon of this plan. Combined, these measures will significantly decrease the number of SOV commuter trips to the WNY.
While the current 1:5 parking ratio for facilities in the Central Employment Area cannot be met in the near-term timeframe of this plan, the steps discussed above outline an aggressive and forward-thinking approach to controlling SOV use as the main mode of commuting to the facility. Taking the steps included in this TMP will allow the WNY to improve its compliance with federal planning requirements and achieve the goals and objectives of this report.
55 Washington Navy Yard I Transportation Management Plan THIS PAGE INTENTIONALLY LEFT BLANK APPENDIX A: GATE COUNT AND VEHICLE CLASSIFICATION DATA FOR THE WASHINGTON NAVY YARD
A1 Washington Navy Yard I Transportation Management Plan Vehicle Gate Counts
8th Street Gate (Ped Gate and Egress Only) 8th Street Gate (Ped Gate and Egress Only) AM Vehicles Vehicles PM Vehicles Vehicles In Out In Out 5:30 AM to 5:45 AM 0 3:00 PM to 3:15 PM 3 5:45 AM to 6:00 AM 0 3:15 PM to 3:30 PM 0 6:00 AM to 6:15 AM 0 3:30 PM to 3:45 PM 0 6:15 AM to 6:30 AM 0 3:45 PM to 4:00 PM 0 6:30 AM to 6:45 AM 1 4:00 PM to 4:15 PM 0 6:45 AM to 7:00 AM 0 4:15 PM to 4:30 PM 0 7:00 AM to 7:15 AM 0 4:30 PM to 4:45 PM 0 7:15 AM to 7:30 AM 0 4:45 PM to 5:00 PM 0 7:30 AM to 7:45 AM 1 5:00 PM to 5:15 PM 0 7:45 AM to 8:00 AM 1 5:15 PM to 5:30 PM 0 8:00 AM to 8:15 AM 1 5:30 PM to 5:45 PM 0 8:15 AM to 8:30 AM 0 5:45 PM to 6:00 PM 0 8:30 AM to 8:45 AM 0 6:00 PM to 6:15 PM 0 8:45 AM to 9:00 AM 0 6:15 PM to 6:30 PM 0 9:00 AM to 9:15 AM 0 6:30 PM to 6:45 PM 0 9:15 AM to 9:30 AM 0 6:45 PM to 7:00 PM 2 Total 04 Total 05
N Street at 11th Street Gate N Street at 11th Street Gate AM Vehicles Vehicles PM Vehicles Vehicles In Out In Out 5:30 AM to 5:45 AM 98 0 3:00 PM to 3:15 PM 0 64 5:45 AM to 6:00 AM 154 0 3:15 PM to 3:30 PM 0 72 6:00 AM to 6:15 AM 171 1 3:30 PM to 3:45 PM 0 110 6:15 AM to 6:30 AM 171 0 3:45 PM to 4:00 PM 0 73 6:30 AM to 6:45 AM 145 1 4:00 PM to 4:15 PM 0 90 6:45 AM to 7:00 AM 131 0 4:15 PM to 4:30 PM 0 87 7:00 AM to 7:15 AM 96 0 4:30 PM to 4:45 PM 0 84 7:15 AM to 7:30 AM 92 0 4:45 PM to 5:00 PM 0 78 7:30 AM to 7:45 AM 52 0 5:00 PM to 5:15 PM 0 70 7:45 AM to 8:00 AM 22 0 5:15 PM to 5:30 PM 0 38 8:00 AM to 8:15 AM 19 4 5:30 PM to 5:45 PM 0 44 8:15 AM to 8:30 AM 8 0 5:45 PM to 6:00 PM 0 30 8:30 AM to 8:45 AM 15 0 6:00 PM to 6:15 PM Gate closed at 6:00 8:45 AM to 9:00 AM 12 0 6:15 PM to 6:30 PM 9:00 AM to 9:15 AMGate closed at 9:00 6:30 PM to 6:45 PM 9:15 AM to 9:30 AM 6:45 PM to 7:00 PM Total 1186 6 Total 0 840
Gate at 11th Street and Water Street (O Street) Gate at 11th Street and Water Street (O Street) AM Vehicles Vehicles PM Vehicles Vehicles In Out In Out 5:30 AM to 5:45 AM 30 0 3:00 PM to 3:15 PM 0 32 5:45 AM to 6:00 AM 42 3 3:15 PM to 3:30 PM 9 30 6:00 AM to 6:15 AM 52 2 3:30 PM to 3:45 PM 7 57 6:15 AM to 6:30 AM 65 1 3:45 PM to 4:00 PM 6 42 6:30 AM to 6:45 AM 56 1 4:00 PM to 4:15 PM 5 53 6:45 AM to 7:00 AM 88 1 4:15 PM to 4:30 PM 4 51 7:00 AM to 7:15 AM 97 1 4:30 PM to 4:45 PM 7 53 7:15 AM to 7:30 AM 95 0 4:45 PM to 5:00 PM 2 38 7:30 AM to 7:45 AM 75 1 5:00 PM to 5:15 PM 5 39 7:45 AM to 8:00 AM 66 2 5:15 PM to 5:30 PM 1 19 8:00 AM to 8:15 AM 31 1 5:30 PM to 5:45 PM 2 18 8:15 AM to 8:30 AM 22 1 5:45 PM to 6:00 PM 0 19 8:30 AM to 8:45 AM 15 3 6:00 PM to 6:15 PM Gate closed at 6:00 8:45 AM to 9:00 AM 2 0 6:15 PM to 6:30 PM 9:00 AM to 9:15 AM 19 0 6:30 PM to 6:45 PM 9:15 AM to 9:30 AM 18 2 6:45 PM to 7:00 PM Total 773 19 Total 48 451 Vehicle Gate Counts (continued)
