The Dhs Headquarters Consolidation at St. Elizabeths Transportation Management Program Washington, Dc

THE DHS HEADQUARTERS CONSOLIDATION AT ST. ELIZABETHS TRANSPORTATION MANAGEMENT PROGRAM WASHINGTON, DC

December 4, 2008

THE DHS HEADQUARTERS CONSOLIDATION AT ST. ELIZABETHS TRANSPORTATION MANAGEMENT PROGRAM WASHINGTON, DC

December 4, 2008

The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

TABLE OF CONTENTS

I. EXECUTIVE SUMMARY ...... I-1

1. INTRODUCTION ...... 1

2. PROJECT OVERVIEW ...... 2

3. EXISTING TRANSPORTATION CONDITIONS...... 3 Roadway Network ...... 3 Transit Facilities...... 7 Metrobus ...... 7 Metrorail...... 9 Pedestrian and Bicycle Facilities ...... 11 Pedestrian Facilities ...... 11 Existing Roadway Intersection Capacity Analysis...... 14

4. NO ACTION TRANSPORTATION CONDITIONS ...... 17 Planned Development Projects ...... 17 Planned Transportation Roadway Projects ...... 18 Planned Transit Projects ...... 21 Planned Bicycle Access Improvements...... 24 No Action Capacity Analysis...... 25

5. MASTER PLAN AND TRANSPORTATION ALTERNATIVES ...... 28 Site Access...... 28 MLK Avenue Access...... 32 Firth Sterling Avenue Access ...... 35 Vehicle Circulation ...... 37 Shuttle Operations...... 37 Interchange Design Alternatives at I-295/Malcolm X Avenue ...... 39

6. INITIATING THE TRANSPORTATION MANAGEMENT PROGRAM...... 44 Goals and Objectives ...... 44 Work Setting ...... 45 Employee Commuting Travel Patterns...... 45 DHS Commuter Surveys ...... 46

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Directional Trip Distribution...... 46 Commuter Peak Hours...... 49 Base Conditions ...... 49 Recommended Objectives - DHS Commuter Travel Mode Characteristics ...... 50 Recommended Objectives – St Elizabeths West Campus Employee Parking Space Requirements...... 52

7. TRANSPORTATION DEMAND MANAGEMENT (TDM) STRATEGIES...... 53 Selecting and Implementing TDM Strategies...... 53 Monitoring & Evaluation...... 59

8. FUTURE TRANSPORTATION CONDITIONS...... 59 Build-Out Traffic Operations...... 60 Freeway Analysis...... 62 Pedestrian and Bicycle Facilities ...... 62 Transit ...... 63

9. DHS TRANSPORTATION CHALLENGES & OPPORTUNITES...... 65

APPENDIX

A.1. DHS & USCG COMMUTER SURVEY RESULTS

A.2. EXISTING TRAFFIC CONDITIONS

A.3. NO-ACTION OUT TRAFFIC CONDITIONS

A.4 2016 BUILD TRAFFIC CONDITIONS

A.5. NOMENCLATURE / GLOSSARY OF TERMS

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LIST OF FIGURES

Figure 3.1 Regional Roadway Network Figure 3.2 Site Access and Local Roadway Network Figure 3.3 Metrobus Routes Figure 3.4 Metrobus Stop Locations on Martin Luther King Jr. Avenue Figure 3.5 Walking Time and Distance from Metrorail Stations Figure 3.6 Pedestrian Conditions Figure 3.7 Bicycle Facilities Figure 3.8 Study Area Intersections Figure 4.1 Planned Transportation Roadway Projects Figure 4.2 Planned Anacostia Street Car Alignment and Stops Figure 5.1 St. Elizabeths West Campus Alternative 5 – Site Plan Figure 5.2 Parking Locations Figure 5.3 Martin Luther King Jr. Avenue Turn Lane Alternative 1 Figure 5.4 Martin Luther King Jr. Avenue Turn Lane Alternative 2 Figure 5.5 Planned Firth Sterling Avenue access Figure 5.6 Internal Shuttle Route Figure 5.7 I-295/ Malcolm X Avenue Alternative I-1 Figure 5.8 I-295/ Malcolm X Avenue Alternative I-2 Figure 5.9 I-295/ Malcolm X Avenue Alternative I-3 Figure 5.10 I-295/ Malcolm X Avenue Alternative I-4 Figure 6.1 Location of DHS Current Worksites Figure 6.2 Projected Directional Trip Distribution Figure 9.2 St. Elizabeths Transportation Study Area Figure 9.3 Potential DHS Park-and-Ride Facility Locations

Figure A.2.1 Existing Intersection Lane Configurations Figure A.2.2 Existing AM/PM Peak Hour Intersection Traffic Volumes Figure A.3.1 No-Action Intersection Lane Configurations Figure A.3.2 No-Action AM/PM Peak Hour Intersection Traffic Volumes Figure A.4.1 Alternative 5 (Preferred Alternative) - AM/PM Peak Hour Intersection Traffic _____ Volumes (2016) Figure A.4.2 Alternative 5 - Proposed Intersection Lane Configurations

LIST OF TABLES

Table 3.1 Roadway Characteristics Table 3.2 Metrobus Route Origin-Destination Summary Table 3.3 Existing Levels of Service (2006) Table 4.1 No Action Levels of Service (2016) Table 5.1 St. Elizabeths West Campus Access Gate Users Table 6.1 Distribution of DHS Employee Residential Locations Table 6.2 St. Elizabeths Commuter Travel Mode Characteristics Table 6.3 St. Elizabeths Employee Parking Space Requirements Table 7.1 TDM Measure and Descriptions Table 8.1 Site Vehicle Trip Generation Table 8.2 Alternative 5 – Intersection Projected Levels of Service Table 9.1 Potential Satellite Parking locations, by Zone and Attraction

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The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

I. EXECUTIVE SUMMARY

This document outlines the Transportation Management Program (TMP) for the planned Department of Homeland Security (DHS) Headquarters Consolidation at the St. Elizabeths Campus in Washington D.C. A TMP is required as part of a federal agency’s planning submission for undertaking any project that will increase the employment level on a worksite to 100 or more employees (including existing and proposed employees).

A TMP is an employer’s active program to foster more efficient employee commuting patterns. The plan includes specific strategies to encourage change in employee travel mode, trip timing, frequency and length, and travel routes so as to reduce traffic congestion and improve air quality. A TMP also offers the benefit of reduced demand for parking spaces.

This TMP serves as an Appendix to the separate St. Elizabeths Master Plan report and has been prepared pursuant to the National Capital Planning Commission (NCPC) requirements. The Master Plan creates a vision for the development of the St. Elizabeths Campus. Several conceptual Master Plan alternatives were developed and analyzed as part of the Final Environmental Impact Statement (FEIS). One preferred build-out Master Plan alternative, Alternative 5, is included in this TMP. This alternative builds on the assets of the existing campus, allowing for the rehabilitation and reuse of existing buildings. The alternative has a build-out year of 2016 and will provide accommodations for 14,000 employees with approximately 4.5 million gross square feet (GSF) including administrative and operations space and shared uses. The 4.5 million GSF redevelopment will be split with 3.75 million GSF on the West Campus and the remaining 0.75 million GSF situated on the north parcel of the East Campus. In addition, 2,819 employee parking spaces, approximately 1.2 million1 GSF of parking, will be provided on the West Campus and 775 employee parking spaces, approximately 0.27 million GSF of parking, will be provided on the East Campus. Approximately 640 parking spaces will be provided for visitor parking and official vehicles on the West Campus. No visitor parking is planned for the East Campus. A total of 4,234 parking spaces, including visitor spaces will be provided for the project. The analysis and conclusions presented in this document are based on the total DHS campus population (West Campus and the north parcel on the East Campus) of 14,000 employees and the total number of parking spaces.

As described in the FEIS and the Master Plan, the alternative will have a 1:4 employee parking ratio (1 parking space per 4 employees) for 9,763 employees and a 1:3 employee parking ratio for 1,137 24/7 shift employees. The 10,900 employees relocated to the West Campus would have a combined parking ratio of 1:3.87. The remaining 3,100 employees, relocated on the north parcel of the East Campus, will have a 1:4 parking ratio. The combined employee parking ratio for the east and west campuses would be 1:3.9. The 640 visitor spaces (to include official vehicles), located on the West Campus are not included in the 1:3.9 overall employee parking ratio calculation

The TMP addresses existing and proposed site access and roadways networks, vehicular circulation, transit and pedestrian facilities, planned developments and improvements (i.e. Roadway, Transit, and Pedestrian) as well as intersection capacity analysis. Additional traffic and transportation analyses are included in the Final Environmental Impact Statement (FEIS) issued October 2008.

1 Square footage includes the 640 visitor parking spaces for a total of 3,459 parking spaces on the St. Elizabeths West Campus.

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Existing and Proposed Site Access

St. Elizabeths Campus currently has direct access on Martin Luther King Jr. Avenue via two gates. A third gate is located below the grade level of MLK Avenue and provides a tunnel connection between the two campuses. This Gate will be changed to an at grade intersection and used for emergencies. Access to the North Parcel on the East Campus will only be provided via Gate 2 (across from the West Campus Gate 2 on Pine Street).

Two center turn lane alternatives on MLK Avenue at Gates 1 and 2 are being considered. The land needed for widening would be extracted from the East Campus to avoid removing the historic wall on the West Campus. The center lane would provide left turns into the East and West Campuses at Gate 2 (Unified Communications Center and DHS) and to the West Campus only at Gate 1.

A new access gate at Gate 4 will be provided at the western end of the campus, off a proposed West Access Road to be built parallel to and east of I-295. This new West Access Road will link Malcolm X Avenue to Firth Sterling Avenue.

At its southern end, the West Access Road will connect to the I-295/ Malcolm X Avenue interchange while at its northern end, it will tie into a proposed five-leg signalized intersection with Firth Sterling Avenue and Stevens Road. The I-295/ Malcolm X Avenue interchange will be either modified or redesigned to accommodate this new West Access Road and the St. Elizabeths West Campus traffic expected to be generated along it. Four interchange alternatives have been considered as part of the FEIS. The new West Access road is not intended for public use, with the exception of commuter buses.

Employee access will be provided at Gates 1 and 4 and visitor access will be provided at Gate 2. VIP access would also be provided at Gate 1. MLK Avenue will provide vehicular access to 30% of employees and the new West Access Road will provide access to 70%1 of DHS employees (from Firth Sterling Avenue and Malcolm X Avenue).

Traffic Analysis

Capacity analyses were calculated for twenty-one intersections included as part of the study area plus freeway analysis as part of the I-295/Malcolm X Avenue interchange modification. The primary analysis results are summarized below:

Existing Conditions - All study area intersections currently operate at acceptable Levels of Service with the exception of I-295/Malcolm X Avenue unsignalized intersection during the AM Peak hour. The intersection operates at a LOS F with a delay of 121.5 seconds.

No Action - All study area intersections are forecasted to operate at acceptable Levels of Service under No-Action conditions. This projection includes traffic increases associated with planned development in the area and also assumes planned DDOT transportation

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projects would be in place. Several improvements in LOS and delay from existing conditions resulted from optimizing intersection signal timing.

2016 DHS Build Out – All the study area intersections are expected to operate at acceptable Levels of Service (LOS) in the future with the DHS consolidation project. Signal timing splits were optimized for each of the signalized study area intersections. Cycle lengths remained unchanged. The analysis for future conditions with DHS build out assumes planned DDOT transportation projects would be in place. Analysis also assumes the site access improvements would be in place including the I-295/Malcolm X Avenue interchange improvements and MLK Avenue widening. No other traffic mitigation would be required for the project. NOTE: The MLK Avenue widening would accommodate widened sidewalks adjacent to the east campus.

2030 Freeway Analysis - In addition to intersections studied in the local transportation network, I-295 freeway analysis was conducted for the year 2030 for the four interchange alternatives (I-1, I-2, I-3 and I-4). GSA has identified I-2 as the preferred alternative. GSA's identification of this alternative as preferred is based on coordination with, and is subject to, subsequent final determinations of the Federal Highway Administration and the DC Department of Transportation, agencies that are anticipated to base their approvals in part upon the Final Environmental Impact Statement.

Transportation Demand Management

A key goal of the TMP is to recommend and implement Transportation Demand Management (TDM) strategies that effectively allow DHS to meet the planned 1:3.9 employee parking ratio.

As part of the TMP process, DHS employees were surveyed to describe their current travel patterns and “expected” travel mode to the new St. Elizabeths Campus. This data was used to develop TMP goals based on commuter travel mode splits, Parking Ratios and Average Vehicle Occupancy (AVO) for Existing and Expected conditions. The table below summarizes the very aggressive travel mode goals required in order to reach a 1:3.9 parking ratio.

Recommended Goal Travel Mode Existing * Expected West Campus** East Campus*** Overall Campus Drive alone (SOV) 31% 36% 17% 17% 17% Carpool with non DHS passengers (arriving-departing worksite alone) 4% 3% 4% 4% 4% Metrorail 30% 30% 35% 35% 35% Carpool/Vanpool with DHS passengers 10% 10% 16% 16% 16% Commuter Bus / Express Bus from location near home 4% 2% 4% 4% 4% Commuter Rail (i.e. VRE/MARC) 7% 7% 7% 7% 7% Metrobus from home to work 1% 1% 1% 1% 1% Bicycle 1% 0% 0% 0% 0% Drop-off 2% 1% 1% 1% 1% Motorcycle 0% 0% 0% 0% 0% Walk 1% 0% 0% 0% 0% Work from home or AWS 3% 1% 5% 5% 5% Don't know 7% Did not work today 1% 2% 2% 2% Other (none of the other mode) 5% 2% Proposed Agency Telework Centers 4% 4% 4% Proposed Agency Park-&-Ride Facilities (Agency Shuttles) 4% 4% 4% Total 100.00% 100.00% 100.00% 100.00% 100.00% No. employees / No. vehicles 2.62 2.19 3.87 4.00 3.90 Parking Ratio (1 parking space / number employees) 1: 2.62 1: 2.19 1: 3.87 1: 4.00 1: 3.90 AVO (Average Occupancy Rate of All Vehicles) 1.17 1.23 1.41 1.42 1.41 Average Occupancy Rate of Carpool/Vanpool Vehicles 2.94 2.93 3.06 3.06 3.06 Projected Employee Parking Requirement (No. of space) 5,347 6,390 2,819 775 3,594

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The TDM selection process is an inclusive coordination effort including numerous federal agencies and neighboring installations. An essential role in the initiation, selection and implementation of the TDM process will be a DHS Employee Transportation Coordinator (ETC). The ETC should use the TMP as a basis and continually work to strategically select and update TDM strategies to successfully meet the goals. The following TDM strategies are being considered to meet recommended goals:

Transit-Metrorail incentives Carpool incentives Agency shuttles Telecommuting Programs Alternative Work Schedule Programs Vanpooling Park & Ride Facilities Commuter Connections Flex-car Mortgage Incentive for nearby residence Remote Parking Facilities

The TMP also address challenges and opportunities associated with implementing selected TDM strategies (required to meet TMP Goals). DHS’ overarching goal is to gain employee acceptance and support for TDM strategies which favor alternatives other than driving single occupant vehicles (SOV) to the campus. Without genuine acceptance and support, establishing TDM strategies has the potential to adversely influence employee retention, work productivity, agency operations and support of regional planning and transportation initiatives. It is important that the ETC work collaboratively with DHS executives to develop policies and practices which support DHS’ goals.