Gate at 9th Street at M Street Gate at 9th Street at M Street AM Vehicles Vehicles PM Vehicles Vehicles In Out In Out 5:30 AM to 5:45 AM 74 2 3:00 PM to 3:15 PM 16 14 5:45 AM to 6:00 AM 89 6 3:15 PM to 3:30 PM 12 61 6:00 AM to 6:15 AM 102 8 3:30 PM to 3:45 PM 8 60 6:15 AM to 6:30 AM 119 8 3:45 PM to 4:00 PM 15 77 6:30 AM to 6:45 AM 112 15 4:00 PM to 4:15 PM 11 79 6:45 AM to 7:00 AM 104 12 4:15 PM to 4:30 PM 5 72 7:00 AM to 7:15 AM 88 11 4:30 PM to 4:45 PM 9 65 7:15 AM to 7:30 AM 101 6 4:45 PM to 5:00 PM 5 67 7:30 AM to 7:45 AM 78 11 5:00 PM to 5:15 PM 3 60 7:45 AM to 8:00 AM 49 13 5:15 PM to 5:30 PM 6 50 8:00 AM to 8:15 AM 34 15 5:30 PM to 5:45 PM 1 49 8:15 AM to 8:30 AM 25 10 5:45 PM to 6:00 PM 4 28 8:30 AM to 8:45 AM 23 22 6:00 PM to 6:15 PM 31 8:45 AM to 9:00 AM 15 11 6:15 PM to 6:30 PM 17 Gate closed at 6:00 but 9:00 AM to 9:15 AM 15 22 6:30 PM to 6:45 PM out permited until 6:30 9:15 AM to 9:30 AM 14 15 6:45 PM to 7:00 PM Total 1042 187 Total 95 730
Gate at M Street and Isaac Hull Drive Gate at M Street and Isaac Hull Drive AM Vehicles Vehicles PM Vehicles Vehicles In Out In Out 5:30 AM to 5:45 AM 112 1 3:00 PM to 3:15 PM 24 113 5:45 AM to 6:00 AM 168 0 3:15 PM to 3:30 PM 17 89 6:00 AM to 6:15 AM 197 5 3:30 PM to 3:45 PM 25 135 6:15 AM to 6:30 AM 230 4 3:45 PM to 4:00 PM 21 107 6:30 AM to 6:45 AM 167 4 4:00 PM to 4:15 PM 15 165 6:45 AM to 7:00 AM 183 0 4:15 PM to 4:30 PM 19 99 7:00 AM to 7:15 AM 112 0 4:30 PM to 4:45 PM 18 99 7:15 AM to 7:30 AM 128 0 4:45 PM to 5:00 PM 10 82 7:30 AM to 7:45 AM 64 8 5:00 PM to 5:15 PM 15 84 7:45 AM to 8:00 AM 67 10 5:15 PM to 5:30 PM 7 53 8:00 AM to 8:15 AM 43 3 5:30 PM to 5:45 PM 10 48 8:15 AM to 8:30 AM 40 6 5:45 PM to 6:00 PM 18 24 8:30 AM to 8:45 AM 24 3 6:00 PM to 6:15 PM 8 52 8:45 AM to 9:00 AM 30 10 6:15 PM to 6:30 PM 10 46 9:00 AM to 9:15 AM 19 8 6:30 PM to 6:45 PM 3 76 9:15 AM to 9:30 AM 26 7 6:45 PM to 7:00 PM 13 69 Total 1610 69 Total 233 1341 Pedestrian Gate Counts
8th Street Gate (Ped Gate and Egress Only) 8th Street Gate (Ped Gate and Egress Only) AM Peds Peds PM Peds Peds In Out In Out 5:30 AM to 5:45 AM 1 0 3:00 PM to 3:15 PM 0 0 5:45 AM to 6:00 AM 0 0 3:15 PM to 3:30 PM 2 2 6:00 AM to 6:15 AM 0 0 3:30 PM to 3:45 PM 2 0 6:15 AM to 6:30 AM 0 0 3:45 PM to 4:00 PM 0 2 6:30 AM to 6:45 AM 0 0 4:00 PM to 4:15 PM 0 0 6:45 AM to 7:00 AM 0 0 4:15 PM to 4:30 PM 0 2 7:00 AM to 7:15 AM 0 0 4:30 PM to 4:45 PM 0 0 7:15 AM to 7:30 AM 3 0 4:45 PM to 5:00 PM 0 0 7:30 AM to 7:45 AM 1 0 5:00 PM to 5:15 PM 0 0 7:45 AM to 8:00 AM 0 4 5:15 PM to 5:30 PM 0 1 8:00 AM to 8:15 AM 0 0 5:30 PM to 5:45 PM 0 0 8:15 AM to 8:30 AM 0 0 5:45 PM to 6:00 PM 0 2 8:30 AM to 8:45 AM 0 1 6:00 PM to 6:15 PM 2 1 8:45 AM to 9:00 AM 0 0 6:15 PM to 6:30 PM 0 0 9:00 AM to 9:15 AM 0 0 6:30 PM to 6:45 PM 1 0 9:15 AM to 9:30 AM 0 0 6:45 PM to 7:00 PM 0 0 Total 55 Total 710