DHS is committed to strategies proposed in this TMP which seek to promote the use of public transportation, and will continue to work with transit and transportation agencies to help identify and implement further modal opportunities. At the same time, DHS does not endorse punitive strategies which simply make it difficult to drive and park. Our mission is too important and our need to recruit and retain a dedicated and professional workforce is too vital to take a shortsighted approach which does not address the root causes of the situation. We anticipate the TMP will be updated as the project further develops, including the planning of the East Campus. These updates may identify additional and/or different strategies that can be implemented to help further achieve DHS' overarching goal

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1. INTRODUCTION

This document outlines the Transportation Management Program (TMP) for the planned Department of Homeland Security (DHS) Headquarters Consolidation at the St. Elizabeths Campus in Washington D.C. This TMP serves as an Appendix to the separate St. Elizabeths Master Plan report. Additional traffic and transportation analyses are included in the Final Environmental Impact Statement (FEIS) issued November 2008.

As stated in the Federal Agency Transportation Management Program Handbook:

A TMP offers the following benefits to Federal Agencies:

• Provides more travel alternatives and assists employees who must make longer commutes or switch travel modes when relocating. • Reduces tardiness and absenteeism. • Expands the regional area from which to draw more qualified candidates. • Reduces demand for parking spaces. • Reduces traffic congestion at and around Federal facilities. • Shows the Federal agency is concerned about reducing traffic. • Improves regional air quality.

The National Capital Planning Commission (NCPC) requires that the following process be followed by Federal agencies undertaking any project that will increase the employment level on a worksite to 100 or more employees (including existing and proposed employees):

• Consult at an early date with the NCPC, local governments and regional agencies about applicable policies and guidelines • Consult with affected local planning and transportation officials to identify current plans and develop eventual improvements and transportation management mitigation programs that may be needed • Prepare a TMP as part of the agency’s planning submission to NCPC. • Be prepared to make the necessary commitments to implement the TMP, including participation in the funding of construction of off-site improvements.

The overall TMP process includes the following primary steps:

• Program Initiation Establish goals and objectives, select a basis for measurement, evaluate the work setting, evaluate employee behavior and future parking requirements of the planned Master Plan development, as well as its projected transportation impacts.

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• Selecting Transportation Demand Management (TDM) Strategies Strategies will be selected considering existing mode choice and other existing conditions. Examples of TDM strategies include alternate work schedules, ride matching, vanpooling, transit service, telecommuting etc. This section also includes a future projection of the mode choice travel to the campus.

• Implementing the TMP To facilitate the implementation of selected strategies, a work plan for each strategy or program should be prepared. The work plan should contain information such as objectives and strategies, a marketing plan, budget and timetable.

• Monitoring and Evaluating the TMP Monitoring the progress of the TMP is crucial to improving performance and productivity and controlling cost. A successful evaluation will use procedures that determine one or more of the following: o The extent to which the program has achieved its stated objectives (i.e. increase in average number of employees per vehicle). o The extent to which the accomplishment of the objectives can be attributed to the TMP. o Degree of consistency of program implementation to plan (relationship of planned activities to actual activities). o The relative effectiveness of different strategies (which ones work and how well, which did not).

2. PROJECT OVERVIEW

St. Elizabeths consists of two campuses, West and East, along Martin Luther King Jr. Avenue (MLK Avenue) in Southeast, Washington, D.C. The St. Elizabeths West Campus, currently vacant, is a 176-acre former mental health facility. The site is bounded by residential communities to the north and south, Martin Luther King Jr. Avenue (MLK Avenue) to the east, I- 295 to the west, and Shepherd Parkway to the southwest. The St. Elizabeths East Campus, located across MLK Avenue east of the St. Elizabeths West Campus boundaries, is a 173-acre site, which currently houses the St. Elizabeths Hospital (owned and operated by the District of Columbia). St. Elizabeths, both the East and West Campuses (including a brick wall running along MLK Avenue on the West Campus grounds), are National Historic Landmarks.

The U.S. General Service Administration (GSA) has prepared a Final Environmental Impact Statement (FEIS) for the redevelopment of the St. Elizabeths West Campus and a parcel on the St. Elizabeths East Campus to house the Department of Homeland Security Headquarters (including the U.S. Coast Guard). The FEIS assesses potential impacts associated with the adoption of several conceptual alternatives. GSA has selected Alternative 5 as the preferred alternative.

The Master Plan creates a vision for the development of the St. Elizabeths Campus. The planned development consists of the relocation and consolidation of 14,000 Department of Homeland Security (DHS) employees, with 10,900 relocated on the West Campus and 3,100 relocated on

2 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008 the North parcel on the East Campus (See figure 3.2).1 Alternative 5 consists of approximately 3.75 million gross square footage (GSF) of administrative and shared uses (i.e. day care, fitness center, conference center and a cafeteria) on the West Campus and approximately 0.75 million GSF of office space of the East Campus, for a total 4.5 million GSF redevelopment. In addition, 2,819 employee parking spaces, approximately 1.2 million2 GSF of parking, will be provided on the West Campus and 775 employee parking spaces, approximately 0.27 million GSF of parking, will be provided on the East Campus. Approximately 640 parking spaces will be provided for visitor parking and official vehicles on the West Campus. No visitor parking is planned for the East Campus. The analysis and conclusions presented in this document are based on the total campus population (West Campus and the North parcel on the East Campus) of 14,000 employees and 4,234 parking spaces.

3. EXISTING TRANSPORTATION CONDITIONS

Roadway Network

Regional vehicular access to St. Elizabeths is provided via I-95/I-495, Anacostia Freeway (I-295), I-395/Southeast Freeway corridor, and Kenilworth Avenue/Anacostia Freeway (DC 295). The local roadway network also provides access from Suitland Parkway and South Capitol Street. The St. Elizabeths West Campus currently has direct access on Martin Luther King Jr. Avenue via two gates. A third gate is located below the grade level of MLK Avenue and provides a tunnel connection between the two campuses. Access to the East Campus Parcel is also provided via MLK Avenue (across from the West Campus Gate 2 on Pine Street).

The regional and local roadway networks are illustrated in Figures 3.1 and 3.2, respectively.

1 The “North Campus parcel” of the East Campus is one of the development parcels the District of Columbia is considering under its preliminary Small Area Plan. See Section 2.D.3 of the FEIS for additional information. 2 Square footage includes the 640 visitor parking spaces for a total of 3,459 parking spaces on the St. Elizabeths West Campus.

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Figure 3.1 - Regional Roadway Network

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Figure 3.2 - Site Access and Local Roadway Network

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The roadways included as part of the St. Elizabeths study area are described below:

• Martin Luther King Jr. Avenue is a four–lane urban minor arterial that runs north- south from the 11th Street Bridge to DC Village. The speed limit is 30 miles per hour (MPH) within the study limits. Parking is permitted on either side of the street north and south of the site. Adjacent to the site, parking is prohibited along the northbound side of the street during the AM peak period and along the southbound side of the street during the PM peak period.

• Howard Road is a four-lane collector road that runs southeast to northwest from South Capitol Street to Bowen Road, traveling under I-295. Vehicles are permitted to park along both sides of Howard Road west of I-295. Howard Road provides the most direct route from southbound DC 295/I-295 to downtown Washington D.C. (via the northbound Frederick Douglass Memorial Bridge / South Capitol Street corridor). Howard Road also provides access to the Anacostia Metrorail station and garage. The speed limit along Howard Road is 25 MPH.

• Firth Sterling Avenue is a four-lane collector road that runs southwest to northeast from South Capitol Street to Howard Rd. This road is a main route for motorists and pedestrians traveling between the Naval Support Facility Anacostia, the Anacostia Metrorail station, and Historic Anacostia. Firth Sterling Avenue also provides access to the Barry Farm neighborhood. The speed limit for Firth Sterling Avenue is 25 MPH.

• Suitland Parkway is a limited-access parkway that generally runs east-west between South Capitol Street and MD Route 4 (near Andrews Air Force Base) in Prince Georges County, Maryland. The cross-section of Suitland Parkway varies from four lanes east of I-295 to six lanes west of I-295. It is classified as an expressway through the study area and carries mostly commuter traffic. The speed limit on Suitland Parkway is 45 MPH within the study area.

• The I-295 section of the Anacostia Freeway, classified as an Interstate highway, generally runs north-south within the study area. It extends from Barney Circle at Pennsylvania Avenue south westward crossing the Anacostia River, southeastward along the Southeast-Southwest Freeway, and southward across the Anacostia River all the way to the Capital Beltway (I-495) near the Woodrow Wilson Bridge in Prince Georges County, Maryland. This I-295 section of the Anacostia Freeway also connects northeastward with the DC 295 section of the Anacostia Freeway/Kenilworth Avenue corridor, providing access to the Baltimore Washington Parkway. The speed limit is 50 MPH within the study area.

• South Capitol Street is classified as an expressway south of M Street and along the Frederick Douglass Memorial Bridge over the Anacostia River, where it continues south, parallel to I-295. The classification of the roadway changes from expressway to minor arterial south of the South Capitol Street and Firth Sterling Avenue, SE intersection. The posted speed limit is 35 MPH north of Firth Sterling Avenue and 40 MPH south of Firth Sterling Avenue.

• Malcolm X Avenue is a two to four-lane urban minor arterial that runs east-west and extends from 8th Street on the east, across MLK Avenue, to South Capitol Street. At its west end with South Capitol Street, Malcolm X Avenue connects directly with the main

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entrance gate of the Bolling Air Force Base. The speed limit along Malcolm X Avenue is 30 MPH. Parking is allowed on both sides of Malcolm X Avenue east of the I-295 on/off ramps.

The roadway characteristics are summarized in Table 3.1. Roadway classifications, such as arterial and collector, were obtained from DDOT’s roadway classification map. Table 3.1 - Roadway Characteristics Speed Number Average Daily Roadway Classification Limit On Street Parking of Lanes* Traffic Volumes (mph)

Martin Luther King Minor Arterial 4 30 Yes 15,600 Jr. Avenue

Howard Road Collector 4 25 Yes 9,000

Firth Sterling Collector 4 25 Yes 9,900 Avenue

Suitland Parkway Freeway 4-6 45 No 35,900 Expressway

Anacostia Freeway Interstate 5-6 50 No 82,600 (I-295)

Expressway/Mi South Capitol Street 4-5 35-40 No 51,500 nor Arterial

Malcolm X Avenue Minor Arterial 2-4 30 Yes 12,200 *Includes travel and parking lanes.

Transit Facilities

The Washington Metropolitan Area Transit Authority (WMATA) provides transit service throughout the study area via Metrorail and Metrobus. Additionally, the OmniRide Commuter Bus from Dale City, Virginia stops in the area on Malcolm X Avenue near Bolling Air Force Base.

Metrobus

Metrobus routes provide local service throughout the immediate community and also provide connections to downtown at Pennsylvania Avenue and 10th Street. Figure 3.3 shows the bus routes within the study area. Table 3.2 provides Metrobus route origin-destination information. The A2, A4, A5, A6, A7, A8, A42, A46, A48,W2 and W3 all make stops on Martin Luther King Jr. Avenue in front of the campus main gate (see Metrobus stop locations on Figure 3.4). The P18, W4, and W14 bus routes run along Firth Sterling Avenue providing access to the Anacostia Metro Station.

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Table 3.2 - Metrobus Route Origin-Destination Summary

Bus# Origin Destination

A2 Southern Avenue Metro Anacostia Metro

A4/A5 DC Village Anacostia Metro

A6 6th Street & Galveston Place SE Anacostia Metro

A7/A8 Southern Avenue & South Capitol Street Anacostia Metro

A42 Southern Avenue Metro 10th Street & Pennsylvania Avenue NW

A46 6th Street & Galveston Place 10th Street & Pennsylvania Avenue NW

A48 Southern Avenue & South Capitol Street 10th Street & Pennsylvania Avenue NW

P18 Fort Washington Park & Ride Anacostia Metro

W2/W3 Southeast Community Hospital Washington Overlook

W4 Capital Plaza Anacostia Metro

W14 Friendly Anacostia Metro

Figure 3.3 - Metrobus Route

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Figure 3.4 - Metrobus Stop Locations on Martin Luther King Jr. Avenue

Metrorail

There are two Metrorail stations near the St. Elizabeths Campus --the Anacostia and Congress Heights stations-- both on the Green line. The Anacostia Metrorail station is located at the intersection of Howard Road and Firth Sterling Avenue approximately 0.5 miles away from the closest West Campus gate - Gate 1. The walk-time from the Anacostia Metrorail Station to the campus ranges from 10 to 18 minutes (depending on gate location). It should also be noted that the walk from Anacostia Station to the campus is a 4% uphill grade.

The Congress Heights Metrorail station is located on Alabama Avenue and is approximately 0.7 miles away from the St. Elizabeths West Campus (Gate 3). Pedestrian access is provided through a walkway directly from Congress Heights Metrorail Station to the St. Elizabeths East Campus. Distance and walking times (from Congress Heights Metrorail station) are based on the route through the East Campus. Figure 3.5 shows the Metrorail station locations and the respective walking time to each St Elizabeths West Campus gate. The walk from the Congress Heights station ranges from 14 to 22 minutes (depending on gate location). NOTE: Additional walking time of three to five minutes would be required to get from the gate to the office buildings on campus.

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Figure 3.5 - Walking Time and Distance from Metrorail Stations

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Pedestrian and Bicycle Facilities

The Pedestrian and Bicycle Conditions section of this study includes an assessment of the walking experience along primary pedestrian routes (i.e. sidewalk and crosswalk conditions) leading to the campus as well as an inventory of designated bikeways that provide access to the campus.

Pedestrian Facilities

Primary pedestrian routes from the Anacostia Metrorail station include MLK Avenue/ Howard Road.

MLK Avenue provides direct pedestrian access to the existing campus gates. Sidewalk widths are typically five feet. There is a five foot grass buffer between vehicle travel lanes and sidewalks in most locations (see Figure 3.6). Sections of un-level sidewalks make for an unpleasant pedestrian experience. Generally, sidewalks are adequate to carry the relatively low levels of current pedestrian traffic adjacent to the campus.

Further south on MLK Avenue (near Malcolm X Avenue) the numerous retail establishments and school plus the numerous bus stops generate higher levels of pedestrian activity. The MLK Avenue/Malcolm X Avenue intersection has crosswalks and countdown pedestrian signals. A crossing guard is present during the peak periods to help improve pedestrian safety. The numerous curb cuts on this segment of MLK Avenue along with the lack of a grassy pedestrian buffer (see Figure 3.6) contribute to a relatively undesirable pedestrian experience.

Dogwood Road provides direct pedestrian access from the Congress Heights Metrorail station to the St. Elizabeths East Campus. The sidewalks along this route are typically narrow and are continuous only one side of this route. This sidewalk typically carries little to no pedestrian volume.

Along Firth Sterling Avenue there is not a continuous pedestrian route from the Naval Facility Support Anacostia at South Capitol Street to the Anacostia Metrorail station. There are no crosswalks at Firth Sterling Avenue and South Capitol Street. The crosswalks at Firth Sterling Avenue and Suitland Parkway are not adequately marked. According to DDOT Traffic Services Administration, this intersection is one of the most dangerous intersections in the District of Columbia for pedestrians.

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Figure 3.6 – Pedestrian Conditions

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Bicycle

According to the District of Columbia Bicycle Master Plan, there are currently several bikeways within the study area. There is a signed bicycle route that runs along Howard Road from east of MLK, Avenue to Poplar Point. There are also two multi-use trails, one along Suitland Parkway and the other along South Capitol Street north of Firth Sterling Avenue. It should be noted that when asked (as part of an employee travel survey), “ If you currently do not plan to walk or ride a bicycle to work in the future, what would encourage you to walk or ride a bicycle”, 14% of DHS employees expressed a concern about personal safety along bicycle trails in the Anacostia Neighborhood. The bicycle routes in the study area are shown in Figure 3.7.

Figure 3.7 - Bicycle Facilities

13 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Existing Roadway Intersection Capacity Analysis

This section includes an assessment of existing traffic operations at study area intersections. The study area was determined by mapping anticipated future employee travel routes based on existing DHS employee residential data. Intersections with projected measurable increases in traffic volumes were included as part of the study area. The study area was established in coordination with DDOT. The twenty-one intersections included as part of the study area are summarized in Figure 3.8. All of these intersections are signalized except Milwaukee Place at MLK Avenue (intersection 7), MLK Avenue at Gate 2 (intersection 9), Firth Sterling Avenue at Stevens Road (intersection 18), I-295 at Malcolm X Avenue (intersection 3) and Suitland Parkway at I-2951 (intersections 20 and 21). The MLK Avenue/ Suitland Pkwy (intersection 12) is currently grade separated and not analyzed under existing conditions. The MLK Avenue/Gate 32 (intersection 8) is also grade separated however the intersection was not studied in this report.

The intersection lane configuration (see Appendix A.2) was obtained from field investigation while existing traffic signal timing data was provided by DDOT.

Capacity analyses were calculated for these study area intersections using SYNCHRO 6 capacity analysis software. The program’s main inputs consist of the intersection peak hour traffic volumes, lane configuration and traffic signal timing.

Existing traffic data was obtained from turning movement counts conducted in May 2005 and spring 2006, and from 2005 DDOT traffic counts. Traffic counts at key locations (as agreed upon by DDOT) were updated in spring 2008 to account for traffic changes due to improvements at Bolling AFB security gate at Malcolm X Avenue, employment increases at Bolling AFB with the Defense Intelligence Agency, the lowering of the South Capitol Street Bridge and related traffic changes west of the Anacostia River, and due to the opening of the Unified Communications Center. The peak hours of traffic were found to be 7:00 to 8:00 AM and 4:45 to 5:45 PM for the study area intersections. The resulting tuning movement traffic counts during the AM and PM peak hours are shown in the Appendix A.2.

Existing traffic operations were measured using Level of Service (LOS) criteria. LOS is a qualitative measure of traffic conditions through a given roadway intersection or segment. Intersection LOS is measured in terms of “A” through “F” with LOS “A” representing little or no delay and LOS “F” representing extreme congestion with excessive delay and standing queues. Level of Service “E” (less than 80 seconds average delay for signalized intersections) is typically accepted as the minimum threshold limit for peak hour conditions in an urban area such as Washington, DC.

Table 3.3 shows the existing traffic operation Levels of Service (LOS) for the study area intersections during both the AM and PM peak hours.

1 This is a future diamond interchange (shown on figure 3.8). Capacity analyses are not included for existing conditions. 2 This intersection will be used as a future emergency Gate.

14 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

tia cos a SB n 95 A I-2 16 15 20 21 14 H ow 17 ar d R ve. d ng A 13 terli th S Fir 12 18 S 19 um ne r R d. S tev en 11 s R d.

10 ST. ELIZABETHS WEST CAMPUS

Suitl 9 and Pk wy.

8 7 6

1 D 3 og wo 4 od Malcolm X Ave. Rd 2 e. ma Av Alaba 5

* Grade separation at intersection LEGEND Unsignalized Intersection 1 Signalized Intersection 8 Future Intersection ( not studied under 7 existing conditions) 1 South Capitol SB Malcolm x Ave. 8 MLK Jr. Ave Gate 3* 16 South Capitol St. Suitland Pkwy. 2 South Capitol St. NB Malcolm X Ave. 9 MLK Jr. Ave UCC (Future Gate 2) 17 Firth Sterling Ave. Suitland Pkwy. 3 I-295 Malcolm X Ave. 10 MLK Jr. Ave. Gate 1 18 Firth Sterling Ave. Stevens Rd. 4 MLK Jr. Ave. Malcolm X Ave. 11 MLK Jr. Ave Sumner/Stanton Rd. 19 South Capitol Firth Sterling Ave. 12 MLK Jr. Ave Suitland Pkwy.* 20 I-295 NB Suitland Pkwy 5 MLK Jr. Ave Alabama Ave 13 MLK Jr. Ave. Howard Rd. 21 I-295 SB Suitland Pkwy 6 MLK Jr. Ave Cypress Ave. 14 Howard Rd. Firth Sterling Ave. (East Campus) 15 Howard Road I-295 7 MLK Jr. Ave Milwaukee Rd. Figure 3.8 - Study Area Intersections

15 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Table 3.3 – Existing Levels of Service

AM PM Intersection Cycle Cycle Delay Delay Length LOS Length LOS (sec.) (sec.) (sec) (sec) 1. South Capitol St SB/ Malcolm X Ave 80 B 14.3 80 B 13.4 2. South Capitol St NB/ Malcolm X Ave 80 D 37.7 80 A 8.2 3. I-295 Ramp/ Malcolm X Ave Unsignalized C 23.4 Unsignalized C 21.3 4. MLK Ave/ Malcolm X Ave 100 C 31.4 100 C 25.3 5. MLK Ave/ Alabama Ave 100 B 15.0 100 B 14.4 6. MLK Ave/ Cypress St 100 A 1.3 100 A 6.2 7. MLK Ave/ Milwaukee Pl Unsignalized B 13.3 Unsignalized C 18.8 8. MLK Ave @ Gate 3 Not Analyzed will be used for future Emergency access. 9. MLK Ave @ UCC ( Future Gate 2) Unsignalized D 30.3 Unsignalized B 12.7 10. MLK Ave @ Gate 1 Not Analyzed under Existing Conditions – Currently no campus activity 11. MLK. Ave/ Sumner Rd & Stanton Rd. 100 A 8.5 100 B 11.5 12. MLK Ave & Suitland Pkwy * Not Analyzed under Existing Conditions – Intersection proposed in the Future 13. MLK Ave/Howard Rd 120 C 29.3 100 D 40.7 14. Howard Rd/ Firth Sterling Ave 50 C 30.9 100 C 30.0 15. Howard Rd/ I-295 100 C 26.9 100 C 24.3 16. South Capitol St/ Suitland Pkwy 120 C 27.0 100 C 21.5 17. Firth Sterling Ave/ Suitland Pkwy 120 C 25.7 120 F 122.0 18. Firth Sterling Ave/ Stevens Rd Unsignalized B 13.9 Unsignalized C 16.3 19. South Capitol St/ Firth Sterling Ave 120 C 28.3 120 D 36.9 20. I-295 Southbound Ramp/ Suitland Pkwy Not Analyzed under Existing Conditions – Future DDOT Project 21. I-295 Northbound Ramp / Suitland Pkwy Not Analyzed under Existing Conditions – Future DDOT Project * Grade separation, hence existing condition was not analyzed.

The results of the capacity analysis show that for existing conditions there is only one intersection (signalized) that experiences a LOS “F” with delays greater than 80 seconds per vehicle, at Firth Sterling Ave./ Suitland Parkway during the PM peak. The intersection will be improved in the future as part of a planned DDOT project. Field observations also showed that the Firth Sterling and Howard Road intersection experiences queuing as a result of the upstream traffic backup occurring at the merging of the Firth Sterling Avenue northbound on-ramp onto NB I-295.

16 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

AM peak field observations at I-295/Malcolm X Avenue and southbound South Capitol Street/Bolling Air Force Base indicate the following significant area of congestion:

The weaving operation along northbound I-295, between the two successive off and on loop ramps from/to Malcolm X Avenue is congested due to the significant traffic demand combined with the insufficient weaving length between the two loops. Resulting backups occur along the I- 295 weaving section just upstream from the off-ramp to Malcolm X Avenue. Existing Conditions analysis results of freeway operations are included in the FEIS Volume II - Transportation Improvements.

4. NO ACTION TRANSPORTATION CONDITIONS

Under the No Action Alternative, DHS and its components would remain at existing facilities, which currently number approximately 70 buildings in over 40 locations in the Washington D.C. metropolitan area. No additional impacts on transportation would occur at the existing DHS buildings. The No-Action Alternative does not include development and traffic associated with the DHS Headquarters Consolidation. The No-Action Alternative serves as the baseline for comparing St. Elizabeths development alternatives for the year 2016 when the West Campus and a parcel on the East Campus are planned to be fully occupied.

Planned Development Projects

There are a significant number of planned and approved development projects within the area that are expected to have an impact on traffic conditions. The following specific projects were included in No Action traffic projections:

• Bolling Air Force Base could gain up to 100 employees by 2011 (according to 2008 plans) as a result of the Base Realignment and Closure (BRAC). In addition, 1,200 Defense Intelligence Agency employees are relocating to the base. Traffic projections associated with these additional employees were added to no-action conditions.

• Traffic associated with the newly planned Barry Farm Redevelopment was included in no-action conditions. The proposed Barry Farm project is expected to be completed by 2018. The project will include 1,391 residential units (369 market-rate units, 368 workforce units, 373 replacement units and 281 off-site units).

• The DC Office of Planning recently released long term redevelopment plans for the St. Elizabeths East Campus. In accordance with the Metropolitan Washington Council of Governments (MWCOG) traffic model, a portion of the East Campus is expected to be occupied when the DHS consolidated headquarters project is complete in 2016. Long term traffic projections for the year 2030 assume full build out of the East Campus.

• The replacement hospital currently under construction on the East Campus is not expected to generate any additional traffic since it is a “replacement hospital” and not an addition. In addition, the replacement hospital entrance will be relocated from MLK Avenue to Alabama Avenue once the project is complete. The replacement hospital is scheduled for completion in late 2009.

17 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

The following planned project was not included in No Action traffic projections:

• Poplar Point does not have definitive development plans at this time and was not included in No Action Traffic Conditions. Also the Poplar Point project is not included in the latest MWCOG population projections.

Planned Transportation Roadway Projects

DDOT has undertaken several transportation improvement projects within the study area with primary objectives to:

• Provide a more balanced transportation system by adding missing movements to the major interchanges; • Separate local and regional traffic; • Provide better access to parklands, neighborhoods, riverfront, and other cultural amenities; and • Improve mobility with better use of multiple modes of transportation.

The locations of these transportation projects are summarized below and illustrated in Figure 4.1:

• Frederick Douglass Memorial Bridge (Ref. 1)1 Frederick Douglass Memorial Bridge reconstruction and new signalized traffic circle at South Capitol Street and Suitland Parkway (2012)

• 11th Street Bridges (Ref. 2 ) New full interchange between the 11th Street Bridges and Anacostia Freeway I-295 to separate local and interstate traffic via two bridges (2013)

• Suitland Parkway / MLK Jr., Avenue Interchange (Ref. 3) New grade separated center ramp interchange (2010)

• Interstate 295/ Suitland Parkway Interchange (Ref. 4). New urban diamond interchange (2015)

The 11th Street Bridges project, the South Capitol Street project and the I-295 Suitland Interchange modification are included in the Anacostia Waterfront Initiative Transportation Master Plan and are programmed in the Constrained Long Range Plan (CLRP) and the Transportation Improvement Program (TIP). The Suitland Parkway/MLK Avenue interchange project is not programmed in the CLRP. However the project is included in the AWI Transportation Master Plan and DDOT confirmed that the project should be included in background traffic projections. Additional planned transportation improvements outside of the study area include:

1 The South Capitol Street Draft EIS evaluated two alternatives. Although a South Capitol Street preferred alternative has not been selected, Alternative 2 was used as the basis for the St. Elizabeths Traffic and Transportation study. Alternative 2 would have the greatest impact on traffic conditions adjacent to the St. Elizabeths Campus

18 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

• Middle Anacostia Crossing Improvements ( Pennsylvania Avenue)

• Kenilworth Avenue Improvements

• Anacostia Riverwalk Trail

The completion of both the Interstate 295/Suitland Parkway interchange and the 11th Street Bridges projects will provide better regional connectivity and reduce the need for regional traffic to use local streets in the Anacostia area. More detailed description of these transportation projects are included in the St. Elizabeths FEIS.

19 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 4.1 - Planned Transportation Roadway Projects

20 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Planned Transit Projects

Under the No Action Alternative, the Anacostia Streetcar Project would be constructed by DDOT. Ultimately, this project will provide light rail transportation from South Capitol Street to Pennsylvania Avenue in Southeast, Washington, D.C. The first segment of the streetcar network will run from the Anacostia Metrorail station to the Bolling AFB at South Capitol Street and is scheduled to be complete in 2009. Planned stops along this segment are Anacostia Metrorail Station, Barry Farm, Naval Facility Support Anacostia, and Bolling AFB (see Figure 4.2 for alignment and stops). Between Bolling AFB and the Naval Facility Support Anacostia, the streetcar will run along the west side of South Capitol Street. The Streetcar project would operate with 15 minute frequency during peak periods. It will then transition onto the existing curb lanes along Firth Sterling Avenue between the Naval Facility Support Anacostia and Anacostia Metrorail station

Metro Extra, a rapid bus service, is planned to begin on MLK Avenue in the near future. Metro Extra would provide faster service along the corridor with fewer stops.

The MLK Avenue corridor has been identified by DDOT as a Great Street. The proposed infrastructure and streetscape improvements in the historic Anacostia neighborhood are intended to help revitalize MLK Avenue by improving the public space and enhancing all modes of transportation, including pedestrian, vehicular and public transit, as part of an overall effort to promote and enhance economic development along the avenue. There are currently no specific plans for MLK Avenue sidewalks or other improvements adjacent to the St. Elizabeths East or West Campus.

As part of the Office of Planning’s St. Elizabeths East Campus Redevelopment Plans, long term plans for a Metrorail Station on the east campus were considered. Preliminary discussions with WMATA indicated that the existing horizontal and vertical alignment between the Anacostia and Congress Heights Stations does not accommodate the citing and construction of a new infill station without the construction of approximately one mile of new track. Also the construction of the existing Metro track south of Anacostia Station was mined so as to avoid former trash sites that contained contaminants. An infill station and corresponding new track would therefore be mined construction. Order of magnitude estimated costs to construct an infill station and track is $330 to $380 million.

Alternatively a spur line would likely be a more feasible option. A spur line, approximately 1.1 miles in length, would begin just south of the Anacostia Station, and the alignment would run under MLK Avenue. Construction of the station and line would involve cut and cover construction. The spur line would tie-in to the existing tracks just south of Anacostia Station, thus involving disruption to Metro’s operations during the construction at this tie-in location. The spur would provide limited access (such as every 4th car) to the Metro station and will not be part of the main Metro system. In conjunction with the new spur line and station, there is the potential to construct a new entrance at Congress Heights Station at the north end of the station. In addition to a new entrance, a connecting underground pedestrian tunnel with moving walkway, approximately 2000’ long, will run from this new entrance at Congress Heights Station to the south end of the new spur line station. Order of magnitude estimated costs for the spur line and station is approximately $250 to $275 million. The new entrance and pedestrian tunnel order of magnitude estimated costs are $30-$50 million and $75-$100 million, respectively. Operational

21 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008 issues and impacts of running a spur line from Mt. Vernon Square to the new station along MLK Avenue would require further analysis. Although there are no definitive plans or funding for a Metrorail station on the east campus, future St. Elizabeths East Campus Redevelopment plans would not preclude this as a long term option.

22 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 4.2 – Planned Anacostia Streetcar Alignment and Stops

23 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Planned Pedestrian Access Improvements Planned development projects in the area would increase the pedestrian flow on MLK Avenue from the Anacostia Metrorail Station. DDOT is planning the construction of new sidewalks on Firth Sterling Avenue and at the intersection of Firth Sterling/Suitland Parkway. According to DDOT’s South Capitol Street EIS, the following pedestrian improvements are proposed at the intersection of Firth Sterling Avenue and Suitland Parkway:

• Creation of a pedestrian path at the southwestern corner of the intersection; • Addition of a pedestrian information sign at this path; • Addition of a pedestrian countdown signal; • Addition of an asphalt path from the eastern side of the intersection to the Firth Sterling/ Howard Road intersection;

The intersection of Firth Sterling Avenue and South Capitol Street has the following proposed pedestrian improvements:

• Addition of crosswalks across the west leg of Defense Boulevard1 and across the south leg of South Capitol Street; • Addition of shared-use path from the southeastern corner of South Capitol Street to the intersection of Firth Sterling Avenue and Stevens Road; and • Addition of streetlights to both sides of Firth Sterling Avenue.