N Street at 11th Street Gate N Street at 11th Street Gate AM Peds Peds PM Peds Peds In Out In Out 5:30 AM to 5:45 AM 0 0 3:00 PM to 3:15 PM 0 0 5:45 AM to 6:00 AM 0 0 3:15 PM to 3:30 PM 0 0 6:00 AM to 6:15 AM 0 0 3:30 PM to 3:45 PM 0 0 6:15 AM to 6:30 AM 0 0 3:45 PM to 4:00 PM 0 0 6:30 AM to 6:45 AM 0 0 4:00 PM to 4:15 PM 0 0 6:45 AM to 7:00 AM 0 0 4:15 PM to 4:30 PM 0 0 7:00 AM to 7:15 AM 0 0 4:30 PM to 4:45 PM 0 0 7:15 AM to 7:30 AM 0 0 4:45 PM to 5:00 PM 0 0 7:30 AM to 7:45 AM 0 0 5:00 PM to 5:15 PM 0 0 7:45 AM to 8:00 AM 0 0 5:15 PM to 5:30 PM 0 0 8:00 AM to 8:15 AM 0 0 5:30 PM to 5:45 PM 0 0 8:15 AM to 8:30 AM 0 0 5:45 PM to 6:00 PM 0 0 8:30 AM to 8:45 AM 0 0 6:00 PM to 6:15 PM Gate closed at 6:00 8:45 AM to 9:00 AMGate closed at 9:00 6:15 PM to 6:30 PM 9:00 AM to 9:15 AM 6:30 PM to 6:45 PM 9:15 AM to 9:30 AM 6:45 PM to 7:00 PM Total 00 Total 00
Gate at 11th Street and Water Street (O Street) Gate at 11th Street and Water Street (O Street) AM Peds Peds PM Peds Peds In Out In Out 5:30 AM to 5:45 AM 3 0 3:00 PM to 3:15 PM 3 9 5:45 AM to 6:00 AM 6 2 3:15 PM to 3:30 PM 4 8 6:00 AM to 6:15 AM 4 0 3:30 PM to 3:45 PM 4 5 6:15 AM to 6:30 AM 8 1 3:45 PM to 4:00 PM 4 12 6:30 AM to 6:45 AM 11 3 4:00 PM to 4:15 PM 12 10 6:45 AM to 7:00 AM 10 2 4:15 PM to 4:30 PM 2 23 7:00 AM to 7:15 AM 11 1 4:30 PM to 4:45 PM 5 12 7:15 AM to 7:30 AM 11 1 4:45 PM to 5:00 PM 0 10 7:30 AM to 7:45 AM 10 26 5:00 PM to 5:15 PM 1 11 7:45 AM to 8:00 AM 21 3 5:15 PM to 5:30 PM 0 7 8:00 AM to 8:15 AM 45 3 5:30 PM to 5:45 PM 0 9 8:15 AM to 8:30 AM 14 3 5:45 PM to 6:00 PM 0 2 8:30 AM to 8:45 AM 10 2 6:00 PM to 6:15 PM 0 0 8:45 AM to 9:00 AM 4 1 6:15 PM to 6:30 PM 0 0 9:00 AM to 9:15 AM 10 2 6:30 PM to 6:45 PM 0 0 9:15 AM to 9:30 AM 10 2 6:45 PM to 7:00 PM 0 0 Total 188 52 Total 35 118 Pedestrian Gate Counts (continued)
Gate at 9th Street at M Street Gate at 9th Street at M Street AM Peds Peds PM Peds Peds In Out In Out 5:30 AM to 5:45 AM 35 0 3:00 PM to 3:15 PM 2 5 5:45 AM to 6:00 AM 44 0 3:15 PM to 3:30 PM 4 46 6:00 AM to 6:15 AM 29 3 3:30 PM to 3:45 PM 6 60 6:15 AM to 6:30 AM 44 7 3:45 PM to 4:00 PM 6 57 6:30 AM to 6:45 AM 46 4 4:00 PM to 4:15 PM 6 61 6:45 AM to 7:00 AM 72 3 4:15 PM to 4:30 PM 0 61 7:00 AM to 7:15 AM 59 10 4:30 PM to 4:45 PM 3 63 7:15 AM to 7:30 AM 56 7 4:45 PM to 5:00 PM 5 62 7:30 AM to 7:45 AM 76 2 5:00 PM to 5:15 PM 2 45 7:45 AM to 8:00 AM 40 10 5:15 PM to 5:30 PM 3 54 8:00 AM to 8:15 AM 51 5 5:30 PM to 5:45 PM 3 29 8:15 AM to 8:30 AM 44 3 5:45 PM to 6:00 PM 1 32 8:30 AM to 8:45 AM 37 13 6:00 PM to 6:15 PM 3 26 8:45 AM to 9:00 AM 34 3 6:15 PM to 6:30 PM 0 20 9:00 AM to 9:15 AM 22 7 6:30 PM to 6:45 PM 0 15 9:15 AM to 9:30 AM 31 7 6:45 PM to 7:00 PM 0 7 Total 720 84 Total 44 643
Gate at M Street and Isaac Hull Drive Gate at M Street and Isaac Hull Drive AM Peds Peds PM Peds Peds In Out In Out 5:30 AM to 5:45 AM 44 8 3:00 PM to 3:15 PM 15 106 5:45 AM to 6:00 AM 39 5 3:15 PM to 3:30 PM 8 144 6:00 AM to 6:15 AM 52 7 3:30 PM to 3:45 PM 9 157 6:15 AM to 6:30 AM 77 3 3:45 PM to 4:00 PM 6 146 6:30 AM to 6:45 AM 113 1 4:00 PM to 4:15 PM 10 207 6:45 AM to 7:00 AM 179 1 4:15 PM to 4:30 PM 1 186 7:00 AM to 7:15 AM 194 7 4:30 PM to 4:45 PM 8 165 7:15 AM to 7:30 AM 215 6 4:45 PM to 5:00 PM 0 153 7:30 AM to 7:45 AM 220 6 5:00 PM to 5:15 PM 3 98 7:45 AM to 8:00 AM 211 6 5:15 PM to 5:30 PM 3 133 8:00 AM to 8:15 AM 169 14 5:30 PM to 5:45 PM 1 73 8:15 AM to 8:30 AM 246 8 5:45 PM to 6:00 PM 4 44 8:30 AM to 8:45 AM 120 16 6:00 PM to 6:15 PM 4 41 8:45 AM to 9:00 AM 153 22 6:15 PM to 6:30 PM 3 28 9:00 AM to 9:15 AM 97 20 6:30 PM to 6:45 PM 1 25 9:15 AM to 9:30 AM 73 18 6:45 PM to 7:00 PM 2 23 Total 2202 148 Total 78 1729
AM Peak Pedestrians In 1366 TOTAL PEDESTRIANS IN 3115 Inbound Volumes only for All Data on this Page
N Street at 11th Street Gate AM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Total Number of Occupants Number of Occupants Number of Occupants Number of Occupants People 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total (truck=1) 5:30 AM to 5:45 AM9170000000000000098105 5:45 AM to 6:00 AM1381400200000000000154168 6:00 AM to 6:15 AM1482210000000000000171195 6:15 AM to 6:30 AM1531602000000000000171193 6:30 AM to 6:45 AM136801000000000000145156 6:45 AM to 7:00 AM124600001000000000131137 7:00 AM to 7:15 AM9130100000100000096102 7:15 AM to 7:30 AM884000000000000009296 7:30 AM to 7:45 AM483001000000000005255 7:45 AM to 8:00 AM175000000000000002227 8:00 AM to 8:15 AM181000000000000001920 8:15 AM to 8:30 AM80000000000000008 8 8:30 AM to 8:45 AM150000000000000001515 8:45 AM to 9:00 AM120000000000000001212 9:00 AM to 9:15 AM Gate closed at 9 AM 0 9:15 AM to 9:30 AM 0 1087 89 143010010000001186 1289 Passenger cars 1181 Small/Large Truck Total 5 0 Total People 1087 178 3 16 00001284 no trucks N Street at 11th Street Gate PM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Number of Occupants Number of Occupants Number of Occupants Number of Occupants 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total 3:00 PM to 3:15 PM0000000000000000 0 3:15 PM to 3:30 PM0000000000000000 0 3:30 PM to 3:45 PM0000000000000000 0 3:45 PM to 4:00 PM0000000000000000 0 4:00 PM to 4:15 PM0000000000000000 0 4:15 PM to 4:30 PM0000000000000000 0 4:30 PM to 4:45 PM0000000000000000 0 4:45 PM to 5:00 PM0000000000000000 0 5:00 PM to 5:15 PM0000000000000000 0 5:15 PM to 5:30 PM0000000000000000 0 5:30 PM to 5:45 PM0000000000000000 0 5:45 PM to 6:00 PM0000000000000000 0 6:00 PM to 6:15 PM Gate closed at 6:00 6:15 PM to 6:30 PM 6:30 PM to 6:45 PM 6:45 PM to 7:00 PM 0000000000000000 0 Passenger cars 0 Small/Large Truck Total 0 0 Gate at 11th Street and Water Street (O Street) AM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Total Number of Occupants Number of Occupants Number of Occupants Number of Occupants People 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total (truck=1) 5:30 AM to 5:45 AM270003000000000003030 5:45 AM to 6:00 AM382001100000000004244 6:00 AM to 6:15 AM510000100000000005252 6:15 AM