The Anacostia Streetcar project proposes several pedestrians improvements including installing street lights and sidewalks along Firth Sterling Avenue. The Suitland Parkway/MLK Avenue interchange project, described in Planned Transportation Projects, is planned to include a 12-foot multi use path along the new MLK Avenue Bridge (over Suitland Parkway).

The pedestrian changes summarized above would improve pedestrian flow and safety in the vicinity of the campus.

Planned Bicycle Access Improvements The District of Columbia Bicycle Master Plan Proposed Bicycle Facilities Map shows a proposed bicycle lane on Howard Road (from MLK Avenue to Anacostia Drive) and along MLK Avenue adjacent to St. Elizabeths (from Good Hope Road to South Capitol Street). A multi-use trail is

1 The west leg of Firth Sterling Avenue becomes Defense Boulevard at the intersection with South Capitol Street (Naval Facilities Support Anacostia).

24 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008 planned on South Capitol Street from Suitland Parkway south to MLK Avenue and on Firth Sterling Avenue (from Howard Road to South Capitol Street). No Action Capacity Analysis Below is an assessment of projected 2016 no-action traffic conditions at intersections in the site vicinity, taking into account the various transportation infrastructure and development projects that are planned for the Anacostia area up to 2016. MWCOG population projections (Round 7.1) and DDOT traffic projections from the South Capitol Street and 11th Street Bridges studies were used as the basis for No Action traffic volumes. Where applicable, turning movement data was added to the roadway network to account for specific development projects (i.e. turning movements from MLK Avenue into the St. Elizabeths East Campus). The same intersections that were analyzed for existing conditions were also studied for the 2016 no-action scenario, but several new intersections are expected by then:

• The signalized intersection of MLK Avenue and the planned Suitland Parkway on-off ramps. • The two signalized intersections to be introduced along Suitland Parkway at the completion of the new I-295/Suitland Parkway diamond interchange ramps.

Traffic volumes were redistributed throughout the roadway network to account for these new intersections as well as the reconfigurations of the Firth Sterling Avenue/Howard Road and MLK Avenue/ Howard Rd intersections and the closing of the I-295 SB off-ramp/Howard Road intersection.

A comparison of the 2016 capacity analyses to existing capacity analyses and corresponding levels of service are shown in Table 4.1.

25 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Table 4.1 – No Action Levels of Service (2016) AM PM No No Existing Delay Action Delay Existing Delay Action Delay LOS (sec.) 2016 (sec.) LOS (sec.) 2016 (sec.) LOS LOS South Capitol St SB/ Malcolm X Ave B 14.3 A 6.8 B 13.4 B 13.3 South Capitol St NB/ Malcolm X Ave D 37.7 B 17.1 A 8.2 A 8.7

I-295/ Malcolm X Ave C 23.4 E 39.1 C 21.3 C 23.1

MLK Ave/ Malcolm X Ave C 31.4 C 34.1 C 25.3 C 28.0

MLK Ave/ Alabama Ave B 15.0 B 19.5 B 14.4 B 15.5

MLK Ave/ Cypress St A 1.3 A 1.2 A 6.2 A 5.3

Milwaukee Pl/ MLK Ave B 13.3 B 13.8 C 18.8 C 20.3 MLK Ave/ Gate 2 D 32.7 E 39.2 B 13.2 B 13.9

MLK Ave/ Gate 1 - - A 4.3 - - A 5.5

MLK Ave/ Sumner Rd/ Stanton Rd A 8.5 A 7.7 B 11.5 B 12.4

MLK Ave/ Suitland Pkwy - - C 29.3 - - B 18.3

MLK Ave/ Howard Rd C 29.3 C 29.3 D 40.7 D 35.3

Howard Rd/ Firth Sterling Ave C 30.9 B 15.3 C 30.0 B 11.4 South Capitol St/ Suitland Pkwy C 27.0 C 26.7 C 21.5 E 73.3

Firth Sterling Ave/ Suitland Pkwy C 25.7 C 27.6 F 122.0 B 15.8

Firth Sterling Ave/ Stevens Rd B 13.9 B 11.5 C 16.3 B 10.6

South Capitol St/ Firth Sterling Ave C 28.3 B 13.9 D 36.9 C 24.0

I-295 SB/ Suitland Pkwy - - B 18.7 - - D 50.3

I-295 NB/ Suitland Pkwy - - C 24.3 - - C 21.4 * Grade separation, hence was not analyzed

Noteworthy changes in LOS from Existing Conditions to No Action Conditions are summarized below:

• LOS improved at the South Capitol Street/ NB South Capitol Street intersection because the signal timing was optimized for the intersection.

• LOS decreased (delay increased) at the I-295/Malcolm X interchange ramp during the AM peak hour due to projected increases in traffic volumes associated with Bolling Air Force Base planned population increases.

26 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

• The MLK Avenue/Gate 2/UCC Main Entrance intersection went from a LOS “D” to a LOS “E” due to expected traffic increases on MLK Avenue (East Campus Redevelopment and Regional Growth). The intersection is currently unsignalized.

• The MLK Avenue/Howard Road and Firth Sterling Avenue/Howard Road intersections improved due to traffic redistribution expected from the I-295/Suitland Parkway and MLK Avenue/Suitland Parkway projects. Traffic on Howard Road and Firth Sterling Avenue is expected to decrease in the future.

• LOS decreased at the Suitland Parkway/South Capitol Street intersection as a result of the South Capitol Street project. The project would downgrade the South Capitol Street Corridor to an urban boulevard and would change the configuration of the intersection to a traffic circle with connections to all movements, consequently lowering the capacity of the intersection. The proposed improvements to South Capitol Street are intended to realize the vision set in the L’Enfant Plan by downgrading South Capitol Street from an expressway to an urban boulevard and gateway to the District’s Monumental Core. The project is expected to also improve pedestrian mobility and safety.

• The Suitland Parkway/Firth Sterling Avenue intersection would improve in the future because traffic volumes on Firth Sterling Avenue are projected to decrease in the future as a result of traffic redistribution from the I-295/Suitland Parkway project. Also the I- 295/Suitland Parkway project would widen Suitland Parkway from four through lanes to six through lanes at the intersection.

Analysis results for No Action and Build Alternative 5 assume the planned DDOT transportation projects would be in place (see Planned Transportation Projects). If the DDOT transportation projects are not constructed then the St. Elizabeths project would have significant impacts on local streets within the Anacostia area. Without the planned Suitland Parkway/MLK Avenue interchange project traffic would have to use Sumner Road, directly though the planned Barry Farm Redevelopment community, to access MLK Avenue. Also there would be significantly more congestion at Suitland Parkway/Firth Sterling Avenue since this intersection would only have four through travel lanes on Suitland Parkway versus the planned six travel lanes in the future. Without the I-295/Suitland Parkway interchange modification significantly more traffic would need to use Firth Sterling Avenue to access northbound and southbound I-295 from Suitland Parkway. This would impact traffic operations the planned St. Elizabeths West Campus Firth Sterling access.

27 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

5. MASTER PLAN AND TRANSPORTATION ALTERNATIVES

Several conceptual Master Plan alternatives were developed and analyzed as part of the FEIS. One preferred build-out Master Plan alternative, Alternative 5, is included in this TMP. This alternative builds on the assets of the existing campus, allowing for the rehabilitation and reuse of existing buildings. The alternative has a build-out year of 2016 and will provide accommodations for 14,000 employees with approximately 4.5 million GSF including administrative and operations space and shared uses on the West Campus and on the North parcel on the East Campus. The campus development would also include amenities such as a day care center, fitness center, conference center, and cafeteria. In addition, 2,819 employee parking spaces, approximately 1.2 million[1] GSF of parking, will be provided on the West Campus and 775 employee parking spaces, approximately 0.27 million GSF of parking, will be provided on the East Campus (3,594 total employee parking spaces between both campuses). Approximately 640 parking spaces will be provided for visitor parking and official vehicles on the West Campus. No visitor parking is planned for the East Campus. A total of 4,234 parking spaces, including visitor spaces will be provided for the project.

As described in the FEIS report and the Master Plan, parking will be provided at a ratio of 1 parking space for every 4 employees (1:4) for 9,763 employees and at a ratio of 1:3 for 1,137 24/7 shift employees relocated to the West Campus. A total of 10,900 employees will be relocated to the West Campus at a total parking ratio of 1:3.87. The remaining 3,100 employees, relocated on the North parcel on the East Campus, will be provided parking at a 1:4 ratio. The 640 visitor spaces (to include official vehicles), located on the West Campus are not included in the either the total West Campus ratio or the 1:3.9 overall ratio calculation for both campuses.

Site Access

The Site plan for Alternatives 5 is shown in Figures 5.1. Access to the St. Elizabeths West Campus will be provided by two gates on MLK Avenue ( existing Gate 1 and Gate 2) Gate 3, at the location of the existing tunnel connection between the west and east campuses, will be changed to an at grade intersection and used for emergencies.

At its southern end, West Access Road will connect to the I-295/ Malcolm X Avenue interchange while at its northern end, it will tie into a proposed five-leg signalized intersection with Firth Sterling Avenue and Stevens Road. The I-295/ Malcolm X Avenue interchange will be either modified or redesigned to accommodate this new West Access Road and the St. Elizabeths West Campus traffic expected to be generated along it. The new West Access road is not intended for public use, with the exception of commuter buses.

28 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.1 – Master Plan Alternative 5

29 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Under Alternative 5 employee access will be provided at Gates 1 and 4 and visitor access will be provided at Gate 2. VIP access would also be provided at Gate 1. There will be 846 employee parking spaces accessible via Gate 1, 1,973 employee spaces accessible via Gate 4, and 640 visitor parking spaces accessible by Gate 2

MLK Avenue will provide vehicular access to 30% of employees and the new West Access Road will provide access to 70%1 of DHS employees (from Firth Sterling Avenue and Malcolm X Avenue). Figure 5.2 illustrates parking locations on campus.

Table 5.1 shows the site users expected to access each gate as well as other site usage along the sections of MLK Avenue and the West Access Road., adjacent to the site.

Table 5.1 – St. Elizabeths West Campus Access Gate Users Preferred Alternative 5 Gate 1 Employees/VIPs Gate 2 Visitors MLK Avenue Gate 3 Emergency Access Avenue Metrobus and Shuttle2 Stops Gate 4 Employees West Access Road Warehouse Warehouse Delivery/Services (Malcolm X Ave – Firth Sterling Gate Ave) Access Shuttle & Commuter Bus Stop Road Note: Direct access to the East Campus would be provided only by Gate 2. 3 Main pedestrian access would be provided by Gates 1 and 4. No pedestrian access would be prohibited via Gate 3.

1 70% of employee parking spaces will be accessed off the new West Access Road and the remaining 30% of employee parking spaces will be accessed via MLK Avenue. Employees will be assigned to park in specific locations and will be assigned to a specific gate. Security restrictions will prohibit traversing the campus. This will also ensure controlled access to specific campus gates. 2 Shuttle bus stops on MLK Avenue have not been confirmed with DDOT or WMATA. 3. Long term plans may consider a future pedestrian tunnel connection between the West and East Campus at Gate 3.

30 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

)

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7 S p ac e s

84 Em 6 s p pac lo e ye s e

Figure 5.2 – Parking locations

31 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

MLK Avenue Access

Gate 1 will remain at 36 feet and the lane configuration would change to allow for three lanes (one lane would be reversible to accommodate the inbound and outbound peak directional traffic flow). Gate 2 will be widened from 14 feet to 36 feet and would also function as a three lane access with one reversible lane. The security check point at both gates would be set back a minimum of 100 feet so as to provide adequate queuing space for security processing on campus. Additional information about security processing and operations is included in the Security Master Plan.

Two center turn lane alternatives on MLK Avenue at Gates 1 and 2 are being considered. The land needed for widening would be extracted from the East Campus to avoid removing the historic wall on the West Campus. The center lane would provide left turns into the East and West Campuses at Gate 2 (UCC and DHS) and to the West Campus only at Gate 11.

Turn lane Alternative 1 would widen MLK Avenue by 16 feet and delineate turn lanes with paint stripping. Turn lane Alternative 2 would widen MLK Avenue by 20 feet and would provide a raised median with turn lanes. Both MLK Avenue alternatives would examine the possibility of increasing sidewalks on the East Campus to 6 to 8 feet as recommended in the Great Streets Framework Plan. Increasing sidewalk widths would require further widening of MLK Avenue. Final design would need to be coordinated with DDOT and the Unified Communications Center as widening MLK Avenue would impact its existing security berm. Turn lane alternative 1 and 2 are shown in Figure 5.3 and 5.4. Note: Currently parking is permitted on MLK Avenue during off-peak periods. The plan prepossess to prohibit on-street parking at all times adjacent to the campus

1 A turn lane into the East Campus Gate 1 at the UCC Daycare Center could not be accommodated without impacting an existing home on MLK Avenue located north of Gate 1.

32 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.3 – MLK Turn Lane Alternative 1

33 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.4– MLK Avenue Turn Lane Alternative 2

34 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

The MLK widening preferred alternative identified in Final EIS is Alternative 2. GSA's identification of this alternative as preferred is based on coordination with, and is subject to, subsequent final determinations of the Federal Highway Administration and the DC Department of Transportation, agencies that are anticipated to base their approvals in part upon the Final Environmental Impact Statement.

West Access Road

The access road has been studied as a three-lane, two-way road that connects from Firth Sterling Avenue, SE to Malcolm X Avenue. The center lane would operate as a reversible lane that would accommodate inbound and outbound peak directional traffic flow. Additional lanes will be provided at the access road intersection with Malcolm X Avenue for turn lanes and at West Campus Gate 4 for turn lanes and vehicle queuing for security processing. It should be noted that under Alternatives 5, it may be feasible to reduce the access road to two lanes, thereby reducing impacts associated with the roadway. If the access road is reduced to two vehicle travel lanes then a bicycle-lane and sidewalk could be accommodated from Firth Sterling Avenue into the campus within the same currently proposed cross section. The bicycle-lane and sidewalk would help provide improved access from the west campus to the Anacostia Metrorail Station, the Naval Support Facility Anacostia and the Barry Farm Redevelopment. The bicycle-lane and sidewalk would end at the campus limits and would still allow for reduced impacts through Shepherd Parkway to Malcolm X Avenue. GSA would continue to study reductions to the footprint of the roadway and the provision of a bicycle-lane and sidewalk during final design.

Firth Sterling Avenue Access

The West Access Road would create a five-leg signalized intersection with Firth Sterling Avenue and Stevens Road. The Firth Sterling Avenue site access would accommodate two inbound and two outbound lanes. Security processing would occur at West Campus Gate 4 (on the campus) and would not occur near Firth Sterling Avenue. The Firth Sterling access would be consistent with the DDOT Streetcar project currently under construction. Previous Firth Sterling Avenue access design concepts that were dismissed are summarized in Volume II of the FEIS. Figure 5.5 shows the planned Firth Sterling access to St. Elizabeths.