to 6:30 AM613001000000000006568 6:30 AM to 6:45 AM514001000000000005660 6:45 AM to 7:00 AM853000000000000008891 7:00 AM to 7:15 AM942001000000000009799 7:15 AM to 7:30 AM923000000000000009598 7:30 AM to 7:45 AM703101000000000007580 7:45 AM to 8:00 AM632100000000000006670 8:00 AM to 8:15 AM291001000000000003132 8:15 AM to 8:30 AM201001000000000002223 8:30 AM to 8:45 AM111021000000000001522 8:45 AM to 9:00 AM20000000000000002 2 9:00 AM to 9:15 AM162000010000000001921 9:15 AM to 9:30 AM161001000000000001819 72628221221000000000773811 Passenger cars 758 Small/Large Truck Total 15 0 Total People 726 56 6 8 0000796 no trucks Gate at 11th Street and Water Street (O Street) PM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Number of Occupants Number of Occupants Number of Occupants Number of Occupants 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total 3:00 PM to 3:15 PM0000000000000000 0 3:15 PM to 3:30 PM9000000000000000 9 3:30 PM to 3:45 PM6100000000000000 7 3:45 PM to 4:00 PM5100000000000000 6 4:00 PM to 4:15 PM4100000000000000 5 4:15 PM to 4:30 PM3010000000000000 4 4:30 PM to 4:45 PM5200000000000000 7 4:45 PM to 5:00 PM0200000000000000 2 5:00 PM to 5:15 PM3100010000000000 5 5:15 PM to 5:30 PM1000000000000000 1 5:30 PM to 5:45 PM2000000000000000 2 5:45 PM to 6:00 PM0000000000000000 0 6:00 PM to 6:15 PM Gate closed at 6:00 0 6:15 PM to 6:30 PM 0 6:30 PM to 6:45 PM 0 6:45 PM to 7:00 PM 0 3881001000000000048 Passenger cars 47 Small/Large Truck Total 1 0 Gate at 9th Street at M Street AM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Total Number of Occupants Number of Occupants Number of Occupants Number of Occupants People 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total (truck=1) 5:30 AM to 5:45 AM695000000000000007479 5:45 AM to 6:00 AM788002001000000008997 6:00 AM to 6:15 AM96600000000000000102108 6:15 AM to 6:30 AM1071100100000000000119130 6:30 AM to 6:45 AM103500100002100000112117 6:45 AM to 7:00 AM99500000000000000104109 7:00 AM to 7:15 AM806200000000000008898 7:15 AM to 7:30 AM98210000000000000101105 7:30 AM to 7:45 AM735000000000000007883 7:45 AM to 8:00 AM443001000000000014956 8:00 AM to 8:15 AM283001000100010003437 8:15 AM to 8:30 AM241000000000000002526 8:30 AM to 8:45 AM202001000000000002325 8:45 AM to 9:00 AM141000000000000001516 9:00 AM to 9:15 AM112002000000000001517 9:15 AM to 9:30 AM121001000000000001415 956663010001121010011042 1118 Passenger cars 1025 Small/Large Truck Total 15 2 Total People 956 132 9 0 10051103 no trucks Gate at 9th Street at M Street PM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Number of Occupants Number of Occupants Number of Occupants Number of Occupants 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total 3:00 PM to 3:15 PM951000001000000016 3:15 PM to 3:30 PM831000000000000012 3:30 PM to 3:45 PM7100000000000000 8 3:45 PM to 4:00 PM1120010000000001015 4:00 PM to 4:15 PM830000000000000011 4:15 PM to 4:30 PM4000000000000001 5 4:30 PM to 4:45 PM7100000000000001 9 4:45 PM to 5:00 PM2200000010000000 5 5:00 PM to 5:15 PM3000000000000000 3 5:15 PM to 5:30 PM5100000000000000 6 5:30 PM to 5:45 PM0000000010000000 1 5:45 PM to 6:00 PM3100000000000000 4 6:00 PM to 6:15 PM Gate closed at 6:00 0 6:15 PM to 6:30 PM 0 6:30 PM to 6:45 PM 0 6:45 PM to 7:00 PM 0 67192010003000001295 Passenger cars 88 Small/Large Truck Total 4 3 Gate at M Street and Isaac Hull Drive AM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Total Number of Occupants Number of Occupants Number of Occupants Number of Occupants People 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total (truck=1) 5:30 AM to 5:45 AM105500000000000011112123 5:45 AM to 6:00 AM159800000000000100168177 6:00 AM to 6:15 AM1851000000000000200197209 6:15 AM to 6:30 AM2051301010000003412230260 6:30 AM to 6:45 AM1432001000000000210167194 6:45 AM to 7:00 AM14127100000000001310183227 7:00 AM to 7:15 AM921810100000000000112132 7:15 AM to 7:30 AM1081412000000000201128156 7:30 AM to 7:45 AM557200000000000006475 7:45 AM to 8:00 AM559100000000002006780 8:00 AM to 8:15 AM3011020000000000004360 8:15 AM to 8:30 AM308010000000000014055 8:30 AM to 8:45 AM204000000000000002428 8:45 AM to 9:00 AM196200000000010023048 9:00 AM to 9:15 AM153000000000010001922 9:15 AM to 9:30 AM185000000000011012636 1380 168 8711000000627481610 1882 Passenger cars 1563 Small/Large Truck Total 2 45 Total People 1380 336 24 28 6 5412401880 no trucks Gate at M Street and Isaac Hull Drive PM Time Passenger Cars Small Trucks Large Trucks Transit Vehicles Number of Occupants Number of Occupants Number of Occupants Number of Occupants 1 2 3 >3 1 2 3 >3 1 2 3 >3 1 2 3 >3 Total 3:00 PM to 3:15 PM1822100010000000024 3:15 PM to 3:30 PM1420000000000000117 3:30 PM to 3:45 PM1822010000000100125 3:45 PM to 4:00 PM1540010000000000121 4:00 PM to 4:15 PM1210000000000200015 4:15 PM to 4:30 PM861001020000000119 4:30 PM to 4:45 PM1221000010000200018 4:45 PM to 5:00 PM811000000000000010 5:00 PM to 5:15 PM930000010000110015 5:15 PM to 5:30 PM6100000000000000 7 5:30 PM to 5:45 PM710000010000100010 5:45 PM to 6:00 PM1340010000000000018 6:00 PM to 6:15 PM5300000000000000 8 6:15 PM to 6:30 PM730000000000000010 6:30 PM to 6:45 PM1100000000000100 3 6:45 PM to 7:00 PM1210000000000000013 1653771310600007204233 Passenger cars 210 Small/Large Truck Total 10 13 Total vehicles 4987 Total Trucks In 52 Total Transit In 63 Total Total Passenger cars 4872 Total Transit AM 47 People Total SOVs 4419 88.6104 percent of total (truck=1) 5100 Inbound Total vehicles AM 4611 Total People in Vehicles (NO trucks) 5063 Total Passenger cars AM 4527 Total Vehicles (NO trucks) 4574 Total SOVs AM 4149 89.9805 percent of total in AM Average Vhicle Occupany (NO Trucks) 1.107 Multi‐Occupancy Vehicles AM 425 THIS PAGE INTENTIONALLY LEFT BLANK APPENDIX B: TRANSPORTATION SURVEY FOR THE WASHINGTON NAVY YARD
Washington Navy Yard I Transportation Management Plan A2B1 NAVFAC Washington requests your participation in a survey relating to transportation options for commuting and inter-installation (between bases) travel. The survey should take about 5-10 minutes and will help inform decisions both across the region and for individual installations/bases.