35 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.5- Planned Firth Sterling Access

36 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Vehicle Circulation

Vehicular circulation on the West Campus will be quite limited. Employees accessing the campus will be processed through the security gate and will go directly to an assigned parking area. They will not be allowed to circulate around the campus in automobiles. Only vehicles with special permission, which have been fully screened at the entrance gate, will be allowed to access the internal roadways of the campus. These include VIP’s and special visitors, and internal campus shuttles which will utilize the existing and proposed new campus roadways. Consistent with the Planning Principles, the internal site circulation will follow the historic roadways to reinforce the spatial continuity of the site.

Shuttle Operations

External shuttles dedicated to the employees of the St Elizabeths Campus will be provided between the Anacostia Metrorail station and the West Campus. An additional internal shuttle system will make stops within the secure campus perimeter. The internal shuttle route is shown in Figure 5.6.

As part of the TMP process DHS coordinated with Bolling Air Force Base and the Naval Support Facility Anacostia to identify alternative transportation opportunities that could benefit each facility. One of the options previously discussed was a circuit shuttle that would connect St. Elizabeths to Bolling Air Force Base and the Naval Support Facility Anacostia. A circuit shuttle would stop at West Campus Gate 4 along the proposed access road. The circuit shuttle will be explored in greater detail by the DHS Employee Transportation Coordinator as part of the TMP implementation process.

37 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.6- Internal Shuttle Route

38 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Interchange Design Alternatives at I-295/Malcolm X Avenue

In order to provide access from I-295 to the St. Elizabeths Campus and to accommodate the expected traffic demand increase, several conceptual interchange modifications and redesign alternatives were developed and analyzed to upgrade the partial interchange of I-295/Malcolm X Avenue. Four interchange alternatives, Alternatives I-1, I-2, I-3 and I-4 were studied in the FEIS. Each interchange alternative is illustrated in Figure 5.7 through 5.10, respectively.

Common to each interchange alternative is the new West Access Road, immediately east of and parallel to I-295, which will provide direct access to the St Elizabeths West Campus western edge, via Malcolm X Ave (at its south end) and Firth Sterling Avenue (at its north end). The intersection with Malcolm X Avenue will be a new intersection integrated into the modified or redesigned interchange. This new intersection will require the removal of the existing loop off- ramp in the northeast quadrant of the interchange.

Following is a brief conceptual description of each interchange alternative:

Alternative I-1 – consists of a quarter cloverleaf in the southeast quadrant of I-295 and Malcolm X Avenue, plus a one-way, one-lane flyover for St. Elizabeths outbound traffic heading onto southbound I-295.

Alternative I-2 – consists of a half diamond interchange for the east side between I-295 at Malcolm X Avenue, plus the existing northbound I-295 loop on-ramp in the southeast quadrant, and elimination of the northbound South Capitol Street diamond off-ramp and its traffic signal with Malcolm X Avenue. The only movement retained onto the northbound South Capitol Street diamond on-ramp is the right turn from westbound Malcolm X Avenue.

Alternative I-3 – consists of a full diamond interchange between I-295 and Malcolm X Avenue, plus the existing I-295 loop on-ramp in the southeast quadrant. Along southbound I-295, northbound of Malcolm X Avenue, the existing South Capitol Street off ramp is maintained but its signing is modified to “ Southbound South Capitol Street Only” instead of the existing “ South Capitol/ Boiling Air Force Base/ Malcolm X Avenue”. At the adjacent diamond interchange of Malcolm X Avenue and South Capitol Street, this alternative also considers the elimination of the northbound South Capitol Street on- and off-ramps and of their traffic signal with Malcolm X Avenue, in order to provide space for the new southbound I-295 off and on diamond ramp to/from Bolling Air Force Base/Malcolm X Avenue.

Alternative I-4 – consists of a Single Point Urban Interchange (SPUI) between I-295 and Malcolm X Avenue with a new single traffic signal controlling the intersection of Malcolm X Avenue and the four I-295 diamond off- and on-ramps, to be located under the I-295 overpass. This alternative also considers the elimination of the northbound South Capitol Street diamond on- and off-ramps, their traffic signal with Malcolm X Avenue, and the existing upstream southbound I-295 off-ramp to southbound South Capitol Street/Bolling Air Force Base/Malcolm X Avenue.

The preferred interchange alternative identified in the Final EIS is Alternative I-2. GSA’s identification of this alternative as preferred is based on coordination with, and is subject to, subsequent final determinations of the Federal Highway Administration (FHWA) and the DC Department of Transportation (DDOT), agencies that are anticipated to base their approvals in part upon the Final Environmental Impact Statement.

39 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.7- I-295/Malcolm X Avenue Alternative I-1

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Figure 5.8- I-295/Malcolm X Avenue Alternative I-2

41 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.9 – I-295/ Malcolm X Avenue Alternative I-3

42 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 5.10 – I-295/ Malcolm X Avenue Alternative I-4

43 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Any of these interchange alternatives can be implemented with Alternative 5 Campus Development.

6. INITIATING THE TRANSPORTATION MANAGEMENT PROGRAM

By 2016, 14,000 DHS employees are planned to relocate to the St. Elizabeths West & East Campuses. The DHS employees anticipated to relocate are currently distributed throughout Maryland, Virginia and the Washington DC Metropolitan area. Figure 6.1 illustrates existing DHS worksite locations based on the DHS survey results.

An understanding of DHS employees’ current commuting patterns is important in determining anticipated travel modes to St. Elizabeths and a successful consolidated Transportation Management Program (TMP).

Development of the TMP includes the following steps: • Goals and objectives • Evaluation of the work setting • Evaluation of employee behavior • Basis for performance measurements

Goals and Objectives

Key transportation-related management goals for DHS at the St. Elizabeths include:

• Recommend TDM strategies that will allow the St. Elizabeths West Campus parking space/employee ratio to achieve a 1:4 ratio (1 parking space per 4 employees) for 9,763 employees and 1:3 for 1,137 24/7 shift employees1, for a total West Campus parking ratio of 1:3.87 for 10,900 employees. The total East Campus parking ratio would be 1:4 for 3,100 employees. The Overall parking ratio (including West and East Campuses) would be a 1:3.90. • Reduce the impact of trips generated by the St. Elizabeths West Campus on the local and regional road network • Maximize the use of the nearby Anacostia Metrorail Station.

More specifically, measurable objectives by which the program’s effectiveness can be judged are to include the following:

• Reduce the number of Single Occupant Vehicles (SOV) to 17%. • Increase the percentage of employees using Metrorail to 35%. • Increase the percentage of participating carpoolers to 16%. • Increase the average number of daily telecommuting participants to 4%.

1 Shift employees will be required to work three shifts, on a 24-hour basis, with no possibility to leave unless and until a replacement arrives. Their schedules within the three-shift rotations are also highly variable. The nature of their positions requires these workers to be constantly on alert, ready and able to move at a moment's notice. They must have maximum flexibility to arrive or depart from the campus at will. A higher number of parking spaces are required for this group in order to address the variable nature of their schedules and the nature of their positions and in consideration of the fact that those workers on duty during other than peak hours would be faced with either longer commuting times using public transportation or no public transportation alternatives whatsoever.

44 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

• Increase the average “carpool” vehicle occupancy rate to 3.06. • Increase the average “all” vehicle occupancy (AVO) rate to 1.41.

These objectives criteria and recommended TDM measures to achieve them are described further.

Figure 6.1 – Location of DHS Current Worksites

Work Setting

Many of the transportation settings (i.e. pedestrian and transit facilities, on-campus amenities) have already been described in the previous Section 4 “No Action Transportations Conditions” and Section 5 “Master Plan and Transportation Alternatives”.

Employee Commuting Travel Patterns

The below employee commuting travel patterns were obtained on the basis of the DHS employee survey results

45 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

DHS Commuter Surveys

An e-mail questionnaire survey was administered to DHS employees April 2007 and October 2005 (USCG Employees Only). The surveys were used to obtain existing employee travel behavior as well as expected travel behavior on the basis of time arrival patterns, residential locations and directional approach distribution.

Approximately 7,100 DHS employees participated in the survey. This is a more than ample sample size and is more than adequate for this type of survey.

The survey included questions such as: • What is your 5-digit zip code? • What time did you arrive to and leave from work? • How did you get to work each day during the week of October 2, 2005 or April 16, 20071? • Do you expect to use the same mode of travel to get to work in the future?

Many more questions, relating to the employee commuting travel patterns anticipated with the St. Elizabeths West Campus site relocation, were included in the surveys. Survey question forms submitted to DHS employees are included in the Appendix A.1 of this document.

Directional Trip Distribution

Table 6.1 summarizes the residential distribution of the DHS employees, based on the survey zip distribution results.

The anticipated directional employee vehicle trip distribution to St. Elizabeths was estimated on the basis of the above residential location of employees, the optimum access route between their residences and the St. Elizabeths site (taking into account the several major transportation improvements planned in the site vicinity and described in the previous sections), the location of the site access gates and the anticipated parking space distribution throughout the site.

1 The employee surveys were conducted in October 2005 (USCG only) and April 2007 for other DHS employees.

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Table 6.1 – Distribution of DHS Employee Residential Locations

Alexandria 8% Annapolis 1% Arlington 3% Rest of VA 37% Charles County 1% PG County 21% Montgomery County 7% Baltimore & Surrounding (AA/CC/HC) 9% Eastern Shore 0% Frederick County & Surrounding 2% D.C. 8% Other 3% Total 100%

Inbound traffic distribution assignments along the main access corridors (NB I-295, SB I-295, EB across Anacostia River and WB Suitland Parkway) to the St. Elizabeths West Campus, were developed for DHS employees civil and military employees. Consolidated average vehicle trip distribution of DHS employees were estimated along these four main access corridors.

Figure 6.2 illustrates the anticipated directional approach trip distribution.

47 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

395

295

B 5 S Fre 29 de I – ric k D M ou em gl or as ial Br idg 46% e

2% 37%

18%

ST. ELIZABETHS WEST CAMPUS

Suitland Pkwy

33%* 12%

Malcolm X Ave

295 N

* Includes 28% from NB I-295 plus 5% from I-295 SB via the Malcolm X Avenue Interchange Note: 70% of employee parking spaces will be accessed off the new West Access Road and the remaining 30% of employee parking spaces will be accessed via MLK Avenue. Employees will be assigned to park in specific locations and will be assigned to a specific gate. Security restrictions will prohibit traversing the campus. This will also ensure controlled access to specific campus gates.

Figure 6.2 – Projected Directional Trip Distribution

48 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Commuter Peak Hours

The peak hours of the local traffic in the vicinity of the St. Elizabeths Campus site are: AM Peak: 7:00 - 8:00 PM Peak: 4:45 - 5:45

Hourly arrival rates and departure rates of DHS employees were determined by conducting traffic counts at existing DHS parking garages. Based on surveys of these existing facilities, 36% of the employees are expected to arrive to the St. Elizabeths campus during the AM peak hour and 25% of the employees would depart during the PM peak hour.

Visitor traffic projections throughout the day were based on visitor logs obtained from USCG. The number of existing visitors was increased proportionate to the number of existing to projected employees.

Base Conditions

Base conditions described below were established in part on the basis of DHS employee survey results and estimated traffic demand, for the purpose of measuring the future performance of the TMP. The following factors were examined:

• Vehicle Trip Distribution or Reduction • Travel mode split • Average Vehicle Occupancy (AVO) rate • Average Occupancy rate of carpool/vanpools • Parking ratio • Intersection level of service

Vehicle Trip (VT) Distribution or Reduction Vehicle trip reduction measures the number of vehicle trips as a daily total, peak period or peak hour reduction. It can be assessed through surveys or vehicle counts. Its advantage is its close relationship with reducing the number of vehicles on the road.

Travel Mode Split Travel mode split indicates the various percentages of people using each mode of travel. As previously mentioned, travel mode split is obtained by implementing email questionnaire surveys to all employees.

Average Vehicle Occupancy (AVO) Rate AVO for home-based work trip is expressed as the average number of employees observed inside each vehicle (passenger & carpool/vanpool) arriving to park on the worksite. Work trips tend to have low occupancies due to the traditional high percentage of commute trips which are drive- alone types (typically ranging citywide from 1.06 to 1.20). It is calculated as:

AVO = No. of employees arriving to the worksite by vehicle No. of vehicles in which above employees arrive

AVO is increased by reducing the number of vehicles arriving to the worksite. Above vehicle count includes passenger cars, carpool vehicles and vanpool vehicles (but not vanpool vehicles

49 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008 with large seating capacity for nine or more passengers). Buses, bicycles and motorcycles are not counted as vehicle.

Average Occupancy Rate of Carpool/Vanpool Vehicles The carpool/vanpool average occupancy rate (Carpool/Vanpool AVO) is the average number of employees observed inside each carpool/vanpool vehicle (e.g.., Carpool/Vanpool AVO = 2.94). It is increased by increasing the number of passengers in carpool/vanpool vehicles. It is calculated as:

Carpool/Vanpool AVO = No. of employees arriving to the worksite by carpool/vanpool No. of carpool/vanpool in which above employee arrive

The above vehicle count includes only carpool and vanpool vehicles (but not vanpools with large seating capacity for nine or more passengers).

Parking Ratio The parking ratio is the average number of all employees reporting to work per “occupied” employee parking space on the worksite (e.g.., 1:2.64 or 1 parking space per 2.64 employees). It is calculated as:

Parking ratio = No. of occupied employee parking space on the site No. of all employees reporting to work

Occupied employee parking spaces include spaces for passenger cars, carpool vehicles and vanpools vehicles (but not vanpool vehicles with large seating capacity for nine or more passengers or visitor vehicles). All employees reporting to work include employees reporting to the worksite as well as employees who work from home all day.

DHS currently maintains a parking supply of 6,418 spaces (including spaces leased outside the building property). The parking supply varies for different location due various conditions such as proximity to transit and availability of public-private on street parking. In respect to varying DHS worksite conditions the parking ratio for existing DHS worksite locations is unsupportive for this discussion. The parking ratio as currently planned in the Master Plan (3,594 on-site employee parking spaces for 14,000 employees on the West and East Campus) is 1:3.9 (or 1 space per 3.9 employees).

Recommended Objectives - DHS Commuter Travel Mode Characteristics

Commuter travel mode splits, Parking Ratios and Average Vehicle Occupancy (AVO) rates of the DHS employees for Existing and Expected conditions are based on the survey responses received from DHS employees being asked to describe how they currently travel and to anticipate their future travel mode to the new St. Elizabeths West Campus. Results of all survey responses are included in Appendix A.1.

Recommended goals were developed with DHS on the basis of employee expected travel mode characteristics.

Table 6.2 shows the results for the 14,000 DHS employees, relocated on St. Elizabeths.

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Table 6.2 – St. Elizabeths Commuter Travel Mode Characteristics

* Existing scenario based on employee travel survey responses at current work location ** Assuming 1,137 employees (24/7 shift) at 1:3 and 9,763 employees (regular hours) at 1:4 [both on the West Campus] *** Assuming 3,100 employees (regular hours) at 1:4 [on the East Campus]

DHS employee TMP objectives including travel mode splits, Parking Ratios and AVO Rates are summarized below:

• Drive Alone (SOV) – A resulting recommended mode split of 17% down from an expected 36%. This represents a 53% reduction from expected and a 45% decrease from existing. • Metrorail – A resulting recommended mode split of 35% up from an expected and existing 30%. This represents a 17% increase from expected and existing. • Carpool/Vanpool with DHS passengers (employee participation) - A resulting recommended mode split of 16% up from an expected and existing 10%. This represents a 60% increase from expected and existing. • Commuter Express Bus - A resulting recommended mode split of 4%, double an expected 2% split and equal to an existing 4% split. • Work Offsite (Telecommuting/AWS) - A resulting recommended mode split of 5% up from an expected 1%. This represents a 400% increase from expected and a 67% increase from existing. • Parking Ratio - The resulting recommended Parking Ratio of 1:3.9 (1 space per 3.9 employees) represents a significant parking demand reduction of 44% from expected and a 33% decrease from existing. • Average Vehicle Occupancy (AVO) - The resulting projected recommended AVO of 1.41 (1.41 employees per vehicle) represents an increase of 13% from expected and a 17% increase from existing.