Please complete all the questions. The survey is divided into three short sections; section 1 with general questions about you, section 2 with questions specific to your base/installation, and section 3 with questions about your daily commute.
Thank you for your assistance in improving the commuter and local business travel experience for employees in the NDW region!
1. What is your HOME zip code (+ four digit extension, if known)?
Zip Code + 4 if known
2. Are you: Military? Civilian? Semi-Permanent Contractor? Other contractor? Other (please specify)
3. At which base or installation are you based or do you usually work? Washington Navy Yard Naval Support Activity Bethesda Joint Base Anacostia-Bolling Naval Research Laboratory Naval Support Facility Suitland Naval Support Facility Naval Observatory Naval Support Facility Carderock Naval Support Facility Arlington Naval Support Facility Dahlgren Naval Support Facility Indian Head Naval Support Facility Annapolis Naval Research Lab Chesapeake Beach Naval Air Station Patuxent River Naval Recreation Center Solomons Island Outlying Landing Field Webster Other (please specify)
These are questions specific to the Washington Navy Yard. *Note to Navy Yard Employees* Please answer the survey questions based on normal circumstances and not on the unusual parking situation that has been encountered during the first few weeks of January.
4. By which gate do you usually ENTER the base?
O Street Gate N Street Gate Isaac Hull/6th Street Gate 9th Street Gate Latrobe/Tingey Gate Other (please specify)
5. By which gate do you usually LEAVE the base? 2. Washington Navy Yard O Street Gate
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N Street Gate Isaac Hull/6th Street Gate 9th Street Gate Latrobe/Tingey Gate Other (please specify)
6. In performing your work duties which other NDW installations or bases do you regularly visit (weekly or more often)? (check all that apply)
I don't travel to other bases Naval Support Activity Bethesda Joint Base Anacostia-Bolling Naval Research Laboratory Naval Support Facility Suitland Naval Support Facility Naval Observatory Naval Support Facility Carderock Naval Support Facility Arlington Naval Support Facility Dahlgren Naval Support Facility Indian Head Naval Support Facility Annapolis Naval Research Lab Chesapeake Beach Naval Air Station Patuxent River Naval Recreation Center Solomons Island Outlying Landing Field Webster Other (please specify)
7. Are you aware of the Metropolitan Washington Council of Governments’ (MWCOG) guaranteed ride home program that is available to carpool riders and transit users and have you signed up for it? If you would like more information about guaranteed ride home, copy this URL and paste it into another window on your browser: http://www.mwcog.org/commuter2/commuter/grh/index.html Not aware of it Aware, not signed up Aware, signed up Have used it
8. Do you use public transit (rail, bus, light rail, etc.) for non-work purposes? Yes No
9. IN PERIODS OF GOOD WEATHER, what are your main modes of transportation to work on a weekly basis? Check all that apply. (If you walk or drive and then take transit, check boxes on both rows.) 18. Questions common to all installations 1 day 2 days 3 days 4 days 5 days 6 days 7 days Drive alone Metro Rail Commuter bus
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Public transit or circulator bus Shuttle bus Carpool or vanpool Bicycle Walk Telecommute Other
10. IN PERIODS OF COLD OR POOR WEATHER, what are your main modes of transportation to work on a weekly basis? Check all that apply. (If you walk or drive and then take transit, check boxes on both rows.)