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• Carpool/Vanpool with DHS passengers (Average Carpool Vehicle Occupancy Rate) - A resulting recommended average carpool vehicle occupancy rate of 3.06 employees per vehicle, up from an expected rate of 2.93 employees per vehicle. This represents a 4% increase from expected and existing.

In summary, meeting the above recommended objectives will require a very significant reduction of the current and expected numbers of SOVs. A resulting recommended overall Parking Ratio of 1:3.9 (1 space per 3.9 employees) is projected if the above goals are achieved. Recommended specific TDM measures to meet these goals and to be implemented under the recommended TMP are described in the next section. These measures are summarized in a subsequent section of this report.

Recommended Objectives – St Elizabeths West Campus Employee Parking Space Requirements

Summarized below in Table 6.3 below are the employee parking space requirements for Existing, and Expected Goal conditions on the basis of the respective “employee/vehicle” ratios. Comparisons between the two conditions indicate parking reductions required to attain the recommended goals expected once the below described recommended TDM measures are implemented. Table 6.3 shows that very significant parking space reductions will be required over Expected conditions to reach the above Recommended Goals.

Based on a parking ratio of 1:3.9, a resulting projected employee parking supply of 3,594 spaces will be required, identical to the Master Plan.

Table 6.3 – St. Elizabeths West Campus Employee Parking Space Requirements

Projected Employee Parking Requirement (No. of spaces) Existing Expected Existing & Expected DHS Parking Demand * 5,347 6,390 Master Plan West Campus Parking Supply (1:3.87) 2,819 Master Plan East Campus Parking Supply (1:4.00) 775 Master Plan Overall Parking Supply (1:3.9) 3,594 1,753 2,796 Parking Reduction Required to Attain Master Plan Overall Parking Supply (1:3.9) 33% 44% * Above shown "Existing" & "Expected" Parking Demands were estimated on the basis of employee travel survey responses. An inventory of parking spaces at current work location, however, indicates a total of 6,418 "existing" spaces.

The above parking space requirement does not include visitor parking spaces. The campus will provide 640 additional visitor parking spaces. Visitor parking spaces are not required to be included in employee parking ratio calculations. Employees will not be permitted use of visitor parking spaces. Employees will be provided parking permits and all designated parking facilities (employees and visitors parking) will be monitored and enforced.

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7. TRANSPORTATION DEMAND MANAGEMENT (TDM) STRATEGIES

Significant coordination was conducted as part of the TDM process. Comprehensive meetings were held with federal agencies and neighboring installations to outline regional transportation opportunities and challenges. The following is a list of agencies consulted:

• Anacostia Naval Annex • Bolling Air Force Base • District of Columbia Office of Planning • District Department of Transportation • District Department of Transportation Bicycle Coordinator • Federal Highway Administration • Food and Drug Administration • Washington Metropolitan Area Transit Authority • Metropolitan Washington Council of Governments • Maryland Mass Transit Administration • The Maryland – National Capitol Park and Planning Commission (Prince George’s County) • National Capitol Planning Commission • National Park Service • Virginia Department of Rail and Public Transportation • Virginia Department of Transportation • National Institutes of Health

Various TDM strategies, judged appropriate for helping meet the previous transportation characteristic goals and indicators, are described for consideration and implementation by DHS, as they consolidate on the St. Elizabeth Campus.

Selecting and Implementing TDM Strategies

Commuters determine their mode choice to a destination on the basis of time, convenience and cost. Each factor weighs differently with everyone based on their income, time availability, personal characteristics and other reasons. In most cases, certain changes in these factors will cause people to reconsider their mode. For example, a person may consider taking transit to work, even though it takes ten minutes longer, if the cost of parking at his work place suddenly increases by $100 per month. It is important that these factors are considered in implementing TDM measures.

An Employee Transportation Coordinator (ETC) is vital in the TDM selection process. DHS has recently hired an ETC (October 2008). The ETC is currently reviewing existing policies and procedures for reducing single drivers to DHS locations. The ETC will be instrumental in implementing the DHS TMP at St. Elizabeths.

The ETC should continually work to strategically select and update TDM strategies to successfully meet the goals designated in the TMP. As stated in the May 2008 TMP Handbook, specific responsibilities of the ETC include:

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• Investigating the existing transportation situation and determining potential for change • Actively solicit support from agency management , other departments and key personnel • Creating conditions and incentives that will encourage employee/visitor changes in travel mode • Personally facilitating the formation of utilization of travel option • Tracking and reporting changes in site-related travel behavior

In addition, the ETC should work with regional agencies to ensure awareness of possible Transportation improvements. Transportation improvements may be implemented depending on available funding. It is recognized that some improvements are above the control of the ETC. The table below describes initiatives the ETC should manage along with appropriate coordination efforts.

Based on an existing worksite analysis, existing transportation programs, and current employee characteristics, various TDM measures were selected as candidates to help meet the goals and objectives. Table 7.1 details DHS’ Commitments to selected TDM measures and strategies. This list should be used as a starting point for an Employee Transportation Coordinator and not as an all-inclusive list.

Table 7.1 DHS TDM Commitments

TDM Measures DHS Commitment Planned Time Expected Frame Benefit General Hire ETC – ETC would have a known office on DHS hired an ETC Travel mode, trip campus and will be responsible for implementing, in October 2008. timing, frequency marketing and monitoring the TMP. and length, travel routes ETC will encourage use of Commuter Connections Phase 1 (2013) Travel mode, as a resource for commuting options. Commuter travel length, Connections is a regional network of transportation travel route organizations coordinated by the MWCOG Parking Management Distribute parking spaces/parking permits on Phase 1 (2013) – Travel route campus – By phase 3 70% of employee spaces will 100% from Firth be accessed via West Access Road and 30% will be Sterling Avenue accessed via MLK Avenue Phase 2 (2014) – 46% from Gate 1 and 54% from West Access Road Phase 3 (2016) – 70% West Access Road/30% Gate 1 East Campus Phase 2 – 100% East Campus Gate 2

Provide internal shuttle service – DHS intends to Phase 1 (2013) Travel route provide internal shuttle service to connect parking facilities, that will be distributed on campus, with key locations around the campus subject to availability of funds.

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TDM Measures DHS Commitment Planned Time Expected Frame Benefit Carpooling Incentives Preferred carpool/vanpool parking spaces – Preferred carpool Travel mode - carpool/vanpool spaces will be located in the most spaces would be 16% of convenient locations on campus. phased beginning employees would in Phase 1 (2013). carpool/vanpool by Phase 3 (2016). Carpool ridematching program – Phase 1 (2013) Travel mode – ETC will help determine employees with similar 16% of travel routes using an electronic database. The ETC employees would would market carpooling with e-mails, bulletin carpool/vanpool boards, employee literature and carpooling fairs. by Phase 3 The marketing campaign would be geared towards (2016). all 14,000 employees. Convenient drop-off areas for carpoolers – Phase 1(2013) – Travel mode – Carpool drop-off areas will be located at Gate 1 and Gate 4 only 1% of employees Gate 4. Phases 2 (2014) would ride with and 3(2016) – someone else and Gates 1 and 4 get dropped off Metrorail Incentives Transit Subsidy – Phase 1 (2013) Travel mode – Provide eligible employees $115/month to 35% of encourage the use of public transportation. employees would use Metrorail; another 7% would use Metrorail via commuter rail. (5,880 by Phase 3) Agency Shuttle – Phase 1 (2013) Travel mode, trip DHS currently operates an agency shuttle system length – that will continue with the St. Elizabeths The external development. External shuttle service from the shuttle system is Anacostia Metrorail station to St. Elizabeths is planned to planned and will be operated on a frequency to meet accommodate up employee demand subject to the availability of to 42% of the funds. employee population (5,880 employees by Phase 3). Regional Planning and Transportation Agency All Phases- Work Travel mode – Coordination- with WMATA to 35% of address security employees are The ETC will work with regional planning and concerns at metro expected to use transportation agencies, who have the overall stations (Anacostia Metrorail responsibility to develop an integrated approach to is the highest crime make the use of public transportation more cost station in the effective, more convenient, more reliable and safer. system). For the TDM strategies outlined herein to be successful, the regional planning and transportation All Phases-The agencies must focus on policy development that Regional Planning addresses the barriers to pubic transportation use and Transportation and work to make the product better. Successful agencies must strategies may include a revised fare and parking work to develop structure and/or greater transit subsidies for DHS sound policies and

55 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

TDM Measures DHS Commitment Planned Time Expected Frame Benefit employees. Additionally, as a long term strategy the an integrated MOA between DC, DHS and GSA includes a approach to commitment among the parties to actively support a address the barriers spur Metrorail station on the East Campus directly to increased public adjacent to the West campus (if feasible) to make transportation use metro more convenient. (cost, convenience, reliability, security, parking, etc).

The ETC will work with WMATA to help assure Phase 1 (2013) Travel mode, trip that Metrobus service from the Anacostia Station to length the campus will augment the DHS shuttle service that will be provided from the station. Commuter Bus Commuter Bus Coordination – Work with Phase 1 (2013) Travel route, commuter bus companies to provide a new travel mode – 4% commuter bus stop at Gate 4. of employees (156 by Phase 1 [2013], 375 by Phase 2 [2014], and 560 by Phase 3 [2016]) would ride Commuter Buses Metrobus The ETC will work with WMATA to determine if Phase 1 (2013) Travel mode – changes in routes or stops could improve direct 1% of employees service to the campus. would ride Metrobus from home to work (39 by Phase 1 [2013], 94 by Phase 2 [2014], 140 by Phase 3 [2016]) The ETC will market the use of The Smart Phase 1 (2013) Travel mode – Commute™ Initiative. It rewards employees for 1% of employees choosing a home located one-quarter mile from a would ride public bus stop or one-half mile from a public rail Metrobus from station. home to work Bicycle Distribute Bicycle Information – ETC would Phase 1 (2013) Travel mode, provide maps identifying bike routes. travel route – close to 1% of employees are expected to bike (39 by Phase 1 [2013], 94 by Phase 2 [2014], 140 by Phase 3 [2016]) Agency Coordination – ETC will coordinate with Phase 1 (2013) Travel mode – DDOT as well as Maryland and Virginia close to 1% of transportation authorities to encourage improved employees are and new bicycle facilities. expected to bike Provide shower/locker room facilities – A Phase 2 (2016) Travel mode –

56 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

TDM Measures DHS Commitment Planned Time Expected Frame Benefit shower/locker room facility will be provided on close to 1% of campus at the fitness center. employees are expected to bike Provide secure bicycle storage – Bike racks will be Phase 1 (2013) Travel mode – located in two parking garages located on campus. close to 1% of employees are expected to bike Walk Distribute DC home buying incentives - The ETC Phase 1 (2013) Travel mode, trip will distribute information about the use of timing and length, Washington Metropolitan region incentive programs travel routes that enable homebuyers to purchase properties close to work. AWS Alternate Work Schedule - DHS currently provides Phase 1 (2013) Trip frequency – AWS and will continue to provide employees with 5% of employees options to use AWS. The ETC will work with (195 by Phase 1 agency leadership to encourage employees to [2013], 468 by distribute AWS days throughout the week subject to Phase 2 [2014], work requirements so as to improve traffic and 700 conditions on other days of the week (instead of just employees by Monday and Friday the typical AWS days off). Phase 3 [2016]) per day would not have to travel to work (due to AWS and working from home). Agency Telework DHS is currently developing policy on telework and Phase 3 (2016) Travel mode, trip Center will coordinate with GSA on the establishment of timing, trip telework centers at locations to best serve the frequency and employee population. The goal is to provide length, travel opportunities for employees to work at the telework routes – 4% of centers one to three days per week subject to work employees (156, requirements and funds availability for the telework by Phase 1 centers. This policy will be piloted over FY 2009 [2013], 375 by by the DHS Office of the Chief Administrative Phase 2 [2014], Officer (OCAO) and the results will inform a final and 560 by Phase OCAO policy implementation in FY 2010 and 3 [2016]) would potential expansion of the program throughout the work at Agency Management Directorate and the rest of the Telework Centers Headquarters. To achieve our goal, the telework centers proposed would accommodate approximately 560 total employees by phase 3 (2016). Work from Home Work from home policies – DHS is currently Phase 1 (2013) Trip frequency, developing policy on telework that will include a trip length, trip provision for “work at home” options for certain timing - 5% of functions/employees subject to individual work employees (195 requirements and quantifiable metrics. This policy by Phase 1 will be piloted over FY 2009 by the DHS Office of [2013], 468 by the Chief Administrative Officer (OCAO) and the Phase 2 [2014], results will inform a final OCAO policy and 700 implementation in FY 2010 and potential expansion employees by of the program throughout the Management Phase 3 [2016])

57 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

TDM Measures DHS Commitment Planned Time Expected Frame Benefit Directorate and the rest of the Headquarters. per day would not have to travel to work (due to AWS and working from home). Agency Park-&-Ride Remote Parking Facilities – DHS will consider Phase 3 (2016) Travel mode, ( Agency Shuttle) providing remote parking facilities (one in Maryland travel route - 4% and one in Virginia) subject to funds availability and of employees program requirements. Alignment of remote parking would park at facilities and proposed telework centers would park and ride provide the greatest convenience for employees. facilities and DHS would consider contracting with a arrive by DHS transportation vendor subject to funds availability to shuttle provide coach buses from the park and ride facilities to the campus. Flex Car Flex Car Parking Spaces – DHS will consider Phase 2 (2014) Travel mode providing flex car parking spaces on campus (outside of the secure perimeter) so that employees can have convenient access for errands or in case of emergency. Amenities DHS will provide the following amenities on-site: Phase 2 (2014) Travel mode, trip barber/beauty shop, cafeteria, child care center, timing, frequency cleaner, credit union, fitness center and health and length, travel center. Having these amenities at employees work routes location will allow for greater participation in carpooling and transit programs. Amenities will also help to reduce mid-day trips. Other Agency Commitments Guaranteed Ride A program to encourage employees to enroll with Home Metropolitan Washington Council of Government’s (MWCOG) free Commuter Connections Guaranteed Ride Home program. Information Express Commuter Connections offers a regional network of Kiosks information kiosks throughout the Metropolitan Washington region. Commuters can register for services like carpool or vanpool match-lists and Guaranteed Ride Home through using easy to use touch screen interface.

DHS is committed to the strategies proposed in this TMP; however, it is anticipated that the TMP will be updated as the project further develops and the East Campus is planned. These updates may identify additional and/or different strategies that can be implemented to help further achieve DHS' goals. DHS will continue to work with transit and transportation agencies to help identify further modal opportunities.

58 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Monitoring & Evaluation

In order to maintain a successful TMP, the TMP must be monitored, evaluated, and restructured as necessary in order to be effective.

A successful evaluation will determine one or more of the following:

• The extent to which the program has achieved its stated objectives. • The extent to which the accomplishment of the objectives can be attributed to the program. • The relationship of different strategies to the effectiveness of the program (productivity).

It will be necessary to evaluate, and measure the extent to which the program has achieved its stated objectives. The programs performance can be measured and analyzed by comparing the results of the initial evaluation (summarized in the Program Initiation portion of this document) to new data collected through the following means:

• Employee surveys. • Program participation documentation (e.g., registrations for specific programs). • Vehicle counts. • Parking occupancy surveys.

The ETC would examine measures of effectiveness on an annual basis to make sure the campus is working towards stated goals and objectives. The ETC should coordinate with DHS executives to assure the appropriate number of parking spaces is being planned prior to construction of each phase on campus. The maximum number of parking spaces will not exceed 3,594 spaces.

8. FUTURE TRANSPORTATION CONDITIONS

Vehicle trips for the St. Elizabeths Campuses were determined based on the number of employees and visitors expected to drive during the AM and PM peak hours. One-third of 1,137 employees, one-fourth of 9,763 employees and one-fourth of 3,100 would be expected to drive to the site.

Visitor traffic projections for the entire campus throughout the day were based on visitor logs obtained from USCG. The number of existing visitors was increased proportionate to the number of existing to projected employees. Table 8.1 below summarizes projected AM and PM peak hour trip generation.

The total number of employee vehicle trips expected to be generated during the AM peak hour and the PM peak hour are shown in Table 8.1, together with the projected visitor vehicle trips, assuming 14,000 employees and 1,960 daily visitors.

59 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Table 8.1 – Site Vehicle Trip Generation

AM PM In Out Total In Out Total Employee Trips (West 1,017 254 1,271 176 706 882 Campus) Visitor Trips (West 261 0 261 27 65 92 Campus) Total West Campus 1,278 254 1,532 203 771 974 Trips Employee Trips (East 279 70 349 49 194 243 Campus) Visitor Trips (East 0 0 0 0 0 0 Campus)1 Total East Campus 279 70 349 49 194 243 Trips

The number of trips generated by employees and visitors during the AM and PM peak hours is shown in Table 8.1. As indicated in Table 8.1, St. Elizabeths traffic will generate 1,532 AM and 974 PM West Campus trips. The East Campus would generate 349 AM and 243 PM peak hour trips. Residential zip code data indicates 30% of traffic would access the site from eastbound I- 395 and South Capitol Street, 28% would access the site from southbound I-295, 40% from northbound I-295 and 2% from westbound Suitland Parkway.

St. Elizabeths total trip generation was then distributed throughout the roadway network using the anticipated directional distribution. Site traffic volumes were added to No Action traffic volumes to develop total future traffic projections.

Build-Out Traffic Operations

This section includes an assessment of build-out traffic operations for the Master Plan Alternatives 5 at the same intersections that were analyzed for existing conditions (see previous Figure 3.8) and no-action conditions (2016), including the following new intersections expected by then: • The signalized intersection of MLK Avenue and the planned Suitland Parkway on-off ramps. • The two signalized intersections to be introduced along Suitland Parkway at the completion of the new I-295/Suitland Parkway diamond interchange ramps.

The resulting 2016 build-out peak hour traffic volumes expected at these intersections for the Master Plan Alternatives 5 is included in Appendix A.4.

The intersection lane configuration as recommended in the Final EIS in order to satisfactorily accommodate the projected 2016 build-out traffic volumes during the street AM peak hour (7:00 to 8:00) and the street PM peak hour (4:45 to 5:45) is included in Appendix A.4.

1 Visitor parking spaces for the DHS headquarters project are all planned to be located on the West Campus. Consequently no visitor trips would be generated by the East Campus.

60 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Table 8.2 shows a comparison of the results of the 2016 build-out capacity analyses for Alternative 5 and No Action 2016 analysis results. Table 8.2 – Alternative 5 – Intersection Build-Out Levels of Service (2016) AM PM Intersection No No Action Delay LOS w/ Delay Action Delay LOS w/ Delay 2016 (sec.) Alt. 5 (sec.) 2016 (sec.) Alt. 5 (sec.) LOS LOS

South Capitol St SB/ Malcolm X Ave* A 6.8 * * B 13.3 * *

South Capitol St NB/ Malcolm X Ave* B 17.1 * * A 8.7 * *

I-295/ Malcolm X Ave* E 39.1 * * C 23.1 * *

MLK Ave/ Malcolm X Ave C 34.1 E 61.0 C 28.0 C 33.9 MLK Ave/ Cypress St A 1.2 A 1.4 A 5.3 A 5.1 Milwaukee Pl/ MLK Ave B 13.8 C 17.1 C 20.3 D 27.6 MLK Ave/ Gate 2 E 39.2 B 18.8 B 13.9 B 12.6 MLK Ave/ Gate 1 A 4.5 A 6.2 A 5.5 A 9.2 MLK Ave/ Sumner Rd/ Stanton Rd A 7.7 A 7.8 B 12.4 B 11.7 MLK Ave/ Suitland Pkwy C 29.3 C 27.0 B 18.3 B 16.6 MLK Ave/ Howard Rd C 29.3 C 29.3 D 35.3 D 35.3 Howard Rd/ Firth Sterling Ave B 15.3 B 15.3 B 11.4 B 11.4 South Capitol St/ Suitland Pkwy C 26.7 C 27.5 E 73.3 E 74.7 Firth Sterling Ave/ Suitland Pkwy C 27.6 C 30.0 B 15.8 C 20.8 Firth Sterling Ave/ Stevens Rd B 11.5 B 13.0 B 10.6 B 18.1 South Capitol St/ Firth Sterling Ave B 13.9 B 15.6 C 24.0 C 24.3 I-295 SB/ Suitland Pkwy B 18.7 C 32.6 D 50.3 E 58.7 I-295 NB/ Suitland Pkwy C 24.3 B 18.2 C 21.4 C 20.2

* These intersections will be analyzed in I-295/ Malcolm X Avenue alternatives section

As shown in the above Table 8.2, all the study area intersections are expected to operate at acceptable Levels of Service (LOS) for Alternative 5. Signal timing splits were optimized for each of the signalized study area intersections. Cycle lengths remained unchanged. No other traffic mitigation was required. Detailed analyses are included in the Transportation Technical Appendix in the Final EIS.

For Alternative 5, if access to St. Elizabeths East Campus is maintained at Gate 2 as currently anticipated no additional intersections would need to be added to the study area. However, if additional access points such as a possible access from Suitland Pkwy are considered then the study area would be expanded to assess appropriate impacts.

61 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Freeway Analysis

In addition to intersections studied in the local transportation network, Freeway Analysis was conducted for year 2030. Capacity analyses were conducted for each of the previously described four interchange Alternatives (I-1, I-2, I-3 and I-4) which are under consideration for replacing the existing interchange of I-295 at Malcolm X Avenue (Alternative I-0). Fourteen capacity scenarios were analyzed along both directions of the I-295 corridor for the AM and PM peak hours. Detailed analysis results are in the FEIS Volume II. A summary of the freeway analysis is summarized below.

Alternatives I-1, I-2, I-3, and I-4 all resolve the existing failing weaving operations between the I- 295 northbound on and off ramps at Malcolm X-Avenue. However, each of the four alternatives introduces a new weaving operation between the South Capitol Street merge onto northbound I- 295 and the Malcolm X off ramp. Under all four alternatives the new weaving operation is projected to fail. The failing weaving operation would be mitigated under each interchange alternative if the northbound I-295 two-through-lane section, upstream from the South Capitol Street on-ramp would be widened to three-through-lanes. The South Capitol Street on-ramp would no longer function as a pick-up lane but would merge into the I-295 three-through-lane section, although an additional auxiliary lane of 1500 feet is introduced between the South Capitol Street on-ramp and the proposed downstream two-lane diamond off-ramp to Malcolm X Avenue/Bolling Air Force. It should be noted that it would become necessary to widen this upstream northbound I-295 two-through-lane section to a three-through-lane section in order to match the existing downstream three-through-lane section, even without the interchange modifications, due to the projected high amounts of regional traffic on I-295.

Along southbound I-295 it would be necessary to extend the three-through-lane widening of southbound I-295 south of the South Capitol Street off-ramp for Alternatives I-3 and I-4; while it appears less critical (and only desirable in the long term) for the Interchange Alternatives I-1 and I-2.

However, widening southbound I-295 to three-through-lane, south of the existing South Capitol Street off-ramp, all the way past the Naval Research Laboratory off-ramp (as required with Alternatives I-3 and I-4) will ensure a satisfactory LOS all along southbound I-295 during the PM peak hour. Maintaining instead the existing two-through-lanes of southbound I-295 (as shown for Alternatives I-1 and I-2) will likely result in less comfortable and progressively constraining traffic operations during the PM peak, by 2030.

Mitigation would also include the installation of an additional auxiliary weaving lane between the South Capitol Street on-ramp and the Navy Research Laboratory off-ramp with each Interchange Alternative (I-0, I-1, I-2, I-3 and I-4).

Pedestrian and Bicycle Facilities

Development of the St. Elizabeths West Campus for the DHS Headquarters components would bring approximately 14,000 new employees to the West and East Campuses combined with Alternative 5. None of the existing employees are expected to walk to work in the immediate future. Over time some employees may relocate to the area or else new employees may be hired from the area and would consequently be able to walk to work.

62 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Thirty-five percent (35%) of employees are projected to take Metrorail to work, plus an additional 7% would use Metrorail via commuter rail. Some of these employees are expected to take agency shuttle service or Metrobus to connect from the Anacostia Metrorail station to the campus. The remaining employees and some visitors would walk from the Anacostia Station. Peak pedestrian flow could be expected to be approximately four persons per minute. With projected pedestrian flows on existing five foot sidewalks, pedestrian movements and walking speeds would be sufficient for normal walking speeds and for bypassing other pedestrians during peak periods. Platooning would occur at the MLK Avenue/Sumner Road intersection and at the proposed MLK Avenue/Suitland Parkway ramp intersection. Platooning would reduce walking speeds for pedestrians during peak periods.

Great Streets design guidelines recommend six foot to eight foot sidewalk widths. The planned widening of MLK Avenue from Gate 1 south of Gate 2 would allow for widened sidewalks adjacent to the East Campus (sidewalks could be widened to six to eight feet). Sidewalks along MLK Avenue adjacent to the West Campus would remain as is under existing conditions. There are no plans to widen MLK Avenue sidewalks north of Gate 1.

Pedestrian crossings from the West Campus to the East Campus would also increase as a result of the project, particularly if the East Campus is redeveloped with commercial/retail amenities. Some pedestrian activity could be accommodated through a potential tunnel connection from the East Campus to the West Campus. A potential tunnel connection could be considered in future east campus plans. Improved pedestrian crossings can be incorporated into the planned MLK Avenue improvements planned between Gates 1 and 2.

Under St. Elizabeths Development Alternative 5, it may be feasible to accommodate a bicycle- lane and sidewalk on the proposed access road from Firth Sterling Avenue into the campus. The bicycle-lane and sidewalk would help provide improved access from the west campus to the Anacostia Metrorail Station, the Naval Annex and the Barry Farm Redevelopment. The bicycle- lane and sidewalk would end at the campus limits. GSA would continue to study the provision of a bicycle-lane and sidewalk on the access road during final design.

Less than 1% of the DHS employee population would be expected to ride a bicycle to work. Planned DDOT bicycle improvements in the area would help to facilitate bicycle access to the campus. Improved connections from the Oxon Run Park area on the Maryland side of the Woodrow Wilson Bridge (currently not planned) would be beneficial in improving bicycle access to the campus. Transit Usage of the Anacostia Metro station is expected to increase with the alternatives. It is anticipated that 35 percent of the St Elizabeths West Campus employee’s will travel by Metrorail. It is anticipated that the majority of DHS employees and visitors using Metrorail would connect to the campus via the planned DHS shuttle bus, Metrobus or the planned street car.

According to the April 2008 WMATA Metrorail Station Access & Capacity Study, the forecasted Metrorail system ridership will reach 970,000 daily by 2030, representing a 42 percent increase between 2005 and 2030, or an average annual growth rate of 1.7 percent. This growth trend will be influenced by a number of factors and events such as modifications to the existing Metrorail network, energy price fluctuation, increased parking costs near Metrorail stations, and population

63 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008 and job growth beyond what is already forecasted. The consolidation of DHS at St. Elizabeths would be considered as part of the overall system wide ridership increases expected by WMATA.

The Metrorail Station Access & Capacity Study recommends making station capacity improvements at several key core and transfer stations, including L’Enfant Plaza and Metro Center. Additional improvements that would benefit the Anacostia Station include maximizing ridership by providing eight-car trains by 2014. It should be noted that DHS employees and visitors would typically arrive to the Anacostia as a reverse commute. For example, DHS employees would arrive to the station during the morning peak period, whereas most of the trips at the Anacostia station are currently outbound from the station in the morning.

Demand for parking will likely continue to outpace Metro’s ability to provide it. If the access mode split were to remain constant, and station-area land were to develop according to MWCOG forecasts, as many as 44,000 new parking spaces could be needed by 2030. A combination of transit-oriented development, improved pedestrian/bicycle facilities, satellite parking and feeder bus service and private-sector and/or shared parking facilities can provide passenger access to stations. The District is considering possible long-term plans to provide a new Metrorail station on St. Elizabeths East Campus. Currently, two possible options have been considered. Option 1, an In- fill Station on the green line would require approximately one mile of new track and tie-ins at both ends of the existing track between Anacostia Station and Congress Heights Station. The construction of the existing Metro track south of Anacostia Station was mined so as to avoid former trash sites that contained contaminants. An infill station and corresponding new track would therefore be mined construction. Construction of the In-fill Station would disrupt Metro’s operational service at these tie-in locations. The station could also be a spur extension, Option 2, from the green line and could connect down to the National Harbor in Prince George’s County, Maryland. The spur line, approximately 1.1 miles in length, would tie-in to the existing tracks just south of Anacostia Station, thus involving disruption to Metro’s operations during the construction at this tie-in location. In conjunction with the new spur line and station, there is the potential to construct a new entrance at Congress Heights Station at the north end of the station. In addition to a new entrance, a connecting underground pedestrian tunnel with moving walkway, approximately 2000’ long, will run from this new entrance at Congress Heights Station to the south end of the new spur line station. Construction of the station and line would involve cut and cover construction. Operational issues and impacts of running a spur line from Mt. Vernon Square to the new station along MLK Avenue would require further analysis. Development of the West Campus would improve the viability of a new Metrorail station on the east campus due to additional demand for the station.

Both MLK Avenue turn lane options would allow for widened outside curb lanes on northbound and southbound MLK Avenue, from 10 feet to 12 feet. The widened travel lanes would be beneficial for current and projected bus operations along MLK Avenue, including future provisions for rapid or priority bus service.

64 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

9. DHS TRANSPORTATION CHALLENGES & OPPORTUNITES

The following section summarizes transportation objectives (necessary to meet the recommended parking ratios) and the challenges and opportunities associated with those objectives

DHS’ overarching goal is to gain employee acceptance and support for TDM strategies which favor alternatives other than driving single occupant vehicles (SOV) to the campus. Without genuine acceptance and support, establishing TDM strategies has the potential to adversely influence employee retention, work productivity, agency operations and support of regional planning and transportation initiatives. It is important that the ETC work collaboratively with DHS executives to develop policies and practices which support DHS’ goal.

• Regional Planning/Transportation Agencies Responsibilities – In order for the TDM strategies to be effective, there must be an integrated approach and sound policy development by all of the agencies who have regional planning and transportation management responsibilities. DHS’ ability to implement the strategies and achieve the goals outlined in this TMP are dependent upon the continued cooperation and inclusion of all agencies.

It is shortsighted to focus solely on making it more expensive or painful for DHS employees to drive. Rather, we must treat the underlying causes which keep our personnel from using public transportation. We must examine these underlying causes, and explore ways to make public transportation cheaper, more convenient and safer to use. We need to find a way to offer the “carrot,” not the “stick.”

• SOVs – With the plan of a basic ratio of one parking space for every four employees, only about 17% of DHS employees would have parking on the campus. This represents a 125% reduction from what we believe our employees expect, and a 94% decrease from the existing parking availability at our various locations in the National Capital Region. The ETC should continue to monitor parking needs and review employee satisfaction. We must address the parking situation in a more robust fashion if we determine that our best and brightest are leaving DHS because they must spend an inordinate amount of time on public transportation in order to arrive at work, their duties require them to work odd hours when they don’t consider public transportation to be safe or reasonably available, etc.

Traffic Levels of Service in the immediate vicinity of the St. Elizabeths campus are projected to be better than Levels of Service in other parts of the metropolitan area. Therefore, employees are less likely to consider other modes in order to avoid the stress and delay of traffic congestion than they would if they worked downtown or in other highly congested areas such as Bethesda or Rockville. The high cost of parking in

65 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

downtown locations is often another disincentive to drive alone. Variable fuel prices also influence driver behavior although drive alone remains the preferred travel choice. DHS would have to manage the employees traveling to campus through parking permits. It should be noted that limiting parking opportunities could have the following drawbacks if other mode choice opportunities are not very attractive:

¾ DHS may face strong opposition and political battles from employee unions while determining which employees are eligible for and which employees cannot receive parking permits during the relocation process. ¾ DHS may face employee retention and recruiting problems if current and potential employees do not have parking options. It should be noted that DHS was rated among the lowest federal agencies to be employed by in terms of employee satisfaction in a recent Office of Personnel Management survey. ¾ DHS employees that do not have parking permits may opt to park on nearby residential streets or in local shopping centers and walk to the campus. If the community feels as though its parking supply has been impacted then they may request the city to institute a protected residential parking permit system along with parking enforcement.

• Metrorail – The percent of employees taking Metrorail would need to increase to 35% up from an expected and existing 30%. This represents a 17% increase from expected and existing.

According to WMATA’s 2005 Development Related Ridership Survey the Anacostia and Congress Heights Metrorail Stations have been categorized as “Suburban-Inside the Beltway” based on Concentric Location Typology. Office buildings located adjacent to Suburban-Inside the Beltway stations have lower transit use than office buildings near Central Business District stations such as Metro Center and L’Enfant Plaza. This is due to numerous factors including traffic congestion, parking cost and availability, development density, downtown walkable environment and access to multiple Metrorail lines which equates to greater convenience for employees that reside in various locations throughout the metropolitan area.

The average Metrorail usage for office buildings located near Suburban-Inside the Beltway stations is 21%. Note: Metrorail usage for the Reeves Center – a DC government building 1ocated at 14th and U Streets, NW—is 26%1. The 35% DHS Metrorail goal would exceed the Reeves Center usage by 25%. Although the U Street and Anacostia Stations are located at comparable distance from Metrorail transfer points (i.e. three stations away from Gallery Place and L’Enfant Plaza respectively), the U Street station could still be considered a downtown location because of the development density and overall feel of the pedestrian environment. Anacostia does not have the same walkable experience near other office buildings, high-rise residential buildings and commercial shops such as Starbucks. o U Street is accessible from both the yellow and green lines whereas Anacostia is only accessible from the green line. This means the Reeves Center is more

1 It should be noted that transit ridership has increased over the past three years (since the WMATA 2005 Development Related Ridership Survey). It is possible that current transit usage at the Reeves Center is higher than previously reported. Current ridership for the Reeves Center is still likely lower than the projected ridership for St. Elizabeths.

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convenient for a greater population of people who would not have to transfer to get to work. o The Reeves Center is located one block from the U Street station and St. Elizabeths is located approximately one-half mile from the Anacostia station. Also the walk from U Street to Reeves Center is on level ground whereas the walk from Anacostia is uphill (4% grade). St. Elizabeths employees would have a longer, more-intense walk with less of a walkable environment. DHS will be providing an employee shuttle connection from Anacostia to St. Elizabeths. However, this would result in another trip transfer and increased travel time to work (particularly while waiting for shuttle). Also it should be noted than additional transfer to the DHS internal shuttle may still be necessary for employees to get to their place of work. o Metro police have reported that Anacostia has one of the highest crime rates in the entire Metrorail system. Most of the crime is teenage-on-teenage crime and the presence of DHS employees should hopefully improve the situation; however the perception of personal safety to relocated employees is very important and would play a role in travel mode choice.

In order to increase Metrorail usage for DHS employees from 30% to 35% DHS will provide shuttle service from the Anacostia Station to the campus. Ideally the shuttle would drop employees off in front of their office building; however, security requirements would require employees to transfer to an internal shuttle in order to have more convenient access to their work location.

DHS will continue to provide employees with subsidized fare so that the cost of taking Metrorail would be much cheaper than driving to work.

DHS will consider drive alone disincentives such as required parking fees for those that park on campus.

DHS will convene with WMATA to address long term plans, fare structure, metro parking, safety, and security around area Metrorail stations. The goal is that improvements in those areas will collectively increase metro usage.

• Carpool/Vanpool with DHS passengers (employee participation) – Employee carpool/vanpool participation would need to increase from 10% existing to 16% in the future. This represents a 60% increase from expected and existing. Additionally, the carpool vehicle occupancy rate would need to increase from 2.93 employees per vehicle (existing and expected) to 3.06 employees per vehicle. This represents a 4% increase from expected and existing.

Many people are not able to carpool to work because they have an irregular work schedule, or they need their car before or after work for personal reasons, including childcare. Also some employees are not able to carpool because they cannot find a match within a reasonable distance of their residence. The average mode share of carpoolers in the DC metropolitan area is 12.8%1. DHS has established an aggressive 19% carpooling mode share for its employees (16% carpooling with other DHS employees and 3% that would carpool with non-DHS employees and would arrive to work alone; similar to SOV).

1 2000 Census Data as reported on FHWA’s website http://www.fhwa.dot.gov/ctpp/jtw/jtw4.htm

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The ETC will help employees identify ridematching opportunities within the agency and also with neighboring federal employees including Bolling Air Force base and Naval Facility Support Anacostia employees. Although the new Woodrow Wilson Bridge is planned with HOV lanes, there are no HOV lanes along the section of I-295 within the immediate vicinity of the St. Elizabeths campus (unlike the HOV lanes on I-395 near the Pentagon).

The ETC will have to aggressively market carpool initiatives as described in the previous sections. The ETC will also work with planning agencies such as DDOT, MDOT and NCPC to identify HOV lane opportunities within close proximity to the St. Elizabeths.

• Commuter Express Bus – Four percent (4%) of DHS employees would need to take advantage of the MTA or private commuter bus service. This goal represents double an expected 2% split and equal to an existing 4% split.

OmniRide provides convenient commuter bus service from Dale City, Virginia to the Naval Facility Support Anacostia and Bolling AFB. Commuter bus would be an attractive alternative for employees that live in Dale City, Woodbridge, Potomac Mills and Lake Ridge areas. Currently, 3.3%1 of employees live within the Dale City target area. The ETC could coordinate with the OmniBus operator to provide an additional stop on the West Access Road on St. Elizabeths Campus. Commuter buses traveling from other parts of Virginia, including the Loudoun-area make stops at L’Enfant Plaza. Employees would then be required to transfer to the Metrorail green line and then the DHS external shuttle bus to get to the St. Elizabeths campus. Therefore commuter bus would not be a very attractive alternative from most areas in Loudoun and other outer Virginia suburban areas.

Commuter buses are a convenient transportation alternative for employees that reside in southern Maryland areas such as La Plata and Waldorf. Currently the 901 Keller Commuter Bus travels past the St. Elizabeths campus on I-295 en route to its stop at L’Enfant Plaza. If the demand is great enough in the future, the bus would be able to make a stop on the western edge of the campus without a significant deviation from its current route. Maryland Transit Administration has reported there are numerous constraints associated with expanding bus service including limited funds for additional buses and leased parking spaces Currently 4% of employees live in the Charles County area.

DHS has established a commuter bus goal of 4%. This is consistent with existing commuter bus participation.

• Circuit Shuttle – As part of the TMP process DHS coordinated with Bolling Air Force Base and the Naval Annex to identify alternative transportation opportunities that could benefit each facility. One of the options previously discussed was a circuit shuttle that would connect St. Elizabeths to Bolling Air Force Base and the Naval Annex. A circuit shuttle would stop at Gate 4 along the proposed access road. The circuit shuttle will be explored in greater detail by the DHS Employee Transportation Coordinator as part of the TMP implementation process.

1 Based on DHS Survey data

68 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

• Metrobus – Metrobus usage would remain at 1% of DHS employees (compared to existing and expected). Metrobus provides access to the St. Elizabeths campus from areas in southeast Washington, DC such as the Southern Avenue Metrorail station, DC Village and Southern Avenue/South Capitol Street. Access to the Central Business District is also provided at 10th Street & Pennsylvania Avenue, NW. Access to St. Elizabeths from other residential areas in the city would require one or more additional transfers. Currently 8% of employees live in the District of Columbia and 1% would be expected to take Metrobus to work. Other DC employees may find it more convenient to take Metrorail to work. This may be reflected in the very high percentage of expected Metrorail usage.

• Work Offsite (Telecommuting/AWS) – Five percent (5%) of employees would need to telecommute or participate in Alternate Work Scheduling (AWS) with certain days of the week off. This represents a 400% increase from expected and a 67% increase from existing. DHS supervisors would need to allocate distribution of AWS days with internal meetings and other agency commitments.

DHS face challenges in encouraging a high use of telecommuting. DHS is a new agency that is consolidating in order to improve mission effectiveness and operating efficiencies; therefore, it will be critical to have the vast majority of employees working on site. In addition, some DHS data is security sensitive and would require extra steps to ensure that its integrity is maintained. DHS has determined that it would be reasonable to expect an increase from 3% existing to 5% for telecommuting (and AWS) mode choice. This percentage would hopefully be able to increase in the future as technology continues to advance and as the organizational culture is established.

• Proposed Agency Telework Centers – Five percent (5%) of employees or 700 employees would have to work from telework centers each day. Two DHS telework centers could be located (one in Virginia and one in Maryland). Telework centers would require a DHS policy decision for employees to work outside of the headquarters location. Also annual operating costs would be required to lease the telework centers and to pay for technology support for each center. This process would require time to obtain funding and locate convenient centers.

• Potential Agency Satellite Parking Facilities – Currently, the Master Plan does not propose providing satellite parking facilities within close proximity to the campus. Providing satellite parking facilities within close proximity to the campus (including the east campus) would not necessarily have the benefit of reducing traffic impacts. Employees would travel on the same routes and impact most of the same roadways as they would if they parked on the West Campus. Satellite parking located within close proximity to the campus would have little benefits compared to the cost. Off-site parking facilities would be most advantageous in reducing traffic impacts if employees could be intercepted closer to home (similar to park and ride or express bus lots). Ideally off-site parking facilities should be provided outside of the St. Elizabeths Transportation Study Area illustrated in Figure 9.2. Note: The St. Elizabeths East Campus and Barry Farm redevelopment are both located within the transportation study area.

• Proposed Agency Park-and-Ride Facilities - Four percent (4%) of employees or 700 employees would need to park at proposed suburban park-and-ride facilities and take a

69 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

direct agency shuttle to work. The park-and-ride facilities would be leased by DHS and would require annual operating budget for the parking spaces and shuttles. The Park- and-Ride locations should be located in suburban locations in order to minimize traffic impacts on the regional roadway network. This would require a costly shuttle operating system with regular frequency. In order to make this option attractive and support the required employee demand, at least six to nine AM and six to nine PM shuttle departures would need to provide connections from each parking location to campus.

Potential DHS park-and-ride locations were selected based on the following factors: 1) existing DHS employee residential zip code data; 2) accessibility to the interstate network or major arterials; 3) opportunity for DHS shuttles to take advantage of HOV lanes; 4) opportunity to take advantage of existing state or local park-and-ride facilities and/or 5) inconvenient accessibility for other transit modes (i.e. additional or inconvenient downtown travel transfers may be required). Based on these factors 18 potential parking locations (within 10 different geographic zones) were identified. The various locations of the potential park-and-ride facilities and the number of employees that could be attracted to that location are summarized in Table 9.1. It is important to note that the potential number of employees that might use an agency park and ride facility is projected to be about 10% to 15% of the total number of employees that reside in the park-and-ride zone. This number was determined by considering competing transportation alternatives such as Metrorail and commuter rail. The location of the park-and-ride zones is shown in Figure 9.3. The number of agency park-and-ride facilities and the location of the facilities would need to be finalized after the master planning process. Factors influencing the decision process would include the availability of land and funding for the park and ride parking facility.

70 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 9.2 – St. Elizabeths Transportation Study Area

71 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Table 9.1 – Potential Satellite Parking Locations, by Zone and Possible Employee Demand Potential No. of Total Employees Employees that would that reside park and Zone Site Zip code Interchange Road Network in Zone ride Dulles Access Toll Road/ 20190/20191 VA-267/ VA-7100 1 Fairfax County Parkway Dulles Access Toll Road/ 20190/20191 VA-267/ VA-602 2 Reston Parkway Dulles Access Toll Road/ 20190/20191 VA-267/ VA-828 A 3 Wiehle Avenue 1488 220 Dulles Access Toll Road/ 20190/20191 VA-267/ VA-674 4 Hunter Mill Road Dulles Access Toll Road/ 22182 VA-267/ VA-7 5 Leesburg Pike 6 22033/22030 I-66/ US-50 I-66/ Lee Jackson Memorial Highway B 1809 369 7 22033/22030 I-66/ VA-7100 I-66/ Fairfax County Parkway 8 22191 I-95/ VA-3000 I-95/ Prince William Parkway C 658 194 9 22191 I-95/ VA-784 I-95/ Dale Boulevard Capital Beltway/ I 20745 I-495/ MD-210 D 10 Indian Head Highway 981 147 Crain Highway/ 20613 US-301/ MD-5 E 11 Branch Avenue 785 118 Branch Avenue/ 20735 MD-5/ MD-223 F 12 Woodyard Road 958 144 Capital Beltway/ 20785 I-495/ MD-202 13 Landover Road G John Hanson Highway/ 1522 245 20785/20706 US-50/ MD-704 14 MLK Junior Highway John Hanson Highway 20715 US-50/ US-301 15 Crain Highway H John Hanson Highway/ 913 137 20716 US-50/ MD-197 16 Collington Road J 17 20707 I-95/ MD-198 I-95/ Sandy Spring Road 444 123 K 18 20877 I-270/ I-370 I-270/ Sam Eig Highway 309 181

NOTE: Employee and attraction totals reflect some level of geographic overlap. Therefore “Total” and “Attraction” columns cannot be accurately summed to indicate the total number of DHS employees that could potentially use remote parking. If adjacent parking locations are selected (i.e. a parking location in Zones G and H) then we would have to recalculate some overlap reduction.

72 The DHS Headquarters Consolidation at St. Elizabeths TRANSPORTATION MANAGEMENT PROGRAM December 4, 2008

Figure 9.2 – St. Elizabeths Transportation Study Area

Bicycling/Walk-to-work - DHS employees do not currently live within a reasonable walking distance to the campus. In the future, the redevelopment of Barry Farm and St. Elizabeths East Campus may encourage a small percentage of employees to relocate (or else new employees may be hired from the existing neighborhood). Tax benefits for people living within close proximity to their place of employment should be advertised to employees.

New bicycle lanes are being constructed as part of the Woodrow Wilson bridge project; however, the bicycle connections are discontinuous on the Maryland-side of the bridge. Maryland-National Capital Planning Commission has reported there are no plans to improve bicycle access on the Maryland-side of the bridge at Oxon Run.

USCG has a bicycle club for employees that bike to work. Currently less than 1% of DHS employees bike to work. The TMP has not indicated a goal for bicycle users due to the lack of safe routes in the vicinity of the site. Local planning agencies including DDOT, M- NCPPC, DCOP and NCPC should work together to add bicycle paths from the vicinity of the campus to the South Capitol Street bridge and off-road bike paths to the major roads approaching the campus.