1 day 2 days 3 days 4 days 5 days 6 days 7 days Drive alone Metro Rail Commuter bus Public transit or circulator bus Shuttle bus Carpool or vanpool Bicycle Walk Telecommute Other Other (please specify)
11. Are you currently receiving the Federal Mass Transit Fringe Benefits Program? (This is a subsidy to federal employees of up to $230/month for mass transit and vanpool commuting costs.)
No, I've chosen not to or I have a parking pass instead. No, not aware of the program. Yes, and it covers ALL of my commuting costs. Yes, and it covers SOME of my commuting costs. Not applicable, I'm not a federal employee. I do carpool/vanpool I prefer mass transit, walking, or biking I am concerned about how I would leave early in the event of an emergency (or how I would get a ride home if my driver had an emergency)
12. What is the main reason you are currently not utilizing carpool/vanpool options? I prefer to commute by myself I work inconsistent hours, limited possibilities to carpool/vanpool I have tried to join a car/vanpool but have been unsuccessful I do not know where/how to apply I have before or after work obligations (daycare, 2nd job, school, etc.) I need my vehicle for meetings during the day Other (please specify)
13. What is your usual work start time? 0100-0159 74 | Page
0200-0259 0300-0359 0400-0459 0500-0559 0600-0659 0700-0759 0800-0859 0900-0959 1000-1059 1100-1159 1200-1259 1300-1359 1400-1459 1500-1559 1600-1659 1700-1759 1800-1859 1900-1959 2000-2059 2100-2159 2200-2259 2300-2359 2400-0059
14. What is your usual work ending time? 0100-0159 0200-0259 0300-0359 0400-0459 0500-0559 0600-0659 0700-0759 0800-0859 0900-0959 1000-1059 1100-1159 1200-1259 1300-1359 1400-1459 1500-1559 1600-1659 1700-1759 1800-1859 1900-1959 2000-2059 2100-2159 2200-2259 2300-2359 2400-0059
15. If you primarily drive alone, vanpool, or carpool to work, where do you usually park?
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On base Off base Not applicable to me, I don't normally drive, vanpool, or carpool to work
16. If you park on installation, do you park in a designated space or any available?
Designated CARPOOL/VANPOOL space Designated space or group of spaces (e.g., Executive) Any available space
17. If you drive alone to work and park off-installation how much do you pay for parking?
Not applicable to me Free - no cost to me Less than $5.00 per day ($110 per mo) $5.00 per day ($110 per mo) to $7.49 per day ($163 per mo) $7.50 per day ($164 per mo) to $9.99 per day ($217 per mo) $10.00 per day ($218 per mo) or more
18. If you drive alone or ride in a car/van pool, how far is the walk from your parking location to your normal work station? 19. All Users, Page 2 Not applicable to me, I walk, bicycle, use transit, etc. Less than 3 minutes 3 to 5 minutes 5 to 10 minutes More than 10 minutes Not applicable to me, I walk, bicycle, use transit, etc.
19. In your opinion, would your job duties allow you to use an alternate work schedule (AWS) such as four 10-hour days, work 9 hours/day with every other Friday off, etc.?
Yes, and I DO currently work an AWS Yes, but I CHOOSE NOT to work an AWS Yes, but I DO NOT HAVE THE OPTION of an AWS No, but I WOULD be interested in an AWS otherwise No, and I WOULD NOT be interested in an AWS
20. In your opinion, would your job duties allow you to work from home (telecommute) one or more days per week, if it were an option?
Yes, and I WOULD consider teleworking if offered Yes, but I WOULD NOT consider teleworking Yes, and I currently telework (at times) No, but I WOULD otherwise consider teleworking No, and I WOULD NOT consider teleworking 76 | Page
21. If reliable shuttle service were available from nearby transit hubs (bus, train, etc) to your work location would you be more inclined to use mass transportation?
No, I walk or bike to work No Not Likely Possibly Very Likely Yes I already use transit
22. If made available by your employer, would more flexible work hours or days such as a shift schedule with the option to work 0600-01400 or 1400-2200 benefit you in balancing your home and work schedule?
No Not Likely Possibly Very Likely Yes I already work flex hours
23. If additional bicycle-friendly amenities (e.g. covered racks, permanent lockers, changing/shower areas) were made available would you consider bicycling to work (either starting or doing so more often)?
No Not Likely Possibly Very Likely Yes Biking amenities are not the main issue for me.
24. In the space below, please include questions, comments, and/or suggestions for improving transportation at your installation. Your comments will be carefully considered by the transportation planning team. All comments are anonymous.